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Chapter 8. Leading Self Managed Team. Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning. Summary of Lecture 17. Building successful team Types of Team Teamwork Team Leader role Team Creativity Team Decision Making. Learning Outcomes.

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slide1

Chapter 8

Leading Self Managed Team

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

slide2

Summary of Lecture 17

Building successful team

Types of Team

Teamwork

Team Leader role

Team Creativity

Team Decision Making

learning outcomes
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.

leader centered approach
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

group centered approach
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

leadership skills for effective meeting
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 objectives

ii) Covering agenda items

Iii) Summarizing and reviewing assignments

leadership skills for effective meeting1
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

self managed teams also known as
Self-Managed Teams; Also Known As

Self-directing teams

Self-maintaining teams

Self-leading teams

Self-regulated teams

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

nature of self managed teams
Nature of Self-Managed Teams

Operate without managerial supervision

High job satisfaction

High commitment

Make structural and operational decisions

Responsible for tasks as a collective whole

Variety of technical skills

Versatile and flexible

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

self managed teams
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

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

self managed teams1
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

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

slide12

Make Operating Decisions

Acquire Supplies

& Materials

Assign Work

Interact with Customers

Perform

Team Member Evaluations

Plan Schedules

Create Task Procedures

Deal with Conflicts

Self-Managed Teams Are Usually Empowered to:

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

characteristics of effective self managed teams
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

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

slide15

Stronger Commitment

Improved Quality

and Efficiency

Potential

Benefits of

Using

Self-Managed

Team

More Satisfied Employees

Lower Turnover / Absenteeism

Faster Product Development

Flexibility Dealing with

Personnel Shortages

Helps Solve Problems &

Suggest Improvements

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

slide16

Norms

Team

Formation

Variables

Organizational

Support

Membership

Characteristics

Champion

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

organizational support
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.

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

team member characteristics
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

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

team member characteristics1
Team Member Characteristics

Effective communicator

Good problem-solving skills

Ability to engender trust

Good conflict resolution skills

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

norms
Norms

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

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

champion
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

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

what a champion does
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

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

to improve smt effectiveness
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

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

stages of team development
Stages of Team Development

Forming

High Commitment

Low Competence

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

Storming

Less Commitment

Some Competence

Members become dissatisfied with the team as they develop confidence.

Norming

Variable Commit.

High Competence

Commitment changes while competence remains constant.

Performing

High Commitment

High Competence

Commitment and competence remain high

Appropriate Leadership Style

Decide

Consult

Facilitate

Delegate

Clarify team

objectives &

roles

Develop

competence

& relationships

Focus on

Supportive

relationships

Group provides

own task &

relationship

behaviors

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

smt facilitator
SMT Facilitator

An 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

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

smt facilitator team building activities
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

smt facilitator team building activities1
SMT Facilitator Team Building Activities

Highlight mutual interests of team members

Increase team identification

Use team-oriented incentives to foster teamwork

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

distributed leadership
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

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

distributed leadership practice in smts
Distributed Leadership Practice in SMTs

Organizing role

Envisioning role

Social role

Networking role

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

benefits of distributed leadership
Benefits of Distributed Leadership

Leadership development

Understanding of different roles requirements and challenges

Succession Planning

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

high involvement management
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

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

what and when to empower
What and When to Empower

Understand people and their motivations

Understand their competence level

Competence and skill development of employees

Monitor and evaluate performance

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

slide33

Discussion Questions

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?

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

summary
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.

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