Chapter 8

1. Chapter 8 Leading Self Managed Team Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

2. Summary of Lecture 17 Building successful team Types of Team Teamwork Team Leader role Team Creativity Team Decision Making

3. 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.

4. 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

5. 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

6. 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

7. 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

8. Self-Managed Teams; Also Known As Self-directing teams Self-maintaining teams Self-leading teams Self-regulated teams Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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

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

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

12. Make Operating Decisions Acquire Supplies & Materials Assign Work Interact with Customers Perform Team Member Evaluations Plan Schedules Create Task Procedures Deal with Conflicts Self-Managed Teams Are Usually Empowered to: Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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

14. Traditional Teams vs SMTs

15. Stronger Commitment Improved Quality and Efficiency Potential Benefits of Using Self-Managed Team More Satisfied Employees Lower Turnover / Absenteeism Faster Product Development Flexibility Dealing with Personnel Shortages Helps Solve Problems & Suggest Improvements Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

16. Norms Team Formation Variables Organizational Support Membership Characteristics Champion Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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

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

19. Team Member Characteristics Effective communicator Good problem-solving skills Ability to engender trust Good conflict resolution skills Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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

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

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

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

24. Stages of Team Development Forming High Commitment Low Competence Members come committed but have not developed competence in working together. Storming Less Commitment Some Competence Members become dissatisfied with the team as they develop confidence. Norming Variable Commit. High Competence Commitment changes while competence remains constant. Performing High Commitment High Competence Commitment and competence remain high Appropriate Leadership Style Decide Consult Facilitate Delegate Clarify team objectives & roles Develop competence & relationships Focus on Supportive relationships Group provides own task & relationship behaviors Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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

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

27. SMT Facilitator Team Building Activities Highlight mutual interests of team members Increase team identification Use team-oriented incentives to foster teamwork Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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

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

30. Benefits of Distributed Leadership Leadership development Understanding of different roles requirements and challenges Succession Planning Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

31. High-InvolvementManagement Team Empowerment move power, information, knowledge, and rewards further down the organization. Motivation and commitment Opportunity to acquire skills and knowledge essential for organization Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

32. What and When to Empower Understand people and their motivations Understand their competence level Competence and skill development of employees Monitor and evaluate performance Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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

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