The Business Institute

1
The Business Institute in partnership with
the Local Government Staff Commission
Advanced Diploma in Management Practice MANAGING
PEOPLE WORKSHOP Managing Teams Friday 8th
October 2004 Iona Rodgers Lecturer in Management
Development
2
Domestics

• emergency procedures

• toilets

• breaks

• lunch

• mobile phones.

3
Contact details
Iona Rodgers Room 2 D 21 Telephone [phone]
6572 Email ie.rodgers_at_ulster.ac.uk
4
Todays workshop

• Morning
• Introduction to Management
• Working in Teams

• Afternoon
• Teamworking Exercise
• Assignment briefing

5
Employees leave managers, not organisations
AOL survey 2000
6
1999 Gallup survey of over 200,000 people shows
that
People value -

• having a manager who shows care, interest and
  concern for each of them

• knowing what is expected of them

• having a role that fits their abilities

• receiving positive feedback and recognition
  for work well done.

7
Management and Managers
8
What is a Manager?
Definition
1
Why do we have managers? What
should they do?
2
What type of skills, knowledge and qualities do
managers need?
3
9
What is a manager?
1 Definition
A managers job is to achieve results through
people
10
What is a Manager?
Definition
1
Why do we have managers?
2
11
Management in Organisations
Inputs from the Environment
Goals attained
Resources Human Financial Physical Information
Efficiently Effectively Economically
Griffin, R., H. (1999) Management, Houghton
Mifflin Company, USA
12
What is a Manager?
Definition
1
Why do we have managers?
2
What should they do?
13
What managers do
FUNCTIONS
Defining the task
THE ROLE
Planning
Briefing
Achieving the Task
Controlling
Building maintaining the Team
Evaluating
Developing the Individual
Motivating
Organising
Providing an example
14
What is a Manager?
Definition
1
Why do we have managers? What
should they do?
2
What type of skills, knowledge and qualities do
managers need?
3
15
Boyatiz 1982
MANAGEMENT SKILLS
PROFESSIONAL SKILLS
MANAGEMENT SKILLS
BUSINESS AWARENESS
PERSONAL EFFECTIVENESS
16
PROFESSIONAL SKILLS

• Technical Skills
• Specialist knowledge

17
PROFESSIONAL SKILLS

• Specific to particular occupations and
  professions
• Acquired through vocational/specialist training
• Developed through experience
• Often key focus of job related training in
  organisations.

18
PROFESSIONAL SKILLS
MANAGEMENT SKILLS

• Technical skills
• Specialist knowledge

• Managing work
• Managing people

19
MANAGING WORK

• Planning
• Scheduling
• Organising
• Delegating
• Controlling
• Budgeting.

20
MANAGING PEOPLE

• Team building
• Conflict management
• Negotiating
• Motivating and empowering staff
• Developing staff.

21
PROFESSIONAL SKILLS
MANAGEMENT SKILLS

• Technical skills
• Specialist knowledge

• Managing work
• Managing people

BUSINESS AWARENESS

• Internal
• External

22
BUSINESS AWARENESS

• Trends
• Competition
• Political/economic influences
• Customer Service
• Social changes
• Technological advances.

23
PROFESSIONAL SKILLS
MANAGEMENT SKILLS

• Technical skills
• Specialist knowledge

• Managing work
• Managing people

BUSINESS AWARENESS
PERSONAL COMPETENCE

• Internal
• External

• Personal Skills
• Interpersonal Skills.

24
PERSONAL COMPETENCE

• PERSONAL SKILLS
• setting and prioritising personal goals
• stress management
• time management
• creative thinking
• decision making
• displaying confidence
• being trustworthy and trusting.

• INTERPERSONAL SKILLS
• influencing others
• giving and receiving feedback
• showing sensitivity
• effective listening
• being responsive
• explaining and presenting
• Negotiating.

25
PROFESSIONAL SKILLS
MANAGEMENT SKILLS

• Technical skills
• Specialist knowledge

• Managing work
• Managing people

BUSINESS AWARENESS
PERSONAL COMPETENCE

• Internal
• External

• Personal Skills
• Interpersonal Skills.

