Kumpulan 7 - Leading Self -Managed Team
- 1. UPPF 6033 DYNAMICS OF LEADERSHIP PROF. MADYA DR. YUSOF BIN BOON SITI AISYAH BINTI AZHAR LEADING SELF -MANAGED TEAM R.SHEILA DEVI A. PREMA M.SIVARANJANI NURUL SYUHADA BINTI SHAI-IN
- 2. CONTENTS ● Nature of self-managed teams ● Difference between traditional & SMT ● Benefits of SMT ● Challenges of implementing SMT effectively ● Guidelines for improving SMT effectiveness ● Four stages of group development ● Role of team facilitator in SMT ● Distributed leadership in SMT
- 3. What is Self-Managed Teams? A small group of employees who take full responsibility for delivering a service or product through peer collaboration without a manager’s guidance Have been transferred to a group of people who perform a complex task with highly interdependent activities
- 5. 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
- 6. DIFFERENCE BETWEEN SMT AND TRADITIONAL Characteristics SMT Traditional Leadership Within the team Outside the team Team member role Interchangeable Fixed Accountability Team Individual Work effort Cohesive Divided Task design Flexible Fixed Skills Multiskilled Specialized
- 7. BENEFITS OF LEADING SELF-MANAGED TEAMS Traditionally-managed Teams usually work with a dedicated project manager. It is that person’s job to watch the budget, to act as an interface between the team and the client, and to generally make sure things are happening when and how they are supposed to happen. ❖ A DIFFERENT APPROACH ➔ LEADING SELF-MANAGED TEAMS ➔ Each team member takes up own responsibilities for each part to finish a given task. (Based on situations)
- 8. A. Enhanced Communication ➢ When thoughts, feedback, and requirements are passed back and forth from client to product team with a project manager acting as an intermediary, it’s easy for messages to become garbled, diluted, or misunderstood. ➢ Extra layers of communication tend to cause confusion, not mitigate it. ➢ When teams communicate directly with clients and customers, there is less chance for misunderstandings, and they can be clarified right away.
- 9. B. Faster Communication Cycles ➢ In agile, it’s important for clients and product teams to be responsive to one another so that the project can progress. ➢ If a project manager is acting as an intermediary, there is the potential for information to bottleneck. ➢ When the lines of communication are direct, things get done quicker.
- 10. C. Increased Trust between Client and Product Team ➢ When we interface directly with our clients, we come to know them and develop increased empathy for their needs and their goals for their product. ➢ Likewise, when our clients see product teams in action and communicate with us regularly, they develop trust in us and confidence in our ability to create a great product for them.
- 11. D. Decreased Conflict ➢ In the traditional setup, there is potential for an adversarial relationship to develop between the leader and the team. ➢ Often, the leader has to act as the “heavy,” laying the smack down when it comes to budget and timeline. He or she also has to be the bearer of bad news if the client is unhappy. ➢ When teams do a good job of managing their own projects, budget and timeline are kept under control, and unhappy clients are rare.
- 12. E.Increased Motivation ➢ Since I’ve become a project lead, the project budget is now My Budget, and the timeline is My Timeline. Every week, when I run the calculations and report back to the team about our progress, our budget, and our timeline, I get to see firsthand the impact that our work has made. ➢ Watching the numbers every week also prompts me to think about how we can increase efficiency in our work, and thus build a better product for the same amount of money (or less).
- 13. F. Informed Decision-making Because we’re personally involved with the data every week, my team and I know the impact that our decisions make for our projects. When we’re writing code, thinking about adding features or tinkering with the interactive design, we bring firsthand, experiential knowledge of how our decisions will affect the product, from both the technical and business perspectives.
- 14. ➢ Create a stronger sense of commitment to the work effort among team members; ➢ Improve quality, speed, and innovation; ➢ Have more satisfied employees and lower turnover and absenteeism; ➢ Facilitate faster new-product development; ➢ Allow cross-trained team members greater flexibility in dealing with personnel shortages due to illness or turnover ➢ Keep operational costs down because of reductions in managerial ranks and increased efficiency. POTENTIAL BENEFITS OF USING SELF-MANAGED TEAM
- 15. CHALLENGES OF IMPLEMENTING SMT EFFECTIVELY ● Misguided Interpretation Many organisations have tried to emulate their perceptions of self-directed teams in efforts to uncover few institutional gems on how better to run companies. With the right frameworks and the right measurement systems in place, teams can be very effective and are a necessary aspect of work life.
- 16. ● No Single Point of Accountability To work towards a common vision, a team needs to know who is accountable for achieving that vision. Accountability is important for guiding behaviour and ensuring things get done. With the common interpretation of self-managed teams, there is no single point of accountability, and as a result the outputs of the team have a minimal chance of being consistent with the manager’s desired direction.
- 17. ● Lacking Cross Functional Accountability If one person can’t do it alone, then there must be very clear cross-functional accountability and frameworks for how people will work together. In self-managed teams, there’s generally a lack of cross-functional accountability and as a result, ambiguity and uncertainty take the place of collaboration and mutual cooperation. Without cross-functional accountability, people focus on independent work and lose sight of common goals.
