Kardan university AFG: Team vs group

All Rights Reserved to Kardan University 2014Kardan.edu.af

Kardan University

Kardan University

Kardan.edu.af

All Rights Reserved to Kardan University 2014Kardan.edu.afKardan.edu.af

LEADERSHIP:LEADERSHIP:Theory, Application, Skill DevelopmentTheory, Application, Skill Development

Robert N. Lussier Robert N. Lussier and Christopher F. Achuaand Christopher F. Achua

Teacher: Inamullah

2

All Rights Reserved to Kardan University 2014Kardan.edu.afKardan.edu.af

CHAPTER 07INAMULLAH KHAN MAHSUD

Team Leadership & Self-managed Teams

3


The Use of Teams in Organizations

• Teamwork is a way of life in the postmodern organization.

• Teams have become the basic structure through which work is done in organizations.

• Through the years, many studies have documented the importance of teams for achieving organizational success.

• the synergistic benefits of teamwork are such that members of a team working collaboratively with one another can achieve more than working independently.

4


• Since the early 1990s, various studies have reported greater numbers of U.S. corporations using teams to accomplish organizational tasks.

• The reasons for this trend are obvious. Many companies, large and small, face serious challenges from a dynamic and complex global economy—challenges that have put in question the effectiveness of traditional management methods.

• According to some estimates, over 50 percent of all organizations and 80 percent of organizations with more than 100 employees use some form of teams.

5

The Use of Teams in Organizations


• All teams are groups, but not all groups are teams. • A manager can put together a group of people and

never build a team. The Definition:

A team is a unit of interdependent individuals with complementary skills

who are committed to a common purpose and set of performance goals

and to common expectations, for which they hold themselves accountable.

6

Groups Versus Teams - the Difference?


• The team concept implies a sense of shared mission and collective responsibility.

• A groups focus on individual performance and goals, and reliance on individual abilities.

• Teams have a collective mentality that focuses on:– sharing information, insights, and perspectives; – making decisions that support each individual to do his or

her own job better; and/or – reinforcing each other’s individual performance

standards.

7



• The leadership style in a group tends to be very hierarchical, while in a team it is more likely to be participative or empowerment-oriented.

• In a team, performance measures create direct accountability for the team and incentives are team-based; in contrast, a group is characterized by individual self-interest, with a mentality of “what’s in it for me.”

• A group is simply a collection of people working together. • Teams strive for equality between members; in the best

teams, there are no stars, and everyone suppresses individual ego for the good of the whole.

8



Advantages and Disadvantages of Teamwork

Advantages of Teamwork1.In a team situation it is possible to achieve synergy, whereby the team’s total output exceeds the sum of the various members’ contributions.2.Team members often evaluate one another’s thinking, so the team is likely to avoid major errors hence improved decision making.3.Teams contribute well to continuous improvement and innovation, team members report greater satisfaction with their jobs.

9


4. Teams create a work environment that encourages people to become self-motivated, empowered, and satisfied with their jobs.

5. Being a member of a team makes it possible to satisfy more needs than if one worked alone; among these are the needs for affiliation, security, self-esteem, and self-fulfillment.

10



Disadvantages of Teamwork•A common problem may be that members face pressure to conform to group standards of performance and conduct. For example, a team member may be ostracized for being much more productive than his or her coworkers.•Shirking of individual responsibility, also known as social loafing, which means the conscious or unconscious tendency by some team members to shirk responsibilities by withholding effort toward group goals when they are not individually accountable.

1. Social loafing is likely to result when individual effort is not recognized.

11



3. Another well-known disadvantage associated with highly cohesive teams is groupthink. Groupthink is when members of a cohesive team tend to agree on a decision not on the basis of its merit but because they are less willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion.

4. Though cohesiveness is a desirable quality of teams, teams that are extremely cohesive can also become, at their worst, a source of conflict with other teams.

12



Team effectiveness has three components:1.Task performance

– the degree to which the team’s output (product or service) meets the needs and expectations of those who use it;

2.Group process– the degree to which members interact or relate in ways

that allow the team to work increasingly well together over time; and

•Individual satisfaction– the degree to which the group experience, on balance, is

more satisfying than frustrating to team members.

