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					ROLE OF LEADER
   IN TEAM
Yesterday Hierarchy Was the
      Business Model


  Today Synergy is the Mandate
                         REWARDING
        Why bother with Reward and Recognition?
Reward and Recognition plays a part in at least these areas
  Employee Satisfaction
  Performance Management
Formal and Informal Rewards
 Formal = part of a predetermined program
 Informal = spontaneous
What can a Leader can do?
Potential strategy:
 Discover and implement some quick hits to gain immediate
  improvement (most likely informal rewards)
 Develop and implement longer-term improvements
                EFFECTIVE REWARDS
A study suggests that informal rewards are the most effective. Further,
   these motivating techniques were ranked as the top five:

1. The manager personally congratulates employees who do a good job
2. The manager writes personal notes about good performance
3. The organization uses performance as the basis for promotion
4. The manager publicly recognizes employees for good performance
5. The manager holds morale-building meetings to celebrate successes

Tactics for implementing an Informal reward system include
 Linking to organizational goals
 Defining parameters and mechanics
 Obtain commitment and support
 Monitor effectiveness, and change when the rewards are no longer special
 Link to formal rewards programs
  Reward Systems Are Not Exclusively the Realm of Managers
   Systems can include structures that allow for peers to recognize each
other. For many people, peer recognition is more important than
recognition by managers or customers.
Basics for Effective Rewards and Recognition
Use   the person’s name
Strive   to be timely
The   compliment is the only topic discussed
Make     it specific so the person knows why they are getting the recognition
Describe    how what they did helps the organization; how it will be used
Follow-up    a verbal compliment with a note
Make  it public if appropriate, especially if the performer could serve as a
resource to others
     MONETRAY REWARDS

   REWARD      SAMPLE           ADVANTAGE DISADVANTAGES
               REWARDS
Membership and •Fixed Pay       •May attract     •Lacks motivation
Seniority      •Most employee   applicants       •Discourages poor
               benefit          •Minimises       performers from
                                stress of        leaving
                                insecurity

Job Status     •Promotion       •Minimises       •Creates a gap
               based pay        pay              between
               increase         discrimination   employees and
               •Status based    •Motivates       executives
               benefits         employee for     •Increases politics
                                promotion
  REWARD       SAMPLE             ADVANTAGE     DISADVANTAGES
               REWARDS

Competency     •Pay increase      •Improves     •Subjective
Based Reward   based on           quality       measurements of
               competency         •Improves     competencies
               •Skill based pay   workforce
                                  flexibility
Task           •Commissions       •Motivates    •May weaken
Performance                       employees     motivation of job
               •ESOP                            itself
                                  •Attracts
                                  performance   •My discourage
                                  based         creativity
                                  applicants
               Performance Based Rewards

   Individual rewards
     – Award
     – Bonus
   Team reward
     – Bonus
     – Gainsharing
   Organizational reward
     – Stock Ownership
     – Profit Sharing
             NON MONETRAY REWARDS



•   Post a thank-you note on the employee's or team member’s office door.
•   Greet employees and colleagues by name when you pass their desks
    or pass them in the hall.
•   Have lunch or coffee with an employee or a group of employees you
    don't normally see.
•   Ask a person to teach or share his accomplishment with others as a
    way of recognizing the person's ability and role.
•   Ask a person for advice or her opinion; this demonstrates respect.
•   Recognize an individual's accomplishments in front of peers
              SUPPORTING TEAM
Provide Team Leadership and Coaching

•  Create an environment oriented to trust,
 open communication, creative thinking
• Motivate and inspire team members
• Coach and help develop team members;
 help resolve dysfunctional behavior
• Facilitate problem solving
• Strive for win-win agreements
• Assure that the team members have
the necessary education and training to effectively participate
• Encourage creativity, risk-taking, and constant improvement
• Recognize and celebrate team and team member accomplishments and
   exceptional performance
Focus the team on the tasks at hand or the internal and
  external customer requirements

•   Familiarize the team with the customer needs, specifications, design
    targets, the development process, design standards, techniques
•   Assure that the team addresses all relevant issues within the
    specifications and various standards
•   Provide necessary business information
•   Serve as meeting manager or chairman
•   Ensure deliverables are prepared to satisfy the project requirements,
    cost and schedule
•   Help keep the team focused and on track
Coordinate team logistics

• Work with functional managers
and the team sponsor to obtain necessary
resources to support the team's
requirements
• Obtain and coordinate space,
furniture, equipment, and communication
lines for team members
• Establish meeting, places and agendas
• Coordinate the review, presentation and release of design
   layouts, drawings, analysis and other documentation
• Coordinates meetings with the product committee, project
   manager and functional management to discuss resources
   needed or issues/delays in completing the task
Communicate team status, task accomplishment, and
   direction
• Provide status reporting of team activities against the
   program plan or schedule
• Keep the project manager and product committee informed
   of task accomplishment, issues and status
• Serve as a focal point to communicate and resolve
   interface and integration issues with other teams
• Escalate issues which cannot be
resolved by the team
• Provide guidance to the team
 based on management direction
                        Role Allocation
                 Meredith Belbin’s Team Role theory
        Role Label                         Role Description

