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Designing and Leading Designing and Leading TeamsTeams
Creating synergyCreating synergy
Groups versus TeamsGroups versus Teams
What are the features of groups versus What are the features of groups versus teams?teams?
How are they differentHow are they different
Why Teams?Why Teams?
Outperform individuals when tasks requireOutperform individuals when tasks require– Multiple skillsMultiple skills– JudgmentJudgment– ExperienceExperience
Better utilization of employee talentsBetter utilization of employee talentsMore flexible and responsiveMore flexible and responsiveFacilitate employee participationFacilitate employee participationIncrease employee motivationIncrease employee motivationSocial benefitsSocial benefitsEmpowermentEmpowerment
Teams Are Best When:Teams Are Best When:
Work requires different knowledge, skills, abilitiesWork requires different knowledge, skills, abilitiesHigh interdependent workHigh interdependent workSufficient time available to organize & structure teamSufficient time available to organize & structure teamReward structure & culture support teamsReward structure & culture support teamsNeed to build commitment to course of actionNeed to build commitment to course of actionIssues require refinementIssues require refinementHigh need for innovation & cooperationHigh need for innovation & cooperationMembers can be trustedMembers can be trustedIndividuals desire a team experienceIndividuals desire a team experience
Types of TeamsTypes of Teams
Quality TeamsQuality TeamsQuality CirclesQuality CirclesProblem Solving Work GroupsProblem Solving Work GroupsCross-FunctionalCross-FunctionalSelf-DirectedSelf-DirectedTransnationalTransnationalVirtualVirtualOffice of the PresidentOffice of the President
Basic IssuesBasic Issues
Norms of behaviourNorms of behaviour
Group cohesionGroup cohesion
Social loafingSocial loafing
Loss of individualityLoss of individuality
Process lossesProcess losses
Team Effectiveness ModelTeam Effectiveness Model
•Task characteristics•Team size•Team composition•Training•Team structure
Team DesignTeam Design
• AchieveAchieve organizational organizational goals goals
• Satisfy memberSatisfy member needs needs
• Team learningTeam learning
• Outsider satisfactionOutsider satisfaction
TeamTeamEffectivenessEffectiveness
•Team developmentTeam development•Team normsTeam norms•Team rolesTeam roles•Team cohesivenessTeam cohesiveness•Decision makingDecision making•Other issuesOther issues
Team ProcessesTeam Processes
Organizational andOrganizational andTeam EnvironmentTeam Environment
• Reward systemsReward systems
• CommunicationCommunication systems systems
• Physical spacePhysical space
• OrganizationalOrganizational structure structure
• OrganizationalOrganizational leadership leadership
•Common PurposeCommon Purpose
•TrustTrust
Organizational and Team Organizational and Team EnvironmentEnvironment
Reward systemsReward systems– Team focused.Team focused.– Individual rewards may be used if team is also Individual rewards may be used if team is also
rewarded for individual successrewarded for individual success– Individuals can be assessed on their Individuals can be assessed on their
contribution to team results, team functioning contribution to team results, team functioning and personal effectivenessand personal effectiveness
Communication systemsCommunication systems– Open, simple, encourage face-to-face, watch Open, simple, encourage face-to-face, watch
for information overloadfor information overload
Organizational and Team Organizational and Team EnvironmentEnvironment
Physical SpacePhysical Space– Should facilitate communication, members Should facilitate communication, members
perceptions of being a team, and the teams perceptions of being a team, and the teams ability to complete the workability to complete the work
Organizational structure and systemsOrganizational structure and systems– Must be supportive. Must be supportive. – Generally better with fewer management Generally better with fewer management
layers and teams are given autonomy and layers and teams are given autonomy and responsibilityresponsibility
– Individual and joint accountabilityIndividual and joint accountability
Organizational and Team Organizational and Team EnvironmentEnvironment
Organizational leadershipOrganizational leadership– Support from top management. Support from top management. – Team leaders act as facilitators, coaches & Team leaders act as facilitators, coaches &
enablersenablers
Common PurposeCommon Purpose– Team committed to common purpose and Team committed to common purpose and
clearly identified goals clearly identified goals