13

Characteristics of Effective Teams


1. Team learning is the collective acquisition, combination, creation, and sharing of knowledge.

2. Team norms determine what behavior is acceptable and unacceptable.

3. Team Leadership In addition to a formal leader, everyone shares in effective leadership behaviors

4. Team Cohesiveness is the extent to which team members band together and remain committed to achieving team goals.

5. Team Interdependence is the degree to which team members depend on each other for information, resources, and other inputs to complete their tasks

14



6. Team Composition focuses on the diversity in knowledge, background, and experiences of team members. Another aspect of team composition is the size of the team. Small teams, typically under 12 people, are generally more effective than larger teams.

7. Team Structure refers to interrelations that determine the assignment of tasks, responsibilities, and authority. In other words, team structure may determine if the team employs a hierarchical model or a “flat,” horizontal model.

15



8. Organizational Support Effective teams are those that have strong support from the top of the organization.

9. Creativity Driven Effective teams are also characterized by higher levels of creativity. Creativity feeds innovation, which has become increasingly valuable for organizations. Team creativity is the creation of a valuable, useful, and novel product, service, idea, procedure, or process carried out via discovery rather than a predetermined step-by-step procedure, by individuals working together in a complex social system.

16




10. Clear Purpose: Defined and accepted vision, mission, goal or task and an action plan

11. Informality: Informal, comfortable and relaxed environment

12. Participation: Much discussion with everyone, encouraging participation

13. Listening: Use of effective listening skills such as questioning, paraphrasing and summarizing

14. Civilized Disagreement: Team is comfortable with disagreement, does not avoid or suppress conflict

17


15. Consensus Decision Making: Substantial agreement through thorough discussions, and avoidance of voting

16. Open Communication: Feelings seen as legitimate, few hidden agendas

17. Clear Roles and Work Assignments: Clear expectations and work evenly divided

18. External Relations: The team pays attention to developing outside relationships, resources, and credibility

18



Team Leadership VS Solo Leadership

SOLO LEADER:1. Plays unlimited roles

(interferes)2. Strives for conformity3. Collects acolytes (blind

followers)4. Directs subordinates5. Projects objectives

TEAM LEADER:1. Chooses to limit roles

(delegates)2. Builds on diversity

(different opinions)3. Seeks talent4. Develops colleagues5. Creates mission

19


Leader Actions That Foster Teamwork

1. Defining the Team’s Mission2. Establishing a Climate of Trust3. Developing a Norm of Teamwork, Including

Emotional Intelligence– It is to work against the culture of individualism.

Individuals who are accustomed to competing with one another for recognition, salary increases, and resources must start collaboration. It is a kind of Culture Shift.

– Avoid using words subordinate and employee.

20



4. Emphasizing Pride in Being Outstanding– Most teams are particularly good at some task, or

they should develop some strength and than that should be constantly emphasized.

5. Serving as a Model of Teamwork, Including Power Sharing

6. Using a Consensus leadership Style

21



7. Establishing Urgency, Demanding Performance Standards, and Providing Direction

8. Encouraging Competition with Another Group

9. Encouraging the Use of Jargon– The symbolic and ritualistic framework of a

team contribute heavily to teamwork.

22


Leader Actions That Foster Teamwork– Jargon is a specialized language that foster cohesion and

commitment. – Examples of in-group jargon at Microsoft Corporation

are to label an intelligent person as having “bandwidth” and a serious person as being “hardcore.”

10.Minimizing Micromanagement– Avoiding close monitoring of most aspects of team

member activities.– To recognize the fine line between avoiding

micromanagement and not providing guidance.

23



11.Practicing E-Leadership– When team members are geographically

dispersed, a leader’s communication with team members takes place using information technology.

– A participative leader may establish chat rooms. – A leader might also conduct an electronic poll to

attain consensus or by sending congratulatory e-mail messages for a job well done.

24


12.Designing Physical Structures That Facilitate Communication

13.Emphasizing Group Recognition and Rewards

14.Initiating Ritual and Ceremony– For example holding a team dinner whenever the group

achieves a major milestone, or to send the team to a retreat etc.

25



15.Practicing Open-Book-Management– Is to share information about company finances

and strategy with large numbers of employees. Every employee is trained, empowered, and motivated to understand and pursue the company’s business goals.

