1 Chapter 8 Leading Self Managed Team Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

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Chapter 8Chapter 8

Leading Self Leading Self Managed Team Managed Team

Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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Summary of Lecture 17Building successful team

Types of Team

Teamwork

Team Leader role

Team Creativity

Team Decision Making

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Learning Outcomes

Nature of self-managed teams.Difference between traditional team & SMT.Benefits of SMT.Challenges of implementing SMT effectively.Guidelines for improving SMT effectiveness.Stages of group development.Role of team facilitator in SMT.Distributed leadership in SMT.

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Leader Centered Approach

Leader uses power to direct and control team members

Leader should focus on the task

Leader should seek opinion but make final decision himself

Leader should control group discussion

Leader should try to overcome and resist to threats challenging

authority

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Group Centered Approach

Empowers group to make decision

The role of leader should be as facilitator, consultant, teacher, and

adviser

Act as a role model

Understand team dynamics and team members feelings

Allow to make the final choices for decision

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Leadership Skills for Effective Meeting

Planning Meetings

- Objectives- Participants and Assignments- Agenda- Date, time and place

Conducting Meetings

- The first Meeting- Three parts of Meetings

i) Identifying objectivesii) Covering agenda itemsIii) Summarizing and reviewing assignments

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Leadership Skills for Effective Meeting

Leadership Role

Leader should vary his style with the group development level

Handling Problem Members- Silent- Talker- Wanderer- Bored- Arguer

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Self-Managed Teams; Also Known As

Self-directing teams

Self-maintaining teams

Self-leading teams

Self-regulated teams


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Nature of Self-Managed Teams

Operate without managerial supervisionHigh job satisfactionHigh commitmentMake structural and operational decisionsResponsible for tasks as a collective wholeVariety of technical skillsVersatile and flexible


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Self-Managed Teams


Relatively autonomous work groups in which the responsibilities and obligations traditionally

maintained by management have been transferred to a group of people who perform a

complex task with highly interdependent activities

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Self-Managed Teams


Sociotechnical system theory states that if members are more involved in formulating tasks are more likely to work with commitment and dedication to achieve stated goals as they feel invested in process

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Acquire Supplies& Materials

Deal with Conflicts

Interact with Customers

Perform Team Member

Evaluations

Make Operating Decisions

Create Task Procedures

Assign Work

Plan Schedules

Self-Managed Self-Managed Teams Are Teams Are

Usually Usually Empowered to:Empowered to:

Self-Managed Self-Managed Teams Are Teams Are

Usually Usually Empowered to:Empowered to:


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Characteristics of Effective Self-Managed Teams

•Have clear missions & high performance standards•Take stock of equipment, training facilities, & other resources team needs•Devote significant time to planning & organizing to use available resources & assess members technical skills•High levels of communication•SMT have decision making power•Leadership role is rotated •Multi-skilled capabilities•Team accountability •Perform all management functions (plan, organize, lead, reward and control) and decide product quality and quantity, and resolve confllict•SMT focus on targets (milestones), project tasks, time issues, team membership, and territories


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Traditional Teams vs SMTs

Characteristics Self Managed teams

Traditional Teams

Leadership With in the team Outside the team

Team leader role Interchangeable Fixed

Accountability Team Individual

Work Effort Cohesive Divided

Task Design Flexible Fixed

Skills Multiskilled Specialized

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Stronger CommitmentStronger Commitment

Improved Qualityand Efficiency

Improved Qualityand Efficiency

More Satisfied EmployeesMore Satisfied Employees

Lower Turnover / AbsenteeismLower Turnover / Absenteeism

Faster Product DevelopmentFaster Product Development

Flexibility Dealing with Personnel Shortages

Flexibility Dealing with Personnel Shortages

Helps Solve Problems &Suggest Improvements

Helps Solve Problems &Suggest Improvements

PotentialPotentialBenefits of Benefits of Using Using Self-ManagedSelf-ManagedTeamTeam

PotentialPotentialBenefits of Benefits of Using Using Self-ManagedSelf-ManagedTeamTeam


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TeamTeamFormationFormationVariablesVariables

OrganizationalSupport

MembershipCharacteristics

Norms

Champion


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Organizational Support

Strong top management support

Commitment to allocate adequate resources

Compatible culture For example: Hierarchical structure with centralized decision making in organization and asking managers to empower team whereas who is facing control from top management. Difficult to relinquish power and most likely model top management behavior.