Organizational and Team Organizational and Team EnvironmentEnvironment
TrustTrust– A key ingredient in teamworkA key ingredient in teamwork– Leaders have to invest in trustLeaders have to invest in trust
Building trustBuilding trust– Communication – open, candid, truthfulCommunication – open, candid, truthful– Support – available and approachableSupport – available and approachable– Respect – delegate, actively listenRespect – delegate, actively listen– Fairness – be impartial to allFairness – be impartial to all– Predictability – be consistent, keep promisesPredictability – be consistent, keep promises– Competence – business sense, technical ability, Competence – business sense, technical ability,
professionalismprofessionalism
Team Design ElementsTeam Design Elements
Task characteristicsTask characteristics– Better when tasks are clear, easy to implementBetter when tasks are clear, easy to implement– Task interdependence Task interdependence – Share common inputs, processes, or outcomesShare common inputs, processes, or outcomes
Team sizeTeam size– Smaller teams are better, 12 or lessSmaller teams are better, 12 or less– But large enough to accomplish taskBut large enough to accomplish task
Team Design ElementsTeam Design Elements
Team compositionTeam composition– Members motivated/competent to perform Members motivated/competent to perform
task in a team environmenttask in a team environment– Team diversity better for complex tasks or Team diversity better for complex tasks or
where multiple views are neededwhere multiple views are needed
TrainingTraining– Technical abilityTechnical ability– Problem solving and decision makingProblem solving and decision making– Interpersonal relationsInterpersonal relations
Team Team Design ElementsDesign Elements
Team structureTeam structure– Goals & objectivesGoals & objectives– Operating guidelinesOperating guidelines– Performance measuresPerformance measures– Roles Roles
Team ProcessesTeam Processes
Team developmentTeam development– Teams go through stages before becoming Teams go through stages before becoming
proficientproficient– Characteristics of a mature groupCharacteristics of a mature group– Conflict can improve performanceConflict can improve performance
Team rolesTeam roles– Two types of roles are required in successful Two types of roles are required in successful
teams – task and maintenanceteams – task and maintenance
Team Processes (roles)Team Processes (roles)
Task FunctionsTask Functions– Initiating activitiesInitiating activities– Seeking/giving infoSeeking/giving info– Elaborating conceptsElaborating concepts– Coordinating activitiesCoordinating activities– Summarizing ideasSummarizing ideas– Testing ideasTesting ideas– Evaluating effectivenessEvaluating effectiveness– Diagnosing problemsDiagnosing problems
Maintenance FunctionsMaintenance Functions– Supporting othersSupporting others– Following others leadFollowing others lead– Gatekeeping Gatekeeping
communicationcommunication– Setting standardsSetting standards– Expressing member Expressing member
feelingsfeelings– Testing group decisionsTesting group decisions– Consensus testingConsensus testing– Harmonizing conflictHarmonizing conflict– Reducing tensionReducing tension
Team ProcessesTeam Processes
NormsNorms– Informal rules that regulate behaviourInformal rules that regulate behaviour– Team norms are more powerful than Team norms are more powerful than
management requirementsmanagement requirements– Managing normsManaging norms
Introduce functional norms on creationIntroduce functional norms on creationSelect the right peopleSelect the right peopleDiscuss counterproductive normsDiscuss counterproductive normsCreate rewards that counter poor normsCreate rewards that counter poor normsDisband the teamDisband the team
Team ProcessesTeam Processes
Team cohesivenessTeam cohesiveness– The desire to remain on the teamThe desire to remain on the team– Functional norms & high cohesiveness equals high Functional norms & high cohesiveness equals high
performanceperformance
Influencing team cohesivenessInfluencing team cohesiveness– Member similarityMember similarity– Teams sizeTeams size– Member interactionMember interaction– Somewhat difficult entrySomewhat difficult entry– Team successTeam success– External competition & challengesExternal competition & challenges
Team ProcessesTeam Processes
Decision makingDecision making– Rational modelRational model– Problems with the rational modelProblems with the rational model– Implicit favourite modelImplicit favourite model– Political modelPolitical model– Garbage can modelGarbage can model– SatisficingSatisficing– GroupthinkGroupthink– Group polarizationGroup polarization– Escalation of commitmentEscalation of commitment
