Designing and Leading Teams Creating synergy. Groups versus Teams What are the features of groups...

Designing and Leading Designing and Leading TeamsTeams

Creating synergyCreating synergy

Groups versus TeamsGroups versus Teams

What are the features of groups versus What are the features of groups versus teams?teams?

How are they differentHow are they different

Why Teams?Why Teams?

Outperform individuals when tasks requireOutperform individuals when tasks require– Multiple skillsMultiple skills– JudgmentJudgment– ExperienceExperience

Better utilization of employee talentsBetter utilization of employee talentsMore flexible and responsiveMore flexible and responsiveFacilitate employee participationFacilitate employee participationIncrease employee motivationIncrease employee motivationSocial benefitsSocial benefitsEmpowermentEmpowerment

Teams Are Best When:Teams Are Best When:

Work requires different knowledge, skills, abilitiesWork requires different knowledge, skills, abilitiesHigh interdependent workHigh interdependent workSufficient time available to organize & structure teamSufficient time available to organize & structure teamReward structure & culture support teamsReward structure & culture support teamsNeed to build commitment to course of actionNeed to build commitment to course of actionIssues require refinementIssues require refinementHigh need for innovation & cooperationHigh need for innovation & cooperationMembers can be trustedMembers can be trustedIndividuals desire a team experienceIndividuals desire a team experience

Types of TeamsTypes of Teams

Quality TeamsQuality TeamsQuality CirclesQuality CirclesProblem Solving Work GroupsProblem Solving Work GroupsCross-FunctionalCross-FunctionalSelf-DirectedSelf-DirectedTransnationalTransnationalVirtualVirtualOffice of the PresidentOffice of the President

Basic IssuesBasic Issues

Norms of behaviourNorms of behaviour

Group cohesionGroup cohesion

Social loafingSocial loafing

Loss of individualityLoss of individuality

Process lossesProcess losses

Team Effectiveness ModelTeam Effectiveness Model

•Task characteristics•Team size•Team composition•Training•Team structure

Team DesignTeam Design

• AchieveAchieve organizational organizational goals goals

• Satisfy memberSatisfy member needs needs

• Team learningTeam learning

• Outsider satisfactionOutsider satisfaction

TeamTeamEffectivenessEffectiveness

•Team developmentTeam development•Team normsTeam norms•Team rolesTeam roles•Team cohesivenessTeam cohesiveness•Decision makingDecision making•Other issuesOther issues

Team ProcessesTeam Processes

Organizational andOrganizational andTeam EnvironmentTeam Environment

• Reward systemsReward systems

• CommunicationCommunication systems systems

• Physical spacePhysical space

• OrganizationalOrganizational structure structure

• OrganizationalOrganizational leadership leadership

•Common PurposeCommon Purpose

•TrustTrust

Organizational and Team Organizational and Team EnvironmentEnvironment

Reward systemsReward systems– Team focused.Team focused.– Individual rewards may be used if team is also Individual rewards may be used if team is also

rewarded for individual successrewarded for individual success– Individuals can be assessed on their Individuals can be assessed on their

contribution to team results, team functioning contribution to team results, team functioning and personal effectivenessand personal effectiveness

Communication systemsCommunication systems– Open, simple, encourage face-to-face, watch Open, simple, encourage face-to-face, watch

for information overloadfor information overload


Physical SpacePhysical Space– Should facilitate communication, members Should facilitate communication, members

perceptions of being a team, and the teams perceptions of being a team, and the teams ability to complete the workability to complete the work

Organizational structure and systemsOrganizational structure and systems– Must be supportive. Must be supportive. – Generally better with fewer management Generally better with fewer management

layers and teams are given autonomy and layers and teams are given autonomy and responsibilityresponsibility

– Individual and joint accountabilityIndividual and joint accountability


Organizational leadershipOrganizational leadership– Support from top management. Support from top management. – Team leaders act as facilitators, coaches & Team leaders act as facilitators, coaches &

enablersenablers

Common PurposeCommon Purpose– Team committed to common purpose and Team committed to common purpose and

clearly identified goals clearly identified goals


TrustTrust– A key ingredient in teamworkA key ingredient in teamwork– Leaders have to invest in trustLeaders have to invest in trust

Building trustBuilding trust– Communication – open, candid, truthfulCommunication – open, candid, truthful– Support – available and approachableSupport – available and approachable– Respect – delegate, actively listenRespect – delegate, actively listen– Fairness – be impartial to allFairness – be impartial to all– Predictability – be consistent, keep promisesPredictability – be consistent, keep promises– Competence – business sense, technical ability, Competence – business sense, technical ability,

professionalismprofessionalism

Team Design ElementsTeam Design Elements

Task characteristicsTask characteristics– Better when tasks are clear, easy to implementBetter when tasks are clear, easy to implement– Task interdependence Task interdependence – Share common inputs, processes, or outcomesShare common inputs, processes, or outcomes

Team sizeTeam size– Smaller teams are better, 12 or lessSmaller teams are better, 12 or less– But large enough to accomplish taskBut large enough to accomplish task

Team Design ElementsTeam Design Elements

Team compositionTeam composition– Members motivated/competent to perform Members motivated/competent to perform

task in a team environmenttask in a team environment– Team diversity better for complex tasks or Team diversity better for complex tasks or

where multiple views are neededwhere multiple views are needed

TrainingTraining– Technical abilityTechnical ability– Problem solving and decision makingProblem solving and decision making– Interpersonal relationsInterpersonal relations

Team Team Design ElementsDesign Elements

Team structureTeam structure– Goals & objectivesGoals & objectives– Operating guidelinesOperating guidelines– Performance measuresPerformance measures– Roles Roles


Team developmentTeam development– Teams go through stages before becoming Teams go through stages before becoming

proficientproficient– Characteristics of a mature groupCharacteristics of a mature group– Conflict can improve performanceConflict can improve performance

Team rolesTeam roles– Two types of roles are required in successful Two types of roles are required in successful

teams – task and maintenanceteams – task and maintenance

Team Processes (roles)Team Processes (roles)

Task FunctionsTask Functions– Initiating activitiesInitiating activities– Seeking/giving infoSeeking/giving info– Elaborating conceptsElaborating concepts– Coordinating activitiesCoordinating activities– Summarizing ideasSummarizing ideas– Testing ideasTesting ideas– Evaluating effectivenessEvaluating effectiveness– Diagnosing problemsDiagnosing problems

Maintenance FunctionsMaintenance Functions– Supporting othersSupporting others– Following others leadFollowing others lead– Gatekeeping Gatekeeping

communicationcommunication– Setting standardsSetting standards– Expressing member Expressing member

feelingsfeelings– Testing group decisionsTesting group decisions– Consensus testingConsensus testing– Harmonizing conflictHarmonizing conflict– Reducing tensionReducing tension


NormsNorms– Informal rules that regulate behaviourInformal rules that regulate behaviour– Team norms are more powerful than Team norms are more powerful than

management requirementsmanagement requirements– Managing normsManaging norms

Introduce functional norms on creationIntroduce functional norms on creationSelect the right peopleSelect the right peopleDiscuss counterproductive normsDiscuss counterproductive normsCreate rewards that counter poor normsCreate rewards that counter poor normsDisband the teamDisband the team


Team cohesivenessTeam cohesiveness– The desire to remain on the teamThe desire to remain on the team– Functional norms & high cohesiveness equals high Functional norms & high cohesiveness equals high

performanceperformance

Influencing team cohesivenessInfluencing team cohesiveness– Member similarityMember similarity– Teams sizeTeams size– Member interactionMember interaction– Somewhat difficult entrySomewhat difficult entry– Team successTeam success– External competition & challengesExternal competition & challenges


