CTP 108Computer Programming for Business

ORKUN ATASAY

DOĞUKAN DOĞU

Importance of team work during the development of a project.

· Neccesity of a group in order to finalise a project · Formation of a group · Advantages and disadvantages of groups. · Specifications of a team(group) leader?

UNDERSTANDING WORK TEAMS

Explain the growing popularity of teams in organizations

Contrast teams with groups Identify four types of teams Specify the characteristics of effective teams Explain how organizations can create team

players Describe conditions when individuals are

preferred teams

Why have teams become so popular?

Motivational properties of teams Employee involvement

Call on customers

Know the products

By travelling and speaking

Differences between groups and teams

Group

Team

Work group

Work team

Comparing Work Groups and Work Teams

Work groups Work teams

Share information

Neutral (sometimes negative )

Individual

Random and varied

Collective performance

Positive

Individual and mutual

Complementary

Goal

Synergy

Accountability

Skills

Types of teams

Most common types of teams

1-Problem – solving teams

2-Self – managed teams

3-Cross – functional teams

4-Virtual teams

Problem – solving teams

Four Types of Teams

?Technology

Cross-functional

Problem-solving Self-managed Virtual

Self – managed teams

Four Types of Teams

?Technology

Cross-functional

Problem-solving Self-managed Virtual

Cross – functional teams

Four Types of Teams

?Technology

Cross-functional

Problem-solving Self-managed Virtual

Virtual teams

Four Types of Teams

?Technology

Cross-functional

Problem-solving Self-managed Virtual

Creating effective teams Team Effectiveness Model

Context- Adequate resources- Leadership and structure- Climate of trust- Performance evoluation and reward systems

Composition - Abilities of members- Personality - Allocating roles- Diversity- Size of teams- Member flexibility- Member preferences

Work design - Autonomy- Skill variety- Task identity - Task significance

Process- Common purpose- Specific goals- Team efficacy- Conflict levels- Social loafing

Team effectiveness

CONTEXT

Adequate resources

Leadership and structure

Climate of trust

Performance evaluation and reward systems

COMPOSITION

1) Abilities of members

a) Technical expertise

b) Problem solving and decision making skills. (to identify problems)

c) Interpersonal skills. (listening, feedback,etc..)

2) Personality

3) Allocating roles

Key Roles of Teams

TEAM

Linker

creator

promoter

OrganizerProducer

Controller

Maintainer

Advisor

Encourages the search for more information

Coordinates and integrates

Initiates creative ideas

Fights external battles

Champions ideas after they’re initiated

Offers insightful analysis of options

Assessor

Provides structure

Provides direction and follow-through

Examines details and enforces rules

4) Diversity

5) Size of teams

6) Member flexibility

7) Member preferences

WORK DESIGN

PROCESS

1) Common purpose

2) Specific goals

3) Team efficacy

4) Conflict levels

5) Social loafing

TURNING INDIVIDUALS INTO TEAM PLAYERS

1) The challenge

2) Shaping team players

a) Selection: • The team member can undergo training• To transfer the team member to another unit.• To decide to redesign the jobs around the team

b)Training:

c)Rewards:

Team Leader

Who is team leader?

Specialities of a team leader

To be a team leader?

1) Employee – oriented leader:

2) Production – oriented leader:

Types of team leaders

Managerial grid of a team leader

9

8

7

6

5

4

3

2

1

1 2 3 4 5 6 7 8 9

1,9

5,5

9,11,1

9,9

Concern for

people

high

Low

high Low Concern for production

The Managerial Grid

Position power

Good

Poor

performance

Favorable Moderate Unfavorable

Task - oriented

Relationship - oriented

I II III IV VII VI V VIII Category

Good Good Good Poor Poor Poor PoorGood

High High Low Low High High Low Low

High High High High High High HighHigh

Leader-member relations

Task structure

Position power

Findings from the Fiedler Model

Matching team leaders and situations

How to improve team leaders’ effectiveness

1) change the leader to fit the situation

2) change the situation to fit the leader

Evaluation:

what shows the effectiveness of a team member?

Framing:

Inspirational Approaches to Leadership

Charismatic leadership theory

1)Vision and articulation. Has a vision – expressed as an idealized goal – that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.

2)Personal risk. Willing to take on high personal risk, incur high costs and engage in self- sacrifice to achieve the vision.

3)Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings.

4)Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms.

Key Characteristics of Charismatic Leaders

How charismatic leaders influence followers

Vision

A vision statement

Dark side of charismatic leadership

Level – 5 team leaders

Transactional team leaders

Transactional Leader

Contingent Reward: Contracts Exchange of rewards for effort, promises rewards for good Performance, recognizes accomplishments.

Management by Exception (active): Watches and searches for deviations from rules and standarts, takes correct action.

Management by Exception (passive): Intervenes only if standarts are not met.

Laissez – Faire: Abdicates responsibilities, avoids making decisions.

Transformational Leader

Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.

Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.

Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

Characteristics of Transactional and Transformational Leaders

Transformational team leaders

Full range of leadership

IdealizedInfluence

InspirationalMotivation

IntellectualStimulation

Individualized Consideration

Contingent Reward

Managementby Exception

Lazy - Fairless

Transactional

Transformational

Passive

Ineffective

Active

Effective

Full Range of Leadership Model

How transformational leadership works

Evaluation of transformational leadership

Authentic team leaders

Ethics and leadership

What is trust

Trust Dimensions

Integrity

Competence Consistency

Loyalty Openness

Trust and leadership

Types of trust 1) deterrence – based trust 2) knowledge – based trust 3) identification – based trust

Substitutes and Neutralizers for Leadership

Defining Characteristics

Relationship-OrientedLeadership

Task-OrientedLeadership

Individual Experience / training Professionalism Indifference to rewards

Job Highly structured task Provides its own feedback Intrinsically satisfying

Organizations Explicit formalized goals Rigit rules and procedures Cohesive work groups

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