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Chapter 8

Leading Self
Managed Team

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Summary of Lecture 17
Building successful team

Types of Team

Teamwork

Team Leader role

Team Creativity

Team Decision Making

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Learning Outcomes
Nature of self-managed teams.
Difference between traditional team & SMT.
Benefits of SMT.
Challenges of implementing SMT effectively.
Guidelines for improving SMT effectiveness.
Stages of group development.
Role of team facilitator in SMT.
Distributed leadership in SMT.

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Leader Centered Approach
Leader uses power to direct and control team members
Leader should focus on the task
Leader should seek opinion but make final decision himself
Leader should control group discussion
Leader should try to overcome and resist to threats challenging
authority

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Group Centered Approach
Empowers group to make decision
The role of leader should be as facilitator, consultant, teacher, and
adviser

Act as a role model

Understand team dynamics and team members feelings

Allow to make the final choices for decision

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Leadership Skills for Effective Meeting

Planning Meetings

- Objectives
- Participants and Assignments
- Agenda
- Date, time and place

Conducting Meetings

- The first Meeting


- Three parts of Meetings
i) Identifying objectives
ii) Covering agenda items
Iii) Summarizing and reviewing assignments

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Leadership Skills for Effective Meeting

Leadership Role

Leader should vary his style with the group development


level

Handling Problem Members


- Silent
- Talker
- Wanderer
- Bored
- Arguer

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Self-Managed Teams; Also Known As
Self-directing teams
Self-maintaining teams
Self-leading teams
Self-regulated teams

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Nature of
Self-Managed Teams
Operate without managerial supervision
High job satisfaction
High commitment
Make structural and operational decisions
Responsible for tasks as a collective whole
Variety of technical skills
Versatile and flexible

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Self-Managed Teams

Relatively autonomous work groups in which


the responsibilities and obligations traditionally
maintained by management have been
transferred to a group of people who perform a
complex task with highly interdependent
activities

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Self-Managed Teams

Sociotechnical system theory states that if


members are more involved in formulating
tasks are more likely to work with commitment
and dedication to achieve stated goals as they
feel invested in process

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Make Operating Acquire Supplies
Decisions & Materials

Assign Work Interact with


Self-Managed
Self-Managed Customers
Teams
TeamsAre
Are
Usually
Usually Perform
Plan Schedules
Empowered
Empowered to:
to: Team Member
Evaluations

Create Task
Procedures Deal with Conflicts

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Characteristics of Effective Self-Managed Teams
Have clear missions & high performance standards
Take stock of equipment, training facilities, & other resources
team needs
Devote significant time to planning & organizing to use
available resources & assess members technical skills
High levels of communication
SMT have decision making power
Leadership role is rotated
Multi-skilled capabilities
Team accountability
Perform all management functions (plan, organize, lead,
reward and control) and decide product quality and quantity, and
resolve confllict
SMT focus on targets (milestones), project tasks, time issues,
team membership, and territories 13
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Traditional Teams vs SMTs

Characteristics Self Managed Traditional Teams


teams
Leadership With in the team Outside the team
Team leader role Interchangeable Fixed
Accountability Team Individual
Work Effort Cohesive Divided
Task Design Flexible Fixed
Skills Multiskilled Specialized

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Stronger
Stronger Commitment
Commitment

Improved
Improved Quality
Quality
and Efficiency
and Efficiency

More
More Satisfied
Satisfied Employees
Employees

Lower
Lower Turnover
Turnover // Absenteeism
Absenteeism

Potential
Potential
Benefits
Benefits of
of
Faster
Faster Product
Product Development
Development

Using
Using Flexibility
Flexibility Dealing
Dealing with
with
Self-Managed
Self-Managed Personnel Shortages
Personnel Shortages

Team
Team Helps
Helps Solve
Solve Problems
Problems &&
Suggest
Suggest Improvements
Improvements

