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Self-Managed Team & Team Leadership - Coggle Diagram
Self-Managed Team & Team Leadership
Groups vs Teams
Group
Collection of individuals who
interact primarily to share information & to make decisions
that enable each member to perform within their area of responsibility
Team
Unit of interdependent individuals with
complementary skills who are committed to a common purpose
Advantages: Synergy, avoidance of major errors, faster, greater job satisfaction etc
Disadvantages: Pressure to conform to grp standards, resistance to team effort, social loafing, groupthink
Social Loafing
Conscious or unconscious tendency by some members to
shirk responsibilities by withholding effort towards grp goal
Likely occurs when individual effort is not recognized & assessed
Groupthink
Most members tend to agree to the decision due to
unwillingness to risk rejection
Consensus is more important than objectivity
Team Effectiveness
Task Performance
Degree to which the team's output meets the needs & expectation of those who use it
(Output = Needs & expectations)
Group Process
Degree to which members
interact or relate that allow the team to work increasingly well together over time
Individual Satisfaction
Group experience > frustrating experience to team members
Characteristics of Effective Teams
1.
A highly publicized team charter and team norms
2.
Widely shared goals and objectives
3.
Strong team cohesion and high task inter-dependence
4.
A diversified team mix
5.
Clearly define roles and responsibilities
6.
Positive interpersonal relationships
7.
Clearly stated standard operating procedures
8.
Trust and conflict management abilities
9.
Effective interpersonal communication skills
10.
Strong top management support
Team Leadership
Effective Team leaders
Understand that not everyone knows how to be a team player
Display self-sacrificing behaviour & self-confidence
Uses multiple influencing tactics to control and direct team members' actions
Encourages norms that +ve affect the team's goal
Aware of what is going on in the team
Make contributions when necessary
Turn obstacles into opportunities
Encourage different dialogue
See themselves as the team's resources (knowledge, skills, ideas)
Adaptative, knowing when to play different roles
Team Creativity
Creation of valuable, useful, and novel product/service/idea/procedure or process carried out
Types of Teams
Functional Team
Grp of employees belonging to the same functional department (eg: R&D, HR, IS)
Structure is generally more hierarchical with the functional leader
Focus on area of specialisation
Cross-functional Team
Made up of members of different functional department (for specific projects)
Benefits: Rich & diverse base of knowledge, Multiple sources of info, Learning new skills
Virtual Team
Members are geographically distributed (minimal f2f interaction)
Self-Managed Teams
Relatively autonomous & cross-functional in membership
Share or rotate leadership responsibilities
Mutually responsible for a set of performance goals
Characteristics
Leadership: Within the team
Team member role: Interchangeable
Accountability: Team
Work effort: Cohesive
Task Design: Flexible
Skills: Multi-skilled
SMT Facilitator
Opening forums to resolve interpersonal conflicts
Creating opportunities for social interaction
Increasing mutual acceptance & respect among diverse team members
Maintaining an open communication policy
Highlighting mutual interest, not differences
Increasing team identification (thru use of ceremonies, rituals & symbols)
Using team-oriented incentives to foster teamwork
Characteristics of Conventional Teams
Leadership: Outside the team
Team member role: Fixed
Accountability: Individual
Work effort: Divided
Task Design: Fixed
Skills: Specialised
Decision Making Model
Leader-centered
Leader exercises their power to initiate, direct, drive, instruct, and control team members
Team-centered
Empowers team members to make decision & follow through