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Team Member Characteristics

Strong belief in personal accountability (avoid social loafing)

Internal locus of control

Emotional stability

Openness to new ideas and different viewpoint

Good communication, conflict management and problem solving skills


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Team Member Characteristics

Effective communicator

Good problem-solving skills

Ability to engender trust

Good conflict resolution skills


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Norms

Standards of conduct that are shared by team members and which guide their behaviors


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Champion

An advocate of the self-managed team program who helps the program obtain necessary

resources and gain political support from top management

and other subunits of the organization


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What A Champion Does

•Explains what self-managed teams can do for the organization

•Communicates responsibilities, rules, & norms to the teams

•Ensures that teams meet the goals and needs of the organization

•Coordinates efforts of teams

•Helps teams reach decisions that every employee can support

•Facilitates continuous learning by team members

•Builds & maintains trust between teams and the organization


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To Improve SMT Effectiveness

Ensure change to supportive culture, structure, & climate

Have a well-thought-out vision of SMTs

Allow time for bonding

Provide adequate training

Provide objective goals, incentives, & infrastructure

Ensure resources are adequate

Create a sense of empowerment

Develop team-based measurements & feedback

Recruit and train team facilitators

Do not overreact at first crisis


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Stages of Team Development

StormingStormingLess Commitment

Some Competence

Members become dissatisfied with the team as they develop confidence.

FormingFormingHigh Commitment

Low Competence

Members come committed but have not developed competence in working together.

NormingNormingVariable Commit.

High Competence

Commitment changes while competence remains constant.

PerformingPerformingHigh Commitment

High Competence

Commitment and competence remain high

Appropriate Leadership Style

DecideDecide ConsultConsult FacilitateFacilitate DelegateDelegateClarify team objectives &roles

Develop competence& relationships

Focus on Supportiverelationships

Group providesown task &relationshipbehaviors


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SMT FacilitatorAn external leader of a self-managed team whose job is to create a supportive environment where team members take on responsibilities to work productively and solve complex problems on their own


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SMT Facilitator Team Building Activities

Open forums to resolve interpersonal conflict

Create opportunities for social interaction

Increase mutual acceptance & respect between members

Coaching and encouragement

Use of data and information to influence and motivate team members (Sales Data, Finance data etc)

Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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SMT Facilitator Team Building Activities

Highlight mutual interests of team members

Increase team identification

Use team-oriented incentives to foster teamwork


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Distributed Leadership

A collection of roles and behaviors that can be divided, shared, rotated, and used sequentially in a SMT environment based on interests and capabilities

Team members assume leadership roles depending on task requirements and circumstances


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Distributed Leadership Practice in SMTs

Organizing roleEnvisioning roleSocial roleNetworking role


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Benefits of Distributed Leadership

Leadership development

Understanding of different roles requirements and challenges

Succession Planning


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High-InvolvementManagement

Team Empowerment

move power, information, knowledge, and rewards further down the organization.

Motivation and commitment

Opportunity to acquire skills and knowledge essential for

organization


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What and When to Empower

Understand people and their motivations

Understand their competence level

Competence and skill development of employees

Monitor and evaluate performance


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Discussion Question 1: Define decision making process in self managed teams?

Question 2: What are benefits of self managed teams?

Discussion Question 3: How many members should have in self managed teams for effective working?

Discussion Question 4: Explain role of Champion in self managed teams?

Discussion Question 5: Why self managed teams require support from top management?

Discussion Question 6: What is difference between distributed leadership and high involvement management?

Discussion Question 7: Describe key success factor for SMT?

Discussion Questions


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Summary

Nature of self-managed teams.Difference between traditional & SMT.Benefits of SMT.Challenges of implementing SMT effectively.Guidelines for improving SMT effectiveness.Stages of group development.Role of team facilitator in SMT.Distributed leadership in SMT.


Documents

1 Chapter 8 Leading Self Managed Team Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning