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Leading and Team Building
Managing Technology Resources EMGT 506 New Mexico Institute of Mining and Technology Warren J. Ostergren
Technology Resources and should not be distributed beyond those^ "The following notes were prepared for the course Managing individuals taking the course without the express written permission ofthe instructor."
Session Objective
- Building a team
- Participants, roles
- Challenges, conflicts
- Performing
- Providing team leadership
- Being a leader
Forming Your Team
- In our session on Organizing, we discussed the benefits of a Concurrent Engineering approach
- We refer to the mutlti- functional teams established with this approach as “Integrated Project Teams”
Integrated Project Teams
Develop Overall Plan
All Functions Involved
Key Issues Covered
“With complete team “At the outset” involvement”
“Upfront”
Benefits of Integrated Project Teams
- Can spot potential problems early - Easier and less costly to correct
- No “big surprises” by someone’s late involvement
- Improves quality of the product
Benefits of Integrated Project Teams (Cont’d)
- Reduces schedule time
- Improves team satisfaction
- Provides positive spin-off to other projects
Challenges in Building Your Team
- Integrating diverse skills into a unified work group
- Keeping team focused
- Creating strong interest and enthusiasm
- Resolving conflicts
- Etc.
Characteristics of Well Integrated Team
- Strong sense of belonging
- Pride in activity
- Committed to objective
- Mutual trust and respect
- High degree of interaction
What Helps Create High Team Performance
- Interesting work
- Work is appreciated by others
- Direction is clear
- Competent co-workers
- Opportunity for advancement
What Prevents High Team Performance
- Unclear objective
- Shifting priorities
- Work not stimulating
- Insufficient resources
- Unresolved conflicts
Suggestions For Newly Formed Team
- Introduce participants
- Explain objective
- Define roles and responsibilities
- Identify resources
- Keep the team informed
Explain Objective
- What are you trying to accomplish?
- What is the expected timing for completion?
- What constraints do you have?
- What planning has been done?
Class Exercise 1 (Cont’d)
- have indicated their strong interest in broadening their experience base. - How might you assign work for this project? - What are the risks? - How might you mitigate those risks? - What are the benefits?
Stages In Team Development
- Research done over the last 50 years recognizes that as teams develop and mature, they flow through four distinct stages of development*
*attributed to Bruce W. Tuckman
Stages In Team Development (Cont’d)
- These stages reflect two aspects of team development - The interpersonal or group structure - The tasks the team take on
Stage 1 - Forming
- The team has already formed a group, but what is that group setting out to do? - Team members are testing out group norms and - Trying to define the boundaries of their tasks as individuals and as a single entity
Stage 1 – Forming (Cont’d)
- Here, you begin to ask questions
- You begin to search
- You begin to try and give your group definition
Stage 2 - Storming
- While trying to label or define your group's purpose and your goals, you and your team members will almost inevitably come into conflict - This is the storming stage!
Stage 2 – Storming (Cont’d)
- There is often friction and jockeying for position among members that may produce emotional responses
- Team members deal with conflicts and their resolutions
- They meet challenges -- both interpersonal and duty-related -
- that oftentimes present conflict or stalemate
Stage 3 - Norming
- Conflict and stalemate give way to progress in the third stage, the norming stage - A time of change in which interdependence develops within the group - Members become more willing and able to express opinions and ideas constructively
Stage 3 – Norming (Cont’d)
- Now, the group begins to come "together"
- Improved communication becomes a focus
- Team members start to openly confront issues and provide feedback
Stage 3 – Norming (Cont’d)
- Through this new group dynamic, team members start to build on their own skill sets
- The group begins to head in the right direction in terms of its own development
Stage 4 - Performing
- In the final performing stage, group members begin to apply their "oneness" to the task at hand - Developing solutions and making real progress - The team's interests and concerns are shared by all team members
Stage 4 – Performing (Cont’d)
- Energy is put toward common goals and uses agreed-upon strategies
- The team makes significant progress
Being An Effective Team Leader
- The role of leadership is always challenging
- It carries responsibility both for people and for meeting a project objective
- Our perspectives on being an effective team leader have changed over time