26
Managing People Teams and Individuals Module BMG
340J4
27
Managing Teams
28
ObjectivesBy the end of the session you will be
able to

• analyse how people behave in groups and teams
• distinguish between different types of teams
• identify the stages in team development
• list the factors that influence team
  effectiveness
• use a diagnostic model of team effectiveness.

29
Definition

• A group is a number of people who
• interact with each other
• are psychologically aware of each other
• perceive themselves aware of each other
• or perceive themselves to be a group.

EH Schein (1980) Organisational Psychology
Prentice Hall
30
Important factors in the behaviour of groups

• Size

GA Cole Management Theory and Practice
31
Typical effects of size on Teams(Hellriegel, D,
Slocum, J W and Woodman, R W. 1998.
Organisational Behaviour, 8th ed. South Western
College Publishing. Division of Thompson
Publishing)
32
Important factors in the behaviour of groups

• Size
• Leadership
• Nature of the task
• Cohesiveness

• Nature/Motivation of Members
• Group Norms
• Individual Roles
• Environment

GA Cole Management Theory and Practice
33
Problems with Group Decision Making

• Lower status members have less influence
• Group decision is not always correct
• Group discussion makes people more confident of
  their consensus decision
• Groups tend to adopt minimally acceptable
  solutions
• Social loafing (as size increases)
• Groupthink.

34
Sources

• Martin, J. (2001) Organisational Behaviour,
  Thompson Learning.

• Robbins, S.R. (1999) Essentials of
  Organisational Behaviour, Prentice Hall.

• Thompson, R. (1997) Managing People,
  Butterworth Heinemann.

35
Groups vs Teams
A group is likely to be temporary, to have no
managerial objectives, to have no clear
accountability for its performance and often no
clear leader. A team, by contrast, is usually
more permanent in nature, is accountable for the
achievement of defined areas of performance and
has a defined leader
A Mumford (1993) How Managers Develop
Hampshire Gower. p118
36
Definition
A team is a formal group made up of independent
individuals who are responsible for the
attainment of a goal
B Dumain (1994)
37
Definition
A team is a group of people who purposefully
interact towards the achievement of particular
goals or aims.
S.R. Robbins (1999) Essentials of Organisational
Behaviour Prentice Hall
38
Definition
A team is a group which shares, and says it
shares, a common purpose and recognises that it
needs the efforts of every one of its members to
achieve this. A team is a team when it sees
itself as a team, is going in the team direction,
and has worked out its own team ways.
D.R. Stewart (1992) Handbook of Management 2nd
edition, Prentice Hall
39
Why Teams?
Given an impossible task team members will
reinforce each others confidence as they seek to
turn the impossibility into reality. The
collective ability to innovate is stronger than
that of the individual because the combined
brainpower of a team, however small in number,
exceeds that of any one person.
Heller and Hindle (1998) Essential
Managers Manual London, Dorling Kindersley Ltd
40
Why Teams?
None of us is as smart as all of us
Kenneth Blanchard (The One Minute
Manager)
41
Why Teams?
Research shows that 70 of air disasters are
caused by failures in team working rather than by
individual or mechanical breakdown.
42
Why Teams?
Teams are an effective way of -

• identifying and solving work-related problems

• increasing product quality

• speeding up innovations

• improving performance

• achieving better industrial relations

• increasing employee participation.

Geary, J. (1996) Working at Teamwork Lessons
from Europe European Participation Monitor, no
12, pp.18-24.
43
Teams

• As a manager in the 21st century it important
  to know how to design, build and support highly
  effective teams.

• Why?

44
Teams

• Organisations that are willing to rethink old
  ways and develop teams can profit by increasing
  quality and productivity.

And they can develop a workforce that is
motivated and committed.
(Montebello, A and Buzzotta, V. 1993. Work
Teams That Work, Training and Development
Journal. American Society for Training and
Development Inc, Alexandra, USA.)
45
Teams -improvements in respondents companies

• Productivity 77
• Quality 72
• Waste was reduced 55
• Job satisfaction 65
• Customer satisfaction 55.