Decision makingDecision making– Rational modelRational model– Problems with the rational modelProblems with the rational model– Implicit favourite modelImplicit favourite model– Political modelPolitical model– Garbage can modelGarbage can model– SatisficingSatisficing– GroupthinkGroupthink– Group polarizationGroup polarization– Escalation of commitmentEscalation of commitment


Other IssuesOther Issues– CommunicationCommunication– InfluenceInfluence– ConflictConflict– AtmosphereAtmosphere– Emotional issuesEmotional issues

Quality CirclesQuality Circles

Voluntary small (natural work) groups of Voluntary small (natural work) groups of employees, not directed by management, who employees, not directed by management, who meet regularly on organization time to identify, meet regularly on organization time to identify, investigate and make recommendations to investigate and make recommendations to management on improving quality and related management on improving quality and related issues.issues.Quality circles are a quality control technique Quality circles are a quality control technique and not intended to improve other work aspects and not intended to improve other work aspects Estimates are that quality circles have failed in Estimates are that quality circles have failed in 60% of the organizations that have tried them60% of the organizations that have tried themQuality circles tend to be appended to the Quality circles tend to be appended to the hierarchyhierarchy

Implementing Quality CirclesImplementing Quality Circles

Get management commitmentGet management commitmentAssess organization readinessAssess organization readinessSelect program objectivesSelect program objectivesPrepare & train middle managers and supervisorsPrepare & train middle managers and supervisorsSelect and train facilitatorsSelect and train facilitatorsInform employees and ask for volunteersInform employees and ask for volunteersTrain circle leadersTrain circle leadersTrain participantsTrain participantsSet goals and boundariesSet goals and boundariesGive circles time to establish rolesGive circles time to establish rolesRecognize and implement recommendationsRecognize and implement recommendationsEvaluate the programEvaluate the program

Problem Solving Work GroupsProblem Solving Work Groups

Mandatory groups of employees, directed by line Mandatory groups of employees, directed by line management, operating as an integral part of management, operating as an integral part of running the organization, involving all employees running the organization, involving all employees in problem solving activities, that provides for the in problem solving activities, that provides for the creation of short-term task forces to address creation of short-term task forces to address cross-functional issuescross-functional issues– All employees are in teamsAll employees are in teams– The team leader is the supervisorThe team leader is the supervisor– All employees receive problem solving and All employees receive problem solving and

interpersonal skills traininginterpersonal skills training– Team leaders receive team building and leadership Team leaders receive team building and leadership

trainingtraining


Objectives of Team MeetingsObjectives of Team Meetings– To share information and ideasTo share information and ideas– To monitor performance and provide To monitor performance and provide

feedbackfeedback– To recognize and reinforce good performanceTo recognize and reinforce good performance– To get everyone’s input and ideas for To get everyone’s input and ideas for

improving performanceimproving performance– To establish accountability for actionTo establish accountability for action


Managerial & supervisor rolesManagerial & supervisor roles– Set goals, provide structure & information, facilitate Set goals, provide structure & information, facilitate

meetings, teach, coach, and guidemeetings, teach, coach, and guide

Employees’ rolesEmployees’ roles– Inquire, learn, participate in problem solving and Inquire, learn, participate in problem solving and

decision makingdecision making

Team rolesTeam roles– Responsible for performanceResponsible for performance– Responsible for their own behaviourResponsible for their own behaviour– Identify, analysis and develop action plans to solve Identify, analysis and develop action plans to solve

problems, and monitor resultsproblems, and monitor results

Virtual TeamsVirtual Teams

Need several communication channelsNeed several communication channels

Operate better with structured tasksOperate better with structured tasks

Need to be smaller than conventional teamsNeed to be smaller than conventional teams

Members must be skilled in communication Members must be skilled in communication through information technologythrough information technology

Members may need cross-cultural awareness Members may need cross-cultural awareness and knowledgeand knowledge

Face-to-face interaction needed for development Face-to-face interaction needed for development and cohesivenessand cohesiveness