Old Team Leadership Style
- Know more than everyone
- Make the decisions
- Give the orders
- Instill fear
- Micromanage
- Do it the same way
New Team Leadership Style
- Rely on team knowledge
- Involve everyone
- Have a team plan
- Inspire trust
- Delegate
- Encourage change
Types of Leaders
- Type X – Authoritative
- Threat
- Individual accomplishment
- Reward and punishment
- Short term focus
Types of Leaders (Cont’d)
- Type Y – Team Builder
- Consensus
- Listening
- Team performance
- Long term focus
Henri Fayol’s Principles of Management (1930)
- Division of Labor – Specialty, tasks
- Authority and Responsibility – Orders and obligations
- Discipline – Obedience and dedication
- Unity of Command – One superior
- Unity of Direction – Same objective
- Individual versus General Interests – Mutual respect
- Remuneration of Personnel – Pay for performance
Henri Fayol’s Principles of Management (1930) (Cont’d)
- Centralization – Or decentralization based on need
- Scalar Chain – Organization and communication lines
- Order – Everything in its place
- Equity – Fair play
- Stability of Tenure – Stable employment and time to learn
- Initiative – Encourage new thinking
- Esprit de Corps – Support good teams and communicate openly
Some Good Team Leadership Practices
- Gain trust by giving the same in equal measure
- Co-locate team
- Don’t fragment people’s time
- Minimize number of assigned projects
- Minimize interruptions and distractions
Some Good Team Leadership Practices (Cont’d)
- Provide realistic schedules
- Give the team some “breathing room” to do its job
- Respect everyone on the team
Importance Of Team Member Treatment
- Technical development work requires - Creativity - Intelligence - Persistence and a great deal of internal motivation
Importance Of Team Member Treatment (Cont’d)
- Some guidelines
- Align interests with work assignments
- Show that you sincerely appreciate them
- Provide thinking-oriented office conditions
Class Exercise 3
- Situation – You are a manager at a high-tech software engineering company. You have tons of new jobs coming in and your boss says they are all #1 priority. You’ve tried meeting with him to get an indication of priority, but to no avail. - What might you do next?
Developing Referent Power
- All managers have legitimate power
- Some have expert power
- All managers hold reward and coercive power to some degree
- Referent power is the quality upon which true leadership is based
Judging the Independence Level of Group Should be based on:
- Ability
- Experience
- Track record, applicable work
- Motivation
Independence Level of Work Group
High Independence
Moderate to High Independence
Moderate to Low Independence
Low Independence
Delegating Facilitating Coaching Directing
Independence Scale
Leadership Style May Depend on Group Independence Level
- The more independence you grant, the greater: - Creativity - Innovation - Personal satisfaction - Productivity
- Same applies for individuals
Impact of Bosses Actions
What Boss Did How I Felt
- Listened Valued
- Delegated Challenged
- Set High Standards Committed to excellence
- Left me alone Trusted to do job
- Gave me feedback Developed
- Instructed Coached
What Makes a Leader Effective
- Individual strengths such as, outstanding intelligence, technical knowledge, speaking ability are great, but - These strengths aren’t required to be a great leader - Many of our best leaders never had these
Eleven Qualities of An Effective Leader
- Demonstrates integrity
- Articulates a vision or mission
- Accepts responsibility
- Listens and explains, thus persuading
- Sets priorities
Eleven Qualities of An Effective Leader (Cont’d)
- Shows steadiness
- Works to a plan
- Treats all people with respect
- Compromises when required
- Inspires others
- Is approachable
Class Exercise 4
- Situation – You are project manager for a new laser printer design. You have a weekly telecon with your largest customer to review progress on their field introduction of this new design. You receive word one hour before this week’s call that there has been a major failure of this new design in only 30
Class Exercise 4 (Cont’d)
- hours. The customer is “fit to be tied”. - What might you do before the telecon? - What should you do during the telecon? - What impact might your actions and demeanor have on the customer?
Summary
- Building the right environment for your team
- Being an effective team leader
- Characteristics of a leader
Homework
- We will be doing the Harvard Business School Case Study: Southwest Airlines: Using Human Resources for Competitive Advantage (A)
- Optional reference reading listed in syllabus
Homework (Cont’d)
- Team A
- Michael,Ephraim,Jesse,Jose
- Team B
- Team C
- Gaye,Rich,Pablo,Isaiah,Terence, Derek
- Team D
Team Assignments
- Team A
- Team B
- Team C
- Team D
Reminder
- Check for quiz on WebCT
- Remember to use discussion link
