Date post: | 20-Jan-2018 |
Category: |
Documents |
Upload: | martin-cummings |
View: | 215 times |
Download: | 0 times |
PERFROMANCE MANAGAMENT
SEMINAR ON MANAGING TEAM PERFORMANCE
by
RAJ KUMAR BAGHEL(10EC64R21)
DIPIN KUMAR (10EC64R09)
PRASUN PANDE(10EC64R19)
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
CONTENTS
Definition of Team
Two or more people InteractDynamically
Independently Share common and valuedGoal, Objective or Mission
Importance of Teams
Global pressures Flexibility in flatter organizations Complexity of products and services Rapidly changing environments
Performance Management & Teams
PM systems should target:Individual performance but alsoIndividual’s contribution to team performancePerformance of entire team
Managing for Improved Team Performance
Don’t limit team processes with other task or organizational requirements-unconstrained
Provide good team design and organizational supporte. Eg:reward system,training system.
Give feedback only on processes that the team members can control-no point on giving feedback on aspects beyond the control of the team
Types of Teams
Classified by1.Complexity of task-Routine to Non routine2.Membership configuration- Static to Dynamic
Complexity of Task ranges from:
RoutineWell definedFew deviations in how work is doneOutcomes easily assessed- to - Non-routineNot defined wellNo clear specifications on how to do the workOutcomes are long term and difficult to assess
Membership Configuration includes
Membership configuration includes :- Length of time team expects to work together Stability of team membership
Static to Dynamic
Types of Teams Based on Membership Configuration and Task
Complexity
Dynamic ° Network
Teams Membership Configuration
° Project Teams
Static ° Work and
Service Teams
Routine Non-Routine Task Complexity
Types of Teams
Work or Service Teams Project Teams Network Teams
Work or Service Teams
Intact teams Routine tasks,including manufacturing and
service tasks Most members share similar skill sets
Project Teams
Assembled for specific purpose and disband as soon as their specific tasks have been completed
Tasks outside core product or service,therefore nonroutine
Members from different functional areas and dependent on each other's knowledge and skill sets
Network TeamsMembership not constrained by Time or space Organizational boundariesTeams may includeTemporary or full-time workers
Customers
Vendors
Consultants
Work is extremely non-routineMemebers located different geographical
boundaries thorugh email,telephone and videoconferencing
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
Purposes of Team PM
• Traditional goals of any PM System- Make all team members accountable- Motivate all team members to have a stake in team
performance
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?
Including Team Performance in the PM System
Six basic principles are:-1.Make sure your team is really a team2.Make the investment to measure3.Define measurement goal clearly4.Use a multi-method approach to measurement5.Focus on process as well as outcomes6.Measure long term changes
Including Team Performance in the PM System
• Prerequisites• Performance Planning• Performance Execution• Performance Assessment• Performance Review• Performance Renewal and Re-Contracting
Performance Management Performance Management ProcessProcess
Performance Review
Performance Renewal and Re-contracting
Performance Assessment
Performance Execution
Performance PlanningPrerequisite
Prerequisites
• Knowledge of missionOrganizationTeam
• Knowledge of job to be performed by the team• Job analysis has to be done to determine the
key component of a particular job- - what task need to be done - how they are to be done - what knowledge, skills, and abilities(KSAs) are needed to do them
• KSAs(knowledge, skills, and abilities) for team performance
Communication:- giving and receiving constructive feedback, listening and sharing information and ideas.
Decision making:- Helping the team to make decision
Collaboration :- dealing with conflict effectively, committing to the team and its goal, valuing the experience of other team members.
Team leadership :- Taking on the role of team leader, including knowing how to extract best out of the team.
Self control :- keeping emotion under control and not displaying negative actions even when faced with opposition.
Performance Planning
• Results expected of the team• Behaviors expected of team members• Developmental objectives to be achieved by
team and its members
Performance Execution
Team responsibilities1. Commit to goal achievement2. Seek feedback from
• Each other• Supervisor
3. Communicate openly & regularly4. Conduct regular & realistic peer-appraisals
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
Performance Assessment
Types of Assessments• Self-appraisals• Peer evaluations• Supervisor evaluation• Outsider appraisals (if appropriate)
Performance Assessment
Kinds of Performance to be Assessed• Individual task performance• Individual contextual performance• Team performance
Dimensions of Team Performance to assess:
• Effectiveness• Efficiency• Learning and growth• Team member satisfaction
Performance Review
• Two meetings with supervisor or review board- Team meeting- Individual meeting
• Emphasis on past, present and future
Team meeting
• Discuss overall team - Performance- Results
• Information comes from:- Team members- Other teams/outsiders- Supervisor’s evaluation
Individual meeting
• Discuss how individual behavior contributed to team performance
• Information comes from:- Self-appraisal- Peer ratings- Supervisor’s evaluation
Performance Renewal and Re-Contracting
• Make adjustments to performance plan• Include plan for individual performance as
it affects team functioning
Making Team-based Rewards Effective
• All employees should be eligible• Rewards should be
- Visible- Contingent- Reversible
• Avoid factors which cause reward systems to fail
• Consider variable pay systems (in addition to individual bonuses)