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Norms

Organizational Team Membership


Support Formation Characteristics
Variables

Champion

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Organizational Support
Strong top management support
Commitment to allocate adequate resources
Compatible culture For example: Hierarchical
structure with centralized decision making in
organization and asking managers to
empower team whereas who is facing control
from top management. Difficult to relinquish
power and most likely model top management
behavior.
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Team Member Characteristics
Strong belief in personal accountability (avoid
social loafing)
Internal locus of control
Emotional stability
Openness to new ideas and different
viewpoint
Good communication, conflict management
and problem solving skills
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Team Member Characteristics
Effective communicator
Good problem-solving skills
Ability to engender trust
Good conflict resolution skills

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Norms
Standards of conduct that are shared by
team members and which guide their
behaviors

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Champion

An advocate of the self-managed


team program who helps the
program obtain necessary
resources and gain political
support from top management
and other subunits of the
organization

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
What A Champion Does
Explains what self-managed teams can do for the organization
Communicates responsibilities, rules, & norms to the teams
Ensures that teams meet the goals and needs of the organization
Coordinates efforts of teams
Helps teams reach decisions that every employee can support
Facilitates continuous learning by team members
Builds & maintains trust between teams and the organization

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
To Improve SMT Effectiveness

Ensure change to supportive culture, structure, & climate


Have a well-thought-out vision of SMTs
Allow time for bonding
Provide adequate training
Provide objective goals, incentives, & infrastructure
Ensure resources are adequate
Create a sense of empowerment
Develop team-based measurements & feedback
Recruit and train team facilitators
Do not overreact at first crisis

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Stages of Team Development
Forming Storming Norming Performing
High Commitment Less Commitment High Commitment
Variable Commit.
Low Competence Some Competence High Competence
High Competence
Members come Members become Commitment and
committed but have dissatisfied with the Commitment changes competence remain
not developed team as they while competence high
competence in develop confidence. remains constant.
working together.

Appropriate Leadership Style


Decide Consult Facilitate Delegate
Clarify team Develop Focus on Group provides
objectives & competence Supportive own task &
roles & relationships relationships relationship
behaviors
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
SMT Facilitator
An external leader of a self-
managed team whose job is
to create a supportive
environment where team
members take on
responsibilities to work
productively and solve
complex problems on their
own

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
SMT Facilitator
Team Building Activities
Open forums to resolve interpersonal conflict
Create opportunities for social interaction
Increase mutual acceptance & respect
between members
Coaching and encouragement
Use of data and information to influence and
motivate team members (Sales Data, Finance
data etc)
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
SMT Facilitator
Team Building Activities
Highlight mutual interests of team members
Increase team identification
Use team-oriented incentives to foster
teamwork

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Distributed Leadership
A collection of roles and behaviors that
can be divided, shared, rotated, and used
sequentially in a SMT environment based
on interests and capabilities

Team members assume leadership roles


depending on task requirements and
circumstances

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Distributed Leadership Practice in
SMTs
Organizing role
Envisioning role
Social role
Networking role

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Benefits of Distributed Leadership
Leadership development

Understanding of different roles requirements and


challenges

Succession Planning

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
High-Involvement
Management

Team Empowerment
move power, information, knowledge, and rewards further
down the organization.

Motivation and commitment

Opportunity to acquire skills and knowledge essential for


organization

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
What and When to Empower

Understand people and their motivations

Understand their competence level

Competence and skill development of employees

Monitor and evaluate performance

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Discussion Questions
Discussion Question 1: Define decision making process in self
managed teams?

Question 2: What are benefits of self managed teams?

Discussion Question 3: How many members should have in self


managed teams for effective working?

Discussion Question 4: Explain role of Champion in self


managed teams?

Discussion Question 5: Why self managed teams require support


from top management?
Discussion Question 6: What is difference between distributed
leadership and high involvement management?

Discussion Question 7: Describe key success factor


33 for SMT?
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Summary
Nature of self-managed teams.
Difference between traditional & SMT.
Benefits of SMT.
Challenges of implementing SMT effectively.
Guidelines for improving SMT effectiveness.
Stages of group development.
Role of team facilitator in SMT.
Distributed leadership in SMT.

34
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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