- 18. ● Limited Context Clear context, set by the manager for the work that needs to be done, is a must for sharing ideas, voicing concerns and making suggestions. In the popular interpretation of self-managed teams, limitations and uncertainties with respect to the context for doing the work often lead to redundancy, unclear guidance and poor decision-making.
- 19. GUIDELINES FOR IMPROVING SMT EFFECTIVENESS ★ Provide objective goals and visions Leaders of self-managing teams should have clear goals and a clear vision of what they want the team to accomplish, both in the short term and in the long term. Teams trust their leader to point them in the direction they need to go and put them on the right path so they can get to doing their respective tasks. Self-managing teams simply cannot exist if their manager doesn’t have a clear endgame in sight.
- 20. ★ Create a sense of empowerment Empowerment comes in different packages. One of them is by providing all the necessary tools that would help in carrying out the particular task assigned to them. These tools help in facilitating their work and enable them to achieve the same relatively faster.
- 21. ★ Provide adequate training By training them, they may be able to attain the essential skills that would help them to carry out the task effectively. Training is a great way of empowering such teams since they will be honing their skills in readiness for the work and consequently increasing chances of getting desirable results.
- 22. ★ Be multifunctional It essentially means that these teams should be allowed to carry out different types of tasks within the organization. The essence of this is that various members of such groups have different abilities regarding skills and knowledge. Restricting the team to one particular role is doing them a disservice because they will not be able to exploit their abilities to the maximum.
- 23. TEAM DEVELOPMENT Is ongoing process formation of team-members transition from being a group of strangers to becoming a unified integrated team chasing a common goal. The team members try to realize the appropriateness of the behavior and the roles of the team members.
- 25. FORMING STAGE Initial Meeting ● Introduce team members ● To explore and understand the behaviour of the team members. ● Leader set the team goals. ● Provide clear direction regarding the mission.
- 26. STORMING STAGE The Project Work Begins ● Members start competing for status, leadership and control in the group. ● Try to resolve the issues related to the task and working relations.
- 27. NORMING STAGE All is going smoothly ● Transition developing shared values in work together. ● Start moving cohesive manner ● Establish balance among various conflic
- 28. PERFOMING STAGE Significant Progress is Made! ● Team members work together easily on interdependent tasks ● Able to communicate and coordinate effectively. ● Motivation is high ● Team members have confidence in their ability to attain goals.
- 29. ADJOURNING STAGE Time to Wrap up ● Is coming to the end. ● Team members are moving off into different directions. ● Team leader ensure to celebrate the success. ● If not, time to evaluate what happened and capture lessons learned for future.
- 30. ROLE OF TEAM FACILITATOR IN SMT
- 31. DISTRIBUTED LEADERSHIP IN SMT Team Phase Project Based Leadership Problem Solving Leadership Policy Making Leadership Team Activities Leadership Requirements Team Activities Leadership Requirements Team Activities Leadership Requirements Phase 1 ❖ Getting acquainted ❖ Resource discovery ❖ Develop goals ❖ Assess realism of vision 1.Social 2.Spanning 3.Envisioning 4.Organizing & Spanning ❖ Getting acquainted ❖ Resource discovery ❖ Finding & assessing problems ❖ Locating causes 1.Social 2.Spanning 3.Organizing & Spanning 4.Spanning & Envisioning ❖ Getting acquainted ❖ Resource discovery ❖ Issue finding 1.Social 2.Spanning 3.Spanning & Organizing Phase 2 ❖ Surfacing of differences conflicts ❖ Scheduling ❖ Securing outside resources 1.Social & Envisioning 2.Organizing 3.Spanning ❖ Finding solution ❖ Getting ideas from everyone 1.Envisioning &Spanning 2.Social ❖ Developing policy & strategy alternatives ❖ Idea clarification 1.Envisioning & Spanning 2.Social
- 32. Team Phase Project Based Leadership Problem Solving Leadership Policy Making Leadership Team Activities Leadership Requirements Team Activities Leadership Requirements Team Activities Leadership Requirements Phase 3 ❖ Enactment of vision ❖ Establishing control mechanisms ❖ Presentations to outsiders ❖ Maintanence of cohesion & commitment 1.Organizing 2.Organizing 3.Spanning 4.Social ❖ Assessing costs & benefits ❖ Summarizing positions 1.Organizing & Spanning 2.Social ❖ Assessing consequences ❖ Tracking team process ❖ Interlinking ideas 1.Organizing & Social 2.Organizing 3.Envisioning & Spanning Phase 4 ❖ Project completion ❖ Presentations ❖ Getting closure, looking at total effort ❖ Team disbanding 1.Organizing 2.Spanning 3.Social & Envisioning 4.Social & Envisioning ❖ Solution testing ❖ Further search for causes & solutions ❖ Presentations ❖ disbanding 1.Organizing 2.Envisioning & Spanning 3.Spanning 4.Social ❖ Presentations ❖ Coping with outside resistance ❖ Preparing formal reports ❖ Disbanding 1.Spanning & Organizing 2.Spanning 3.Organizing 4.Social
- 33. THANK YOU