16.Selecting Team-Oriented Members– A starting point for this is self-selection. Persons

with past record of sports are more suitable for teamwork.

26



17.Developing a Team Book– The book contains a one-page biography of each

team member, along with at least one photo, a list of hobbies and interests, and family information. Through this group members become better acquainted with each other.

27



Types of Teams

• Traditional organizational structures, known for their stable designs, are changing in favor of more fluid designs that can respond to external environmental trends.

• These flexible designs include a flatter and more horizontal structure, a focus on new ways to motivate employees, and the use of teams instead of functional structures.

• A variety of teams, including quality improvement teams, problem-solving teams, self-managed productive teams, cross-functional teams, technology integration teams, virtual cross-functional teams, and safety teams.

28


• A functional team is a group of employees belonging to the same functional department, such as marketing, R&D, production, human resources, or information systems, who have a common objective.

• A cross-functional team is made up of members from different functional departments of an organization who are brought together to perform unique tasks to create new and nonroutine products or services.

29

Types of Teams


• A virtual team is one whose members are geographically distributed, requiring them to work together through electronic means with minimal face-to-face interaction.

• Self-managed teams (SMTs) are relatively autonomous teams whose members share or rotate leadership responsibilities and hold themselves mutually responsible for a set of performance goals assigned by higher management.

30

Types of Teams


• In self-managed teams, decision-making authority is left up to the individual members who make up the team.

• Self-managed teams go by many different names: self-directed, self-leading, self- maintaining, and self-regulating teams etc.

• It has its roots in sociotechnical systems theory and design.

31

Self-Managed Teams


Sociotechnical System Theory•Developed by Eric Trist and his colleagues in England in the 1960s. •The theory contends that organizations intimately combine people and technology in complex forms to produce outputs. •The major contribution of sociotechnical systems theory is the belief that team members involved in formulating tasks are more likely to feel invested in the process and be dedicated to accomplishing the stated goals. •This laid the groundwork for self-managed teams, which have become more common as the evolution of total quality management (TQM) has continued.

32

Self-Managed Teams


• This quest to maximize the human potential represents the essence or rationale for the self-managed team concept. To understand the nature of SMTs, two key questions need to be posed and addressed:1. What makes them different from conventional

teams? And2. How widespread is their use in organizations?

33

Self-Managed Teams


• How Are SMTs Different from Conventional Teams?– self-managed teams have a significant amount of

decision-making authority.– Members are charged with duties such as

managing themselves, assigning jobs, planning and scheduling work, making production- or service-related decisions, and taking action on problems.

– Members take responsibility for outlining how they will achieve the team’s objectives.

34

Self-Managed Teams


– Often teams will focus on what some have described as the 5Ts:

1. project targets (milestones), 2. specific project tasks, 3. team membership (roles and responsibilities), 4. time issues (both team and individual), and 5. territories (of personal and collective focus) that

would lead to successful planning, design, and completion of specific projects.

35

Self-Managed Teams


– Self-managed team members share or rotate leadership responsibilities and hold themselves mutually responsible.

– Rather than being specialized, SMT members develop multi-skilled capabilities that make them very flexible in performing various tasks within the team.

– Self-managed teams give workers, especially non-managerial workers, a voice in making decisions about the design of work, aswell as greater autonomy and discretion in the structure of their work.

36

Self-Managed Teams


• Members’ characteristics for effective SMTs:– A strong belief in personal accountability– An internal locus of control coupled with emotional

stability– Openness to new ideas/viewpoints– Effective communication– Good problem-solving skills– Ability to engender trust– Good conflict resolution skills

37

Self-Managed Teams


• The Benefits of Self-Managed Teams– Greater improvements in quality, speed, process, and

innovation.– A sense of belonging and ownership in one’s work.– Greater employee motivation.– Accelerated new product development.– Greater employee participation.– Reduced operational costs because of reductions in

managerial ranks and greater efficiencies.– Greater employee job satisfaction, commitment, and

productivity, and lower turnover and absenteeism rates.

38

Self-Managed Teams

Date post:	11-Feb-2017
Category:	Leadership & Management
Upload:	anwar2222
View:	296 times
Download:	7 times

Kardan university AFG: Team vs group

Leadership & Management