building effective teams (b).ppt

8/14/2019 Building Effective Teams (b).ppt

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Building Effective TeamsMgt 121Red Gabriel Convocar

Michael Angelou Centino


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ozegnaoriwedenet

weneedtoorganize

We need to organize.


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Efficiency and integration of efforts in classical organization theory areachieved by means of:

Division of work creating levels of authority and functional units

Delegationassigning duties, authority, and responsibility to others


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Classical organizations

Essentially mechanistic

Hierarchal

Bureaucratic

Carefully scheduled work, certain tasks, strictly-defined roles

Strong in task support

Weak in psychological support

Modern Organizations

Flexible, organic, open

Tasks and roles are less defined

Communication is multidirectional

Decentralized


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Organic forms are often more effective in situationstypical in the 21stcentury. These work better if the

environment is dynamic. It is fitting for those employees

who seek autonomy, openness, variety, and change.

Note: Teams are more likely to be used within an organic

form of organization.


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Matrix organization

- overlay of one type of organization on another so that

two chains of command are directing individual employees

Cross-functional teams

- matrix organizational process applied on large scale

internal organizational boundaries.

- teams that draw their members from more than onespecialty area and often several


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Task team

- is a cooperative small group in regular contact that

is engaged in coordinated action

Note:Just calling a group a team does not change its basic

character or effectiveness; months or even years may be

needed for a team to achieve high-performance status.


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Dimension forComparison

Group Team

Work products Individual Collective

PerformanceMonitoring Source

External Internal

Focus of Activity Efficient taskperformance

Problem solving

Leadership Single Shared

View of Conflict Dysfunctional anddiscouraged

Functional andencouraged


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Forming

Storming

NormingPerforming

Adjourning

Life Cycle of a Team


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1. Forming members share personal information, start to

get know and accept one another

2. Storming members compete for status and position, and

argue about appropriate directions for the group

3. Norming group begins moving together in a cooperative

fashion

4. Performing the group matures and learns to handle

complex challenges

5. Adjourning dissolving intense social relations and

returning to permanent assignments


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SupportiveEnvironment

Skills andRole Clarity

SuperordinateGoals

TeamRewards

EffectiveTeams


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Ingredients for Effective Teams

Supportive Environment

involves encouraging members to think like a team

providing adequate time for meetings demonstrating faith in members capacity to achieve

Skills and Role Clarity

Members must be reasonably qualified to perform their jobs

Have the desire to cooperate

Members must know the roles of all the others with whom they are

interacting


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Superordinate Goals

Is a higher goal that integrates the efforts of two or more persons

Trying to keep the members oriented toward their overall task

Serve to focus attention, unity efforts, and stimulate more cohesive

teams

Team Rewards

Financial or form of recognition

Best if valued by members

Possible to earn

Note: Organizations need to achieve a careful balance between

encouraging and rewarding individuals


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Empowered Teams

Team members will likely feel more motivated and

empowered when they:

Share a sense of potency

Experience meaningfulness

Are given autonomy

See their impact on results


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Potential Team Problems Changing Composition

Too many changes and personnel transfers interfere with group

relationships and prevent growth of teamwork

Note: most teams must learn to manage their internal turnover

Social Loafing Free-rider effect


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Team Building

-encourages team members to examine how they work

together, identify their weaknesses, and develop more

effective ways of cooperating. The goal is to make the team

more effective.

Team Coaching

-involves a leaders intentional effort and interaction with a

team to help its members make appropriate use of their

collective resources


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The Process

Identification of aProblem

Collection of RelevantData

Data feedback andconfrontation

Problem-solvingexperience

On-the-job applicationand follow-up


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TeamBuilding

Consultationskills

Interpersonalskills

Researchskills

Presentationskills

Processconsultation

Feedback


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Consultation skills diagnosing, contracting, designing change

Interpersonal skills trust building, coaching, listening

Research skills planning, conducting a study, evaluate results

Presentational skills public speaking and report preparation

Process consultation

Set of activities that help others focus on what is currently happening

around them

Team facilitators encourage employees to examine their intended

versus actual roles within the team

Skills Useful in Team Building


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Process consultants

Observe team meetings Record conversational patterns

Ask probing questions

Resist owning the teams problems

Confront individuals if necessary

Attempt to help other people learn to help themselves

Feedback

To have useful data on which to base decisions

Encourage members to understand how they are seen by others

and take self-correcting action


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Process consultants use facilitating behaviors to

help teams function more effectively

Facilitating Behaviors Desired Effects on Team members

Encouraging open communication Examine intended versus actual roles

Observing team meetings Identify problems

Probing and Questioning Examine consequences of behavior

Confronting individuals React constructively to current

behavioral events

Stimulating problem solving Explore new alternatives

Attending to nonverbal cues Think and act independently

Encouraging learning


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Performance

Improvements

Product Quality

Response Time

Degree of innovation

Customer

satisfaction

Decision Quality

Efficiency

Member

Behaviors

Lowerabsenteeism

Diminished

Turnover

Improved safetyrecord

Increased acts of

organizationalcitizenship

Member

Attitudes

Individualsatisfaction

Interpersonal trust

Organizationalcommitment

Team cohesiveness

Characteristics of Mature Teams


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Self-Managing Teams

also known as self-reliant or self-directed teams, are natural work

groups that are given substantial autonomy and in return are asked

to control their own behavior and produce significant results.

Multi-skiing

- a practice where team members learn a wide range of relevant

skills


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Advantages Disadvantages

Improved flexibility of staff Extended time to implement them

More efficient operations High training investment

Lower absenteeism Early inefficiencies due to job

rotation

Higher levels of commitment and

job satisfaction

Inability of some employees to

adapt to a team structure

Self-Managing Teams


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Contrasting supervisory roles

Traditional Structure Self-Managing Team

Structure

Authority Figure Coach and counselor

Expert Champion and cheerleader

Teacher Resource allocator

Problem Solver Liaison and boundary manager

Coordinator Facilitator


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Boundary spanners

- keep communication channels open and active by constantly sharinginformation with other units in the organization and with people at

other levels.

Tasks:

Social awareness

Relating to others

Genuine caring for team members

Investigating problems

Obtaining external support

Influencing the team

Persuading


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Virtual Teams

groups that meet through the use of technological aids without all of

their members being present in the same location


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end

building effective teams (b).ppt

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