Self-Directed/Managed TeamsSelf-Directed/Managed Teams

Based on socio-technical systems theoryBased on socio-technical systems theory– Primary work UnitPrimary work Unit– Collective self-regulationCollective self-regulation– Control key variablesControl key variables– Joint optimizationJoint optimization

Self-Directed Work TeamsSelf-Directed Work Teams

Natural or cross functional work groups Natural or cross functional work groups organized around work processes, that complete organized around work processes, that complete an entire piece of work requiring several an entire piece of work requiring several interdependent tasks, and that have substantial interdependent tasks, and that have substantial autonomy over the execution of those tasksautonomy over the execution of those tasksAttributesAttributes– Complete entire piece of workComplete entire piece of work– Assign tasks to membersAssign tasks to members– Control work inputs, flow and outputControl work inputs, flow and output– Are responsible for correcting problemsAre responsible for correcting problems– Receive team feedback and rewardsReceive team feedback and rewards

Self-Directed Work Team IssuesSelf-Directed Work Team Issues

BoundariesBoundaries– Specify area, identify personnel and tasks, establish Specify area, identify personnel and tasks, establish

limitslimits

AutonomyAutonomy– For work decisions and personnelFor work decisions and personnel

TrainingTraining– Task, problem solving, and interpersonalTask, problem solving, and interpersonal

Pay systemsPay systems– Team-based performance systems, salary and bonus Team-based performance systems, salary and bonus

or pay-for-skillor pay-for-skill

Self-Directed Work Team IssuesSelf-Directed Work Team Issues

Physical facilitiesPhysical facilities– Layout and work flow, meeting spaceLayout and work flow, meeting space

In existing facilitiesIn existing facilities– Some managers, supervisors and employees don’t fitSome managers, supervisors and employees don’t fit

In new facilitiesIn new facilities– Finding the right employeesFinding the right employees

UnionUnion– Unions are not an impediment if the relationship is good and Unions are not an impediment if the relationship is good and

they are involvedthey are involved

Three common problemsThree common problems– Resistance from lower and middle managementResistance from lower and middle management– Lack of trainingLack of training– Lack of top management supportLack of top management support

Problems With TeamsProblems With Teams

Teams are not always the answerTeams are not always the answerTeams take time to develop and maintainTeams take time to develop and maintainTeams require the right environment to flourishTeams require the right environment to flourishPeople may exert less effort in teamsPeople may exert less effort in teams– Can be countered by:Can be countered by:

Smaller teamsSmaller teamsSpecialized tasksSpecialized tasksMeasure individual performanceMeasure individual performanceIncrease job enrichmentIncrease job enrichmentSelect motivated employeesSelect motivated employees

Loss of IndividualityLoss of Individuality

Team BuildingTeam Building

Role definitionRole definition– Members describe their role perceptions and Members describe their role perceptions and

expectations of other membersexpectations of other members

– Members work to a common model of rolesMembers work to a common model of roles

Interpersonal processesInterpersonal processes– Building openness, trust and common Building openness, trust and common

understandings through dialogueunderstandings through dialogue

– Wilderness challenges and the like are used by Wilderness challenges and the like are used by many organizations for thismany organizations for this

Team BuildingTeam Building

Goal settingGoal setting– Establishing team goals and feedback Establishing team goals and feedback

mechanisms mechanisms

Problem solvingProblem solving– Examines task related decision making Examines task related decision making

and ways to make it more effective and ways to make it more effective

ReadingsReadings

Factors affecting successful Factors affecting successful implementation of high performance teamsimplementation of high performance teams

New rules for team buildingNew rules for team building

Strategic guide for building effective teamsStrategic guide for building effective teams

Virtual teamsVirtual teams

Top ten reasons teams become Top ten reasons teams become dysfunctionaldysfunctional

Why do employees resist teams?Why do employees resist teams?

Designing and Leading Teams Creating synergy. Groups versus Teams What are the features of groups...

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