Team ProcessesTeam Processes
Other IssuesOther Issues– CommunicationCommunication– InfluenceInfluence– ConflictConflict– AtmosphereAtmosphere– Emotional issuesEmotional issues
Quality CirclesQuality Circles
Voluntary small (natural work) groups of Voluntary small (natural work) groups of employees, not directed by management, who employees, not directed by management, who meet regularly on organization time to identify, meet regularly on organization time to identify, investigate and make recommendations to investigate and make recommendations to management on improving quality and related management on improving quality and related issues.issues.Quality circles are a quality control technique Quality circles are a quality control technique and not intended to improve other work aspects and not intended to improve other work aspects Estimates are that quality circles have failed in Estimates are that quality circles have failed in 60% of the organizations that have tried them60% of the organizations that have tried themQuality circles tend to be appended to the Quality circles tend to be appended to the hierarchyhierarchy
Implementing Quality CirclesImplementing Quality Circles
Get management commitmentGet management commitmentAssess organization readinessAssess organization readinessSelect program objectivesSelect program objectivesPrepare & train middle managers and supervisorsPrepare & train middle managers and supervisorsSelect and train facilitatorsSelect and train facilitatorsInform employees and ask for volunteersInform employees and ask for volunteersTrain circle leadersTrain circle leadersTrain participantsTrain participantsSet goals and boundariesSet goals and boundariesGive circles time to establish rolesGive circles time to establish rolesRecognize and implement recommendationsRecognize and implement recommendationsEvaluate the programEvaluate the program
Problem Solving Work GroupsProblem Solving Work Groups
Mandatory groups of employees, directed by line Mandatory groups of employees, directed by line management, operating as an integral part of management, operating as an integral part of running the organization, involving all employees running the organization, involving all employees in problem solving activities, that provides for the in problem solving activities, that provides for the creation of short-term task forces to address creation of short-term task forces to address cross-functional issuescross-functional issues– All employees are in teamsAll employees are in teams– The team leader is the supervisorThe team leader is the supervisor– All employees receive problem solving and All employees receive problem solving and
interpersonal skills traininginterpersonal skills training– Team leaders receive team building and leadership Team leaders receive team building and leadership
trainingtraining
Problem Solving Work GroupsProblem Solving Work Groups
Objectives of Team MeetingsObjectives of Team Meetings– To share information and ideasTo share information and ideas– To monitor performance and provide To monitor performance and provide
feedbackfeedback– To recognize and reinforce good performanceTo recognize and reinforce good performance– To get everyone’s input and ideas for To get everyone’s input and ideas for
improving performanceimproving performance– To establish accountability for actionTo establish accountability for action
Problem Solving Work GroupsProblem Solving Work Groups
Managerial & supervisor rolesManagerial & supervisor roles– Set goals, provide structure & information, facilitate Set goals, provide structure & information, facilitate
meetings, teach, coach, and guidemeetings, teach, coach, and guide
Employees’ rolesEmployees’ roles– Inquire, learn, participate in problem solving and Inquire, learn, participate in problem solving and
decision makingdecision making
Team rolesTeam roles– Responsible for performanceResponsible for performance– Responsible for their own behaviourResponsible for their own behaviour– Identify, analysis and develop action plans to solve Identify, analysis and develop action plans to solve
problems, and monitor resultsproblems, and monitor results
Virtual TeamsVirtual Teams
Need several communication channelsNeed several communication channels
Operate better with structured tasksOperate better with structured tasks
Need to be smaller than conventional teamsNeed to be smaller than conventional teams
Members must be skilled in communication Members must be skilled in communication through information technologythrough information technology
Members may need cross-cultural awareness Members may need cross-cultural awareness and knowledgeand knowledge