(Montebello, A and Buzzotta, V. 1993. Work
Teams That Work, Training and Development
Journal. American Society for Training and
Development Inc, Alexandra, USA.)
46
Types of Teams

• Functional teams
• Quality teams
• Cross-functional teams
• Project teams
• Self managing teams
• Virtual teams

47
The Industrial SocietySurvey 2000

• A survey of 500 personnel managers found that
  40 worked in organisations with self-managed
  teams.

48
Teams - two functions
Task function
achievement of goals, specific tasks,
production activities, problem solving,
exchange of ideas or information, innovation
Maintenance function
support, assistance, protection, building of
relationships, encouragement, stimulus,
reinforcement of beliefs, views etc.
49
2 Dimensions of Team Effectiveness
Task accomplishment
Satisfaction of team members

• outputs
• efficiency
• targets met

• personal success
• personal satisfaction
• sense of belonging

50
A team is effective when -

• it achieves high levels of both task performance
  and human resource maintenance over time
• It achieves its performance goals
• Its members work well together on an on-going
  basis.

51
Critical Aspects of Team Management
Achieve the Task
Develop the Individual
Maintain the Team
52
What managers do
FUNCTIONS
Defining the task
THE ROLE
Planning
Briefing
Achieving the Task
Controlling
Building maintaining the Team
Evaluating
Developing the Individual
Motivating
Organising
Providing an example
53
Action Centred Leadership
Purpose Responsibilities Objectives Programme Wor
king conditions Resources Targets The Boss Group
Size Authority Training Priorities Progress Superv
ision Approach Example
Achieving the Task
54
Action Centred Leadership
Objectives Standards Quality Safety Size of
Group Personality Team spirit Discipline Grievance
s Consultation Briefing Trade unions Group
representatives Back up

Maintaining the Team
55
Action Centred Leadership
Targets Induction Achievement Responsibilities Aut
hority Training Recognition Growth Performance Rew
ard Delegation Personality Time/Attention Grievanc
e Security
Developing the Individual
56
Action Centred Leadership
Purpose Responsibilities Objectives Programme Wor
king conditions Resources Targets The
Boss Group Size Authority Training Priorities P
rogress Supervision Approach Example
Targets Induction Achievement Responsibilities Aut
hority Training Recognition Growth Performance Rew
ard Delegation Personality Time/Attention Grievanc
e Security
Objectives Standards Quality Safety Size of
Group Personality Team spirit Discipline Grievance
s Consultation Briefing Trade unions Group
representatives Back up
Achieving the Task
Maintaining the Team
Developing the Individual
57
The high-performing synergy team
Alignment of values, mission and process
TASK
GROUP
INDIVIDUAL
58
Teamwork relationships (Oliva, L M. 1992.
Partners not Competitors, London. Idea Group
Publishing.)
Management-centred leadership
Range of freedom manager has to exercise authority
Range of freedom team members have to exercise
their authority
Team-centred leadership
Manager makes independent decision and announces
it
Manager develops and presents a variety of
approaches for the team to decide on
Team develops different approaches to solve
problem works with management to implement
Team makes decision within its scope of authority
Team is responsible for decision, defines the
problem and solution
Manager decides team direction and sells plan
to team
59
Stages of Team Development
Adjourning
Group disperses / completion of task
Begin to share common commitment and purpose
Performing
Team is buzzing
Norming
Get together, introductions involved - ritual
sniffing
Storming
Voice differences, jockeying for position
Tuckman, B. Jensen, N. (1977)
Forming
60
Woodcocks Analysis of Team Development

• The Undeveloped Team
• The Experimenting Team
• The Consolidating Team
• The Mature Team
• Woodcock, M. (1979),
• Team Development Manual,
• Gower

61
The Undeveloped Team

• Feelings are avoided
• Objectives are uncertain
• The leader takes most of the decisions.

62
The Experimenting Team

• Issues are faced more openly
• Listening takes place
• The group may become temporarily introspective.

63
The Consolidating Team

• Personal interaction is established on a
  co-operative basis
• the task is clarified
• objectives are agreed
• tentative procedures are implemented.

