Leadership and Teams MMS

8/4/2019 Leadership and Teams MMS

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LEADERSHIP &LEADERSHIP &

TEAMSTEAMS

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WHY TEAMS?

1. Teams outperform individuals.

2. Better and efficient way to compete

3. Flexible and responsive to changing events

4. Motivating

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1. Share information

2. Neutral (sometimesnegative)

3. Individual

4. Random and varied

1. Collective

performance

2. Positive

3. Individual &

mutual4. Complementary

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TEAM vs GROUP

WORK GROUPS WORK TEAMS

GOAL

SYNERGY

ACCOUNTABILITY

SKILLS


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TEAM vs GROUP

A group that interacts

primarily to share

information and to makedecisions to help each group

member perform within his

or her area of

responsibility.

WORK TEAMS

A group whose individual

efforts result in a

performance that is greaterthan the sum of the

individual inputs.

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WORK GROUPS


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TYPES OF TEAMS

1. Problem solving teams

2. Self managed work teams

3. Cross functional teams

4. Virtual teams

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Problem Solving Teams

1. Ways of improving quality,efficiency and work

environment.

2. Quality circles

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?


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SELF MANAGED WORK TEAMS

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1. Problem solving teams lacked

in employee involvement in work related decisions.

2. Employees who perform highly

related or interdependent jobstake on the responsibilities of

their former supervisors.

1. Disadvantages:a) Organizational downsizing

b) Cultural differences


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LEADERSHIP & SELF MANAGED WORK

TEAMS

1. Internal & External leadership roles

2. Internal team leader elected by members and rotated on

regular basis

3. Primary responsibility is to coordinate and facilitate the

decision making process, task allocation.

4. External leader responsibilities not delegated to the

team, working with several teams, coaching new team,

obtaining necessary resources, information from

organization. 8


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CASE: SATURN CORPORATION

1. GM & United Auto Workers union

2. Self managed work teams to make decisions and

manufacture cars.

3. 15 members

4. Forming stage external advisor and supervisor,

storming stage less dependency, norming stage,

performing stage self managed team (2 to 3 years)

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CROSS FUNCTIONAL TEAMS

1. Same hierarchy but different work areas

come together to accomplish a task /

project / assignment.

2. Improved coordination and

avoidance of problems.

3. Disadvantages: time consuming,

increased communication barriers

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LEADERSHIP & CROSS FUNCTIONAL

TEAMS1. Gaining commitment and loyalty from members

2. Cross functional self managed teams may have unresolved

conflict issues which make it difficult to focus on main task.

3. Leader should stimulate and facilitate creativity

4. Should clarify the objective of the project and allow

autonomy.

5. Roles include: vision, organizing, social integrating,

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VIRTUAL TEAMS1. Using computer technology to tie together physically

dispersed members in order to achieve a common goal.

2. Functions the same way

3. Three important things:

a) Absence of non verbal cues

b) Limited social context

c) Ability to overcome time and space constraints

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LEADERSHIP & VIRTUAL TEAMS

1. What could be the role of a leader?

2. Gaining commitment? Trust? Monitor performance of

members?

3. Managing global teams would require an understanding

of the language and culture.

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IS A TEAM REQUIRED?

1. Can the work be better done by more than one

person?

2. Is there a common goal?

3. Are the members interdependent?

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CREATING EFFECTIVE TEAMS

Scan pageScan page

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Composition

1. Ability of members:

a) Technical expertise

b) Problem solving

c) Decision making

d) Interpersonal skills

2. Personality:

Higher extroversion, agreeableness, conscientious andemotional stability.

3. Allocating roles and diversity

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TEAM ROLES


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4. Size of teams:

a) Less than 10 members

b) 4 5 members necessary

5. Member flexibility

a) Adaptibility

b) Cross functional training becomes easier

6. Member preferences

Important for team morale

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Composition


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Context

1. Adequate Resources

2. Leadership & Structure

i) Members must agree on the specifics of work.

ii) Self managed work teams perform better than teamswhere leader is formally appointed

3. Trust

4. Performance evaluation & Rewards

In addition to individual performance group appraisals

should also be conducted. 19


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Process1. Common purpose; Specific goals

2. Team efficacy: small successes and skills training will increase

the confidence of teams

3. Conflict levels: Task conflicts are better than relationshipconflicts.

4. Social loafing:

Hiding within a team so that individual contribution is notcounted

Individual as well as team accountability

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CREATING TEAM PLAYERS

Factors to be considered:

1. National Culture

2. Organizational Culture

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Managers can try the following:

a) Selecting individuals who are not team players would

require the following options: training, transfer or

individual work

b) Training:

- Exercises that allow the satisfaction of team work.

- Workshops to improve communication, problem solving,

negotiation, conflict management and coaching.

c) Rewards

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CREATING TEAM PLAYERS


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TEAMS & QUALITY MANAGEMENT

1. Essence of QM is use of process improvement andemployee involvement.

2. Teams are essential

3. Everybody needs to know where the organization is

heeding.

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TEAMS & WORK FORCE DIVERSITY

1. Awareness of the disadvantages & advantages canimprove team performance.

2. Effect is most evident while problem solving anddecision making.

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REINVIGORATING MATURE TEAMS

1. Stagnant; Conflicts; Communication

2. Suffer from Group think:

- Members assume that they know what others are thinking.

- Reluctance to express their thoughts and opinions.

3. Four ways:

a) Prepare to deal with the problems of maturityb) Refresher training

c) Advanced training

d) Constant learning experience

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EXECUTIVE TEAMS

1. CEO and top executives

2. Having a clear line of hierarchy / sharing of responsibility

3. Advantages:

a) Better strategic decisions due to having knowledge and

skills.

b) Less likely to neglect tasks.

c) Help CEO to manage a global company.d) Way to facilitate succession of leadership.

4. Tend to be effective if CEO selects team members and builds

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EXECUTIVE TEAMS

5. Characteristics of executive teams are related to organizationaleffectiveness.

6. Importance of kind of functional background. Eg: Ford, HP

7. Values and attitudes of team members are also essential.

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TEAMS & TEAM BUILDING

1. Team vs Group

2. Types

3. Creating team effectiveness

4. Creating team players

5. Teams & QM

6. Teams and work force diversity7. Reinvigorating mature teams

Documents

Leadership and Teams MMS