Review Of Last Session

Review of Last Session

Team & Leadership Behavior

Objectives 

Fundamentals of Groups (Definition & Classification)

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Types of Teams and Leadership skills required     

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Functional Teams Problem Solving Teams Self-Managed Teams Cross Functional Teams Virtual Teams

Stages of Team Development Creating Effective Teams

Introduction The Center for the Study of Work Teams says that 80% of Fortune 500 companies now have half of their employees on teams.

Introduction The evidence suggests that teams typically out perform individuals when the tasks being done require:   

Multiple skills Judgment Experience

Management has found that teams are:  More flexible & responsive to changing events than traditional departments  Have the capability to quickly assemble, deploy, refocus & disband  Teams are an effective means for management to increase employee motivation

Fundamentals of Groups Definition

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A group is defined as two or more individuals, interacting & interdependent, who come together to achieve particular objectives.

Fundamentals of Groups Classification 

Groups can either be formal or informal.

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Formal groups refers to groups defined by the organizational structure, with set work assignments. assignments

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Informal groups are alliances that are neither structured nor organizationally determined. determined

Fundamentals of Groups Effective Groups 

An effective group has the following basic characteristics. It’s members:  Know why the group exists & have shared goals  Support agreed upon guidelines or procedures for making decisions  Communicate freely among themselves  Receive help from one another and give help to one another  Deal with conflict within the group  Diagnose individual & group processes & improve their own & the groups functioning.

Groupthink

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Groupthink is a mode of thinking that people engage in when they are deeply involved in a cohesive group, when the members' desire for unanimity overrides their personal motivation to realistically appraise alternative courses of action.

Group Polarization 

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The situation in which a group endorses a riskier position than would its individual members is called the "risky shift." The situation in which groups have chosen a more cautious action than individuals is called the "cautious shift."

Teams vs. Groups 

A work group has no need or opportunity to engage in collective work that requires joint effort. Their performance is merely the sum of all the group members’ individual contribution. There is no positive synergy that creates an overall level of performance that is greater than the sum of inputs.

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Teams do generate this positive synergy which management is seeking to increase productivity. In other words, the performance level of the team is higher than the sum or the individual effort of all its members.

Teams vs. Groups Work Groups

Share information Neutral (sometimes negative) Individual Random & varied

Work Teams

Goal Synerg y Accountability Skills

Collective performance Positive Individual & mutual Complementary

Teams

Definition 

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A team is a small number of employees with complementary (abilities, skills & knowledge) who are committed to common performance goals & working relationships for which they hold themselves mutually accountable. When a team is formed, its members must have (or quickly develop) the right mix of competencies to achieve the teams goals.

Self-Managed Teams 

Self-managed

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teams normally consist of employees who must work together effectively daily to manufacture an entire product (or main component) or provide an entire service

Self-Managed Teams Self-managed teams are often empowered to perform a variety of managerial tasks, like:    

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Scheduling work & vacations by members Rotating tasks & assignments among members Ordering materials Deciding on team leadership (rotational among members) Setting key team goals Budgeting Hiring team members Evaluating one another’s performance

Self-Managed team leader needs following qualities in core of leadership 

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Encourages selfreinforcement Encourages selfobservation/evaluatio n Encourages selfexpectations Encourages self-goalsetting Encourages rehearsal Encourages selfcriticism

Cross-Functional Teams 

Cross functional teams bring together people from various work areas to identify & solve mutual problems. Teams are made up from about the same hierarchical level but from different work areas (department) who come together to accomplish a task (complex tasks or project)

Cross-Functional Teams 

Cross functional teams are used to allow people from diverse areas within an organization (or between organizations) to exchange information, develop new ideas, solve problems, and coordinate complex projects.

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One problem with cross functional teams is that the early stages of development are time consuming due to diversity and complexity (different departments)

Virtual Teams

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A Virtual team is a group of individuals who collaborate through various information technologies on one or more projects while being at two or more locations.

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Unlike person-to-person meetings, virtual teams operate mainly across distance (any place), across time (any time) & organizational boundaries (members from two or more organizations).

Virtual team leader needs following qualities in core of leadership  

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Communicating effectively and using technology that fits the situation Building community, based on mutual trust, respect, fairness and affiliation, among project team members Establishing clear and inspiring shared goals, expectations, purpose and vision Leading by example with a focus on visible, measurable results Coordinating/collaborating across organizational boundaries

Stages of Team Development

Prestage

Stage III Norming

Stage I Forming

Stage II Storming

Stage IV Performing

Stage V Adjourning

Effective Team Building Strategy (S)

Effective leadership (E) Team work

Rapid response (R)

Clear roles and Responsibilities (C)

Open communication (O)

Creating Effective Teams Composition •Ability •Personality •Roles & diversity •Size •Cohesiveness •Flexibility •Teamwork Preference Work Design •Autonomy •Skill variety •Task identity •Task significance

Context •Adequate resources •Leadership •Performance evaluation & rewards

Team Effectiveness

Process •Common purpose •Specific goals •Team efficacy •Conflict •Social loafing

Creating Effective Teams Composition Group

Size - effect on behavior of group depends upon the type of outcome large

groups - good for getting diverse input

small

groups - good at making use of information dispersion

of responsibility in large groups leads to free rider tendency

Creating Effective Teams Composition

Group Cohesiveness - degree to which members are attracted to a group and share the group’s goals relationship

between cohesiveness and group effectiveness depends upon the alignment of group and organizational goals

Thank You