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Managing Team Performance:Overview
• Definition and Importance of Teams• Types of Teams and Implications for
PM• Purposes and Challenges of Team
PM• Including Team Performance in the
PM System• Rewarding Team Performance
Prentice Hall, Inc. © 2006
Definition of Team
Two or more people – Interact
• Dynamically• Independently
–Share common and valued• Goal, Objective or Mission
Prentice Hall, Inc. © 2006
Importance of Teams
• Global pressures• Flexibility in flatter organizations• Complexity of products and
services• Rapidly changing environments
Prentice Hall, Inc. © 2006
Performance Management & Teams
• PM systems should target:– Individual performance– Individual’s contribution to team
performance–Performance of entire team
Prentice Hall, Inc. © 2006
General principles of PM relating to teams
1. Design and implement best possible system
2. Consider dangers of poorly implemented system
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Managing for Improved Team Performance
• Don’t limit team processes with other task or organizational requirements
• Provide good team design and organizational support
• Give feedback only on processes that the team members can control
Prentice Hall, Inc. © 2006
Types of Teams
• Classified by–Complexity of task–Membership configuration
Prentice Hall, Inc. © 2006
Complexity of Task ranges from:
• Routine– Well defined– Few deviations in how work is done– Outcomes easily assessed
- to -• Non-routine
– Not defined well– No clear specifications on how to do
the work– Outcomes are long term and difficult to
assess
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Membership Configuration includes
• Length of time team expects to work together
• Stability of team membership
Static Dynamic
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Types of Teams Based on Membership Configuration and Task
Complexity
Prentice Hall, Inc. © 2006
Dynamic ° Network
Teams Membership Configuration
° Project Teams
Static ° Work and
Service Teams
Routine Non-Routine Task Complexity
Project Teams
• Assembled for specific purpose• Tasks outside core product or service • Members from different functional
areas
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Network Teams
• Membership not constrained by – Time or space– Organizational boundaries
• Teams may include– Temporary or full-time workers– Customers– Vendors– Consultants
• Work is extremely non-routine
Prentice Hall, Inc. © 2006
Examples of PM Approaches by Type of Team
• Type of Team– Work & Service
Team
– Project Team
– Network Team
• Type of PM Approach– Peer ratings
– Ongoing measurements
– Development of competencies
Prentice Hall, Inc. © 2006
Purposes of Team PM
• Traditional goals of any PM System• Specific to Team performance:
– Make all team members accountable– Motivate all team members to have a stake in
team performance
Prentice Hall, Inc. © 2006
Challenges of Team PM
• How do we assess relative individual contribution?
• How do we balance individual and team performance?
• How do we identify individual and team measures of performance?
Prentice Hall, Inc. © 2006
Including Team Performance in the PM System
• Prerequisites• Performance Planning• Performance Execution• Performance Assessment• Performance Review• Performance Renewal and Re-
Contracting
Prentice Hall, Inc. © 2006
Prentice Hall, Inc. © 2006
Performance Management Process
Performance Review
Performance Renewal and Re-contracting
Performance Assessment
Performance Execution
Performance Planning
Prerequisites
Prerequisites
• Knowledge of mission– Organization– Team
• Knowledge of job to be performed by the team
Prentice Hall, Inc. © 2006
Performance Planning
• Results expected of the team• Behaviors expected of team
members• Developmental objectives to be
achieved by team and its members
Prentice Hall, Inc. © 2006
Performance Execution
Team responsibilities1. Commit to goal achievement
2. Seek feedback from• Each other• Supervisor
3. Communicate openly & regularly
4. Conduct regular & realistic peer-appraisals
Prentice Hall, Inc. © 2006
Performance Execution
Supervisor responsibilities1. Observe and document
• Team performance• Relative contribution of team members
2. Update team on any changes in goals of the organization
3. Provide resources & reinforcement
Prentice Hall, Inc. © 2006
Performance Assessment
Types of Assessments• Self-appraisals• Peer evaluations• Supervisor evaluation• Outsider appraisals (if appropriate)
Prentice Hall, Inc. © 2006
Performance Assessment
Kinds of Performance to be Assessed
• Individual task performance• Individual contextual performance• Team performance
Prentice Hall, Inc. © 2006
Dimensions of Team Performance to assess:
• Effectiveness• Efficiency• Learning and growth• Team member satisfaction
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Performance Review
• Two meetings with supervisor or review board– Team meeting– Individual meeting
• Emphasis on past, present and future
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Team meeting
• Discuss overall team – Performance– Results
• Information comes from:– Team members– Other teams/outsiders– Supervisor’s evaluation
Prentice Hall, Inc. © 2006
Individual meeting
• Discuss how individual behavior contributed to team performance
• Information comes from:– Self-appraisal– Peer ratings– Supervisor’s evaluation
Prentice Hall, Inc. © 2006
Performance Renewal and Re-Contracting
• Make adjustments to performance plan• Include plan for individual performance
as it affects team functioning
Prentice Hall, Inc. © 2006