Face-to-face interaction needed for development Face-to-face interaction needed for development and cohesivenessand cohesiveness
Self-Directed/Managed TeamsSelf-Directed/Managed Teams
Based on socio-technical systems theoryBased on socio-technical systems theory– Primary work UnitPrimary work Unit– Collective self-regulationCollective self-regulation– Control key variablesControl key variables– Joint optimizationJoint optimization
Self-Directed Work TeamsSelf-Directed Work Teams
Natural or cross functional work groups Natural or cross functional work groups organized around work processes, that complete organized around work processes, that complete an entire piece of work requiring several an entire piece of work requiring several interdependent tasks, and that have substantial interdependent tasks, and that have substantial autonomy over the execution of those tasksautonomy over the execution of those tasksAttributesAttributes– Complete entire piece of workComplete entire piece of work– Assign tasks to membersAssign tasks to members– Control work inputs, flow and outputControl work inputs, flow and output– Are responsible for correcting problemsAre responsible for correcting problems– Receive team feedback and rewardsReceive team feedback and rewards
Self-Directed Work Team IssuesSelf-Directed Work Team Issues
BoundariesBoundaries– Specify area, identify personnel and tasks, establish Specify area, identify personnel and tasks, establish
limitslimits
AutonomyAutonomy– For work decisions and personnelFor work decisions and personnel
TrainingTraining– Task, problem solving, and interpersonalTask, problem solving, and interpersonal
Pay systemsPay systems– Team-based performance systems, salary and bonus Team-based performance systems, salary and bonus
or pay-for-skillor pay-for-skill
Self-Directed Work Team IssuesSelf-Directed Work Team Issues
Physical facilitiesPhysical facilities– Layout and work flow, meeting spaceLayout and work flow, meeting space
In existing facilitiesIn existing facilities– Some managers, supervisors and employees don’t fitSome managers, supervisors and employees don’t fit
In new facilitiesIn new facilities– Finding the right employeesFinding the right employees
UnionUnion– Unions are not an impediment if the relationship is good and Unions are not an impediment if the relationship is good and
they are involvedthey are involved
Three common problemsThree common problems– Resistance from lower and middle managementResistance from lower and middle management– Lack of trainingLack of training– Lack of top management supportLack of top management support
Problems With TeamsProblems With Teams
Teams are not always the answerTeams are not always the answerTeams take time to develop and maintainTeams take time to develop and maintainTeams require the right environment to flourishTeams require the right environment to flourishPeople may exert less effort in teamsPeople may exert less effort in teams– Can be countered by:Can be countered by:
Smaller teamsSmaller teamsSpecialized tasksSpecialized tasksMeasure individual performanceMeasure individual performanceIncrease job enrichmentIncrease job enrichmentSelect motivated employeesSelect motivated employees
Loss of IndividualityLoss of Individuality
Team BuildingTeam Building
Role definitionRole definition– Members describe their role perceptions and Members describe their role perceptions and
expectations of other membersexpectations of other members
– Members work to a common model of rolesMembers work to a common model of roles
Interpersonal processesInterpersonal processes– Building openness, trust and common Building openness, trust and common
understandings through dialogueunderstandings through dialogue
– Wilderness challenges and the like are used by Wilderness challenges and the like are used by many organizations for thismany organizations for this
Team BuildingTeam Building
Goal settingGoal setting– Establishing team goals and feedback Establishing team goals and feedback
mechanisms mechanisms
Problem solvingProblem solving– Examines task related decision making Examines task related decision making
and ways to make it more effective and ways to make it more effective
ReadingsReadings
Factors affecting successful Factors affecting successful implementation of high performance teamsimplementation of high performance teams
New rules for team buildingNew rules for team building
Strategic guide for building effective teamsStrategic guide for building effective teams
Virtual teamsVirtual teams
Top ten reasons teams become Top ten reasons teams become dysfunctionaldysfunctional
Why do employees resist teams?Why do employees resist teams?