Plant                   Creative,imaginative,Solves difficult problems

Coordinator             Clarifies goals,promotes decision making

Monitor                 Sees all options,judges accurately

Implementer             Turns ideas into practical actions

Completer               Searches out errors and omissions.delivers on time

Resource investigator   Explores opportunities,develops contacts

Shaper                  Has courage to overcome obstacles

Teamworker              Cooperative,mild,perspective and diplomatic

Specialist              Provides knowledge and skills in rare supply
Task Oriented Role   Initiating new ideas
                     Seeking information
                     Giving information
                     Coordinating and clarifying
                     evaluating


Relation oriented    Encouraging members
                     Harmonising
                     Encouraging participation
                     Expressing standards for team
                     Following members correctly


Self oriented        Blocking progress
                     Seeking recognition
                     Dominating
                     avoiding
     SELECTION OF TEAM PLAYERS




Having the right core team can make or break a project.
The elements to consider include :
•Overall team composition
•Team selection criteria
•Team size
•Process for selecting team members
       TEAM COMPOSITION
Individuals who intimately understand the
current process
Some technical wizards
Some individuals who are completely objective
toward the process and outcome like
consultants
Customers and suppliers
Some individuals who are not familiar with
your process
 TEAM SELECTION CRITERIA

creative and open minded
good team players
 well respected among peers, stakeholders,
and other business leaders
                   Effects of Size on Teams
                                   TEAM SIZE


     Dimension           2-7 members     8-12 members    13-16 members


Demand on leader        low             moderate        high


Direction to leader     low             moderate        Moderate to high


Member tolerance of     Low to          moderate        high
direction to leader     moderate
Member inhibition       low             moderate        high


Use of rules and        low             moderate        Moderate to high
procedures
Time taken to reach a   low             moderate        high
decision
         SUGGESTED CORE TEAM
                ROLES
Team Leader
      taking accountability for the project outcome
      selecting the methodology
      planning the project
      interacting with the steering committee
      managing the budget
      leading the team
Project Manager (same as team leader for small teams)
      project scheduling and milestone tracking
      managing all subteam activities
      monitoring progress and identifying jeopardy item
              SUGGESTED CORE TEAM
                 ROLES CONTD…
Facilitator (not always required for small teams)
     Facilitating team meetings
     Staying objective
     bringing order and focus to meetings

Team Members
   Learning from others
   Designing the overall solution
   Implementing the design
           SOCIAL LOAFING

First discussed in the late 1880s by a French
agricultural engineer named Max Ringelmann.
The phenomenon that persons make less effort
to achieve a goal when they work in a group
than when they work alone.
More likely to occur in large teams.
Less likely to occur when task is interesting.
                    CAUSES
People feel unmotivated when working in a group
 Likely to occur on complex tasks than on simple
one
Occurs on known task because when the task is
known there is less effort expected in it
Improper configuration of the group
Low– or – poor communication
Less structured environment
Lack of clarity of task assignment
            EFFECTS

People assume to work in proportion to
the pressure they feel to do so
Loss of Productivity
Partial output from the team members
working in the group
Don’t receive fair share of Rewards
Don’t receive appropriate Blame for work
REDUCE SOCIAL LOAFING

Form smaller teams
Specialise tasks
Measure individual performance
Increase job enrichment
Select motivated employees
           SYNERGY IN TEAMS
     Synergy : The creation of a whole that is
          greater than the sum of its parts.

Usefulness of synergy includes:
  increasing resources for problem solving
  improving quality of decision making
  enhancing members’ commitments to tasks
  fostering creativity and innovation
    satisfying individual needs for growth
         CREATING SYNERGY

Step 1 — Start With An Exciting Challenge
Step 2 — Mix Well With Winning Players
Step 3 — Throw In Expectations, Stir With A
         Charter
Step 4 — Bake Well In A Team Environment
Step 5 — Serve With Generous Helpings of
         Leadership and Management
      SELF MANAGED TEAMS
A group of employees who have day-to-day
responsibility for managing themselves and the
work they do.
Members of self-directed teams typically handle
job assignments, plan and schedule work, make
production-related decisions, and take action on
problems.
They work with a minimum of direct supervision.
 CHARACTERISITCS – SMT’s

Face-to-face interaction in natural work
groups.
Responsibility for producing a definable
product.
Responsibility for a set of interdependent
tasks.
Control over managing and executing tasks.
             ROLES – SMT’s
Uphold Organizational and Personal Values and
Principles
Accomplish the Team's Work
Organize the Team's Work Environment
Manage the Team's Work Processes
Participate in Organization-Wide Systems
Participate in Organization-Wide Strategies
Manage Team Processes
THANK YOU

				
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posted:12/12/2011
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Description: project ,reports,MBA projects, analysis,market,management projects,marketing , finance,HR,strategy,FMCG,FMCD ANALYSIS,industry