CTP 108 Computer Programming for Business

1. CTP 108Computer Programming for Business ORKUN ATASAY DOĞUKAN DOĞU

2. 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?

3. 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

4. Why have teams become so popular? Motivational properties of teams • Employee involvement • Call on customers • Know the products • By travelling and speaking

5. Differences between groups and teams Group Team Work group Work team

6. 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

7. Types of teams Most common types of teams 1-Problem – solving teams 2-Self – managed teams 3-Cross – functional teams 4-Virtual teams

8. Four Types of Teams Technology ? Problem-solving Self-managed Virtual Cross-functional Problem – solving teams

9. Four Types of Teams Technology ? Problem-solving Self-managed Virtual Cross-functional Self – managed teams

10. Four Types of Teams Technology ? Problem-solving Self-managed Virtual Cross-functional Cross – functional teams

11. Four Types of Teams Technology ? Problem-solving Self-managed Virtual Cross-functional Virtual teams

12. 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 Team effectiveness Work design - Autonomy - Skill variety - Task identity - Task significance Process - Common purpose - Specific goals - Team efficacy - Conflict levels - Social loafing Creating effective teams

13. CONTEXT • Adequate resources • Leadership and structure • Climate of trust • Performance evaluation and reward systems

14. 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

15. Key Roles of Teams Linker Coordinates and integrates creator Advisor Initiates creative ideas Encourages the search for more information TEAM Maintainer promoter Fights external battles Champions ideas after they’re initiated Examines details and enforces rules Offers insightful analysis of options Controller Assessor Provides direction and follow-through Provides structure Producer Organizer

16. 4) Diversity 5) Size of teams 6) Member flexibility 7) Member preferences

17. WORK DESIGN PROCESS 1) Common purpose 2) Specific goals 3) Team efficacy 4) Conflict levels 5) Social loafing

18. 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:

19. Team Leader Who is team leader? Specialities of a team leader To be a team leader?

20. Types of team leaders 1) Employee – oriented leader: 2) Production – oriented leader:

21. The Managerial Grid high 9 1,9 9,9 8 7 6 Concern for people 5 5,5 4 3 2 1 1,1 9,1 Low 1 2 3 4 5 6 7 8 9 Low Concern for production high Managerial grid of a team leader

22. Findings from the Fiedler Model Task - oriented Relationship - oriented Good performance Poor Favorable Moderate Unfavorable I Category II III IV V VI VII VIII Leader-member relations Good Good Good Good Poor Poor Poor Poor Task structure High High Low Low High High Low Low Position power High High High High High High High High Position power

23. 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

24. Evaluation: what shows the effectiveness of a team member?

25. )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. • )Personal risk. Willing to take on high personal risk, incur high costs and engage in self- sacrifice to achieve the vision. • )Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings. • )Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms. Key Characteristics of Charismatic Leaders Framing: Inspirational Approaches to Leadership Charismatic leadership theory

26. How charismatic leaders influence followers Vision A vision statement Dark side of charismatic leadership Level – 5 team leaders

27. 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 Transactional team leaders Transformational team leaders

28. Full Range of Leadership Model Effective Idealized Influence Inspirational Motivation Transformational Intellectual Stimulation Individualized Consideration Contingent Reward Passive Active Management by Exception Transactional Lazy - Fairless Ineffective Full range of leadership

29. How transformational leadership works Evaluation of transformational leadership Authentic team leaders Ethics and leadership

30. Trust Dimensions Integrity Competence Consistency Loyalty Openness What is trust Trust and leadership

31. Substitutes and Neutralizers for Leadership Relationship- Oriented Leadership Task- Oriented Leadership Defining Characteristics 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 No effect on Substitutes for Neutralizes No effect on No effect on Substitutes for No effect on No effect on Substitutes for Substitutes for Substitutes for Neutralizes Substitutes for Substitutes for No effect on Substitutes for Substitutes for Substitutes for Types of trust 1) deterrence – based trust 2) knowledge – based trust 3) identification – based trust