64
The Mature Team

• Feelings are open
• a wide range of options are considered
• working methods are methodical
• leadership style is contributory
• individuals are flexible
• the group recognises its responsibility to the
  rest of the organisation.

65
Teams - analysis

• MBTI (Myers Briggs Type
  Indicators -1979)
• Bernes Theory of Transactional Analysis

• Belbin Team Types - Self Perception Inventory

66
Teams - MBTI
Myers-Briggs Type Indicator - instrument for
measuring a persons preferences
(1) extraversion/introversion (2) sensate/intuiti
ve (3) thinking/feeling (4) judging/perceivi
ng
resulting in 16 personality types
67
Acts more slowly Take time for new
ideas Energised by periods of loneliness Driven
by inner conviction
React quickly Action Loneliness awkward Follow
majority/energy

• 1 Attitudes
• extrovert
• Introvert
• 2 Functions
• Perception functions
• sensing
• Intuition
• Judgement functions
• thinking
• feeling

Possibilities Solutions not based on facts
Reality Facts/Information Details
Analytical, particular, precise and
logical Intellectual not emotional
Other peoples feelings Dislike analysis Own
values and dislikes Prefer to work with others
68
Teams - PAC (Berne)

• Transactional Analysis
• a way of understanding behaviour
• studies decision and communications
• ego (PAC - Parent/Adult/Child)
• experiences tape
• words, voice and gestures.

69
Team-roles (Belbin)
What is a team role?

• A tendency to behave, contribute and
  interrelate with others in a particular way.

(Dr Meredith Belbin, Henley Management College)
70
Team-roles (Belbin)

• Action-oriented roles
• Shaper, Implementer, and Completer-Finisher
• People-oriented roles
• Co-ordinator, Teamworker and Resource
  Investigator
• Cerebral roles
• Plant, Monitor-Evaluator and Specialist

71
Team Roles -Obeng

• Solver
• Doer
• Checker
• Carer
• Knower

72
Team Roles Margerison McCann 1995

• Creators Innovators
• Explorer Promoters
• Assessor Developers
• Thruster Organiser

• Concluder Producers
• Controller Inspectors
• Upholder Maintainers
• Reporter - Advisers

Plus a Linker role, coordinating and integrating
groups- can be learned from experience
73
Team-roles (Belbin)

• Action-oriented roles
• Shaper, Implementer, and Completer-Finisher
• People-oriented roles
• Co-ordinator, Teamworker and Resource
  Investigator
• Cerebral roles
• Plant, Monitor-Evaluator and Specialist

74
According to Belbin
Each team member contributes towards achieving
the teams objectives by performing -

• a functional role (determined by their
  professional and/or technical knowledge)
• a team role (determined by their characteristic
  pattern of team interaction).

75
The team needs an optimal balance in both
functional and team roles
That balance is dependent on the goals and tasks
that the team faces.
76
What is needed is not well balanced individuals,
but individuals who balance well with each
other. Belbin 2003
77
The effectiveness of the team will be promoted by
the extent to which members correctly recognise
and adjust themselves to the relative strengths
of the team, both in expertise and ability to
engage in specific team roles.
78

• Personal qualities make members suitable for some
  team roles while limiting the likelihood that
  they can perform others.

79
A team can only deploy its technical resources to
best advantage when it has the requisite range of
team roles to ensure sufficient teamwork.
80
The underlying principles must be in place before
the nature of the team becomes important.
81
Belbins Ideal Team

• One Co-ordinator or one Shaper
• One Innovator
• One Monitor-Evaluator
• One or more
• Implementer
• Team worker
• Resource Investigator
• One Finisher-Completer

