Leadership and Teams MMS
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Transcript of Leadership and Teams MMS
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LEADERSHIP &LEADERSHIP &
TEAMSTEAMS
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WHY TEAMS?
1. Teams outperform individuals.
2. Better and efficient way to compete
3. Flexible and responsive to changing events
4. Motivating
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1. Share information
2. Neutral (sometimesnegative)
3. Individual
4. Random and varied
1. Collective
performance
2. Positive
3. Individual &
mutual4. Complementary
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TEAM vs GROUP
WORK GROUPS WORK TEAMS
GOAL
SYNERGY
ACCOUNTABILITY
SKILLS
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TEAM vs GROUP
A group that interacts
primarily to share
information and to makedecisions to help each group
member perform within his
or her area of
responsibility.
WORK TEAMS
A group whose individual
efforts result in a
performance that is greaterthan the sum of the
individual inputs.
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WORK GROUPS
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TYPES OF TEAMS
1. Problem solving teams
2. Self managed work teams
3. Cross functional teams
4. Virtual teams
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Problem Solving Teams
1. Ways of improving quality,efficiency and work
environment.
2. Quality circles
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?
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SELF MANAGED WORK TEAMS
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1. Problem solving teams lacked
in employee involvement in work related decisions.
2. Employees who perform highly
related or interdependent jobstake on the responsibilities of
their former supervisors.
1. Disadvantages:a) Organizational downsizing
b) Cultural differences
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LEADERSHIP & SELF MANAGED WORK
TEAMS
1. Internal & External leadership roles
2. Internal team leader elected by members and rotated on
regular basis
3. Primary responsibility is to coordinate and facilitate the
decision making process, task allocation.
4. External leader responsibilities not delegated to the
team, working with several teams, coaching new team,
obtaining necessary resources, information from
organization. 8
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CASE: SATURN CORPORATION
1. GM & United Auto Workers union
2. Self managed work teams to make decisions and
manufacture cars.
3. 15 members
4. Forming stage external advisor and supervisor,
storming stage less dependency, norming stage,
performing stage self managed team (2 to 3 years)
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CROSS FUNCTIONAL TEAMS
1. Same hierarchy but different work areas
come together to accomplish a task /
project / assignment.
2. Improved coordination and
avoidance of problems.
3. Disadvantages: time consuming,
increased communication barriers
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LEADERSHIP & CROSS FUNCTIONAL
TEAMS1. Gaining commitment and loyalty from members
2. Cross functional self managed teams may have unresolved
conflict issues which make it difficult to focus on main task.
3. Leader should stimulate and facilitate creativity
4. Should clarify the objective of the project and allow
autonomy.
5. Roles include: vision, organizing, social integrating,
compatibility with stakeholder needs. 11
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VIRTUAL TEAMS1. Using computer technology to tie together physically
dispersed members in order to achieve a common goal.
2. Functions the same way
3. Three important things:
a) Absence of non verbal cues
b) Limited social context
c) Ability to overcome time and space constraints
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LEADERSHIP & VIRTUAL TEAMS
1. What could be the role of a leader?
2. Gaining commitment? Trust? Monitor performance of
members?
3. Managing global teams would require an understanding
of the language and culture.
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IS A TEAM REQUIRED?
1. Can the work be better done by more than one
person?
2. Is there a common goal?
3. Are the members interdependent?
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CREATING EFFECTIVE TEAMS
Scan pageScan page
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Composition
1. Ability of members:
a) Technical expertise
b) Problem solving
c) Decision making
d) Interpersonal skills
2. Personality:
Higher extroversion, agreeableness, conscientious andemotional stability.
3. Allocating roles and diversity
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TEAM ROLES
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4. Size of teams:
a) Less than 10 members
b) 4 5 members necessary
5. Member flexibility
a) Adaptibility
b) Cross functional training becomes easier
6. Member preferences
Important for team morale
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Composition
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Context
1. Adequate Resources
2. Leadership & Structure
i) Members must agree on the specifics of work.
ii) Self managed work teams perform better than teamswhere leader is formally appointed
3. Trust
4. Performance evaluation & Rewards
In addition to individual performance group appraisals
should also be conducted. 19
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Process1. Common purpose; Specific goals
2. Team efficacy: small successes and skills training will increase
the confidence of teams
3. Conflict levels: Task conflicts are better than relationshipconflicts.
4. Social loafing:
Hiding within a team so that individual contribution is notcounted
Individual as well as team accountability
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CREATING TEAM PLAYERS
Factors to be considered:
1. National Culture
2. Organizational Culture
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Managers can try the following:
a) Selecting individuals who are not team players would
require the following options: training, transfer or
individual work
b) Training:
- Exercises that allow the satisfaction of team work.
- Workshops to improve communication, problem solving,
negotiation, conflict management and coaching.
c) Rewards
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CREATING TEAM PLAYERS
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TEAMS & QUALITY MANAGEMENT
1. Essence of QM is use of process improvement andemployee involvement.
2. Teams are essential
3. Everybody needs to know where the organization is
heeding.
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TEAMS & WORK FORCE DIVERSITY
1. Awareness of the disadvantages & advantages canimprove team performance.
2. Effect is most evident while problem solving anddecision making.
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REINVIGORATING MATURE TEAMS
1. Stagnant; Conflicts; Communication
2. Suffer from Group think:
- Members assume that they know what others are thinking.
- Reluctance to express their thoughts and opinions.
3. Four ways:
a) Prepare to deal with the problems of maturityb) Refresher training
c) Advanced training
d) Constant learning experience
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EXECUTIVE TEAMS
1. CEO and top executives
2. Having a clear line of hierarchy / sharing of responsibility
3. Advantages:
a) Better strategic decisions due to having knowledge and
skills.
b) Less likely to neglect tasks.
c) Help CEO to manage a global company.d) Way to facilitate succession of leadership.
4. Tend to be effective if CEO selects team members and builds
synergy. 26
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EXECUTIVE TEAMS
5. Characteristics of executive teams are related to organizationaleffectiveness.
6. Importance of kind of functional background. Eg: Ford, HP
7. Values and attitudes of team members are also essential.
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TEAMS & TEAM BUILDING
1. Team vs Group
2. Types
3. Creating team effectiveness
4. Creating team players
5. Teams & QM
6. Teams and work force diversity7. Reinvigorating mature teams