82
ActivityBelbins Self Perception Inventory
83
Activity Belbins Team Tasks Exercise
84
Before the exercise..
1 Read the handout on Belbins Team types
individually, before coming together as a group.
2 In your group discuss the various team-role
types present . What sort of balance or
imbalance is there?
3 Compare the make-up of your team to that of
Belbins ideal team.
4 What, if any, essential roles are missing?
5 Determine who can double up on roles to get
the team composition as close as possible to the
Belbin ideal. If necessary some of you MUST
agree to adopt roles that are not your naturally
preferred ones.
85
After the Team Task Brief..
6 In light of your team role analysis, how well
do you think your team will perform against the
given targets and objectives for this exercise?
7 In the context of this task what do you think
will be your teams strengths and weaknesses?
86
After the exercise..
8 Compare your predictions for your teams
performance with what actually happened.
9 Why do you think your team performed the way
it did?
10 Did the members conform to Belbins type? For
those who had to double up on roles, how
difficult was it to do so?
11 Was anyone obliged to adopt a role that was
not one of their naturally preferred ones? If
so, how did they feel about doing so, and how
successful were they in role?
12 What effect, if any, will what you
experienced today have on your approach to team
working in your work situation?.
87
Belbins Ideal Team

• One Co-ordinator or one Shaper
• One Innovator
• One Monitor-Evaluator
• One or more
• Implementer
• Team worker
• Resource Investigator
• One Finisher-Completer

88
The team needs an optimal balance in both
functional and team roles
That balance is dependent on the goals and tasks
that the team faces.
89
(No Transcript)
90
Beyond Team Roles

• Managers who sit down and and play at human
  engineering by trying to select exactly the right
  sort of combination of team-role members usually
  end up in a state of confusion.

91
Beyond Team Roles

• The key to success does not appear to lie in the
  selection of team members - you only have to look
  briefly at team sports to find examples of
  talented individuals working together poorly as a
  team.

92
Beyond Team Roles

• Instead, success is often characterised by the
  genuine granting of power and responsibility to
  teams so that they can solve their own problems.

Michael CusumanoHow Microsoft makes large teams
work like small teams, Sloan Management Review,
No. 1, Autumn 1997.
93
So then, what factors have to be present to make
a team effective?
94
Effective Teams
Persistence in the pursuit of goals but creative
flexibility in the strategies used to get there
Tenacity and inventiveness in the face of
obstacles
Commitment to quality and a high expectation of
themselves and others
Clear understanding of the strategy and
philosophy of their parent organisation
95
Effective Teams
Strong communication of their purpose both within
and outside the group
Optimism in the face of obstacles
Energy, excitement and commitment to success
Constant exploration of how to do things better
Willingness to value people for their knowledge,
competence and contribution rather than their
status.
Hastings et al (1996) The superteam solution
successful teamworking in organisations.
Aldershot Gower
96
Eleven Building Blocks to Team Effectiveness

• Balanced roles
• Clear objectives and agreed goals
• Openness and confrontation
• Support and trust
• Co-operation and conflict.

• Sound procedures
• Appropriate leadership
• Regular review
• Individual development
• Good communications
• Sound inter-group relations.

(Woodcock Francis)
97
How effective is your team?
98
Module BMG 340J4 Assignment
a) What are the strengths and weaknesses of
Belbins team role theory as a guide for a
manager wishing to construct a team that will be
effective?
b) Identify and describe situations from your
own work in which team role analysis would be
relevant to improving team performance. How
would you apply the technique and how would you
use the results?
99
(No Transcript)
100
(No Transcript)
101
(No Transcript)
102
Teams - Guidelines for Design

• Set clear goals for the results to be produced by
  the team
• Specific, Measurable, Achievable (Acceptable),
  Realistic, Time-bound, Extending capabilities,
  Rewarding
• Set clear goals for the effectiveness of the team
  process
• attain 90 participation of all members during
  first 6 weeks.

103
Teams - Guidelines for Design (contd)

• Determine time frames for commencing and
  terminating the team (if applicable)
• Determine the type of team
• problem solving, committee, permanent, etc
• Determine the membership of group
• expertise needed, knowledge and skills
• Determine the structure of the group
• number, frequency of meetings, leader, etc.

104
Teams - Guidelines for Design (contd)

• Determine the process of the group
• open discussion, action planning, problem
  solving, decision making, generating
  recommendations, etc
• Identify any needs for training and materials
• Identify costs to provide necessary resources for
  the team.

105
Teams - Guidelines for Design (concluded)

• Plan the first meeting
• communicate goals, why members selected, benefit
  of goals to organisation, time frame, leadership,
  when, where to meet etc.
• Early on, plan team building activities
• Support team meetings and processes.