BSBWOR502 Lead and Manage Team Effectiveness

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Dwyer2e_ppt_ch06.ppt

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

CHAPTER 6

Ensure team effectiveness

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

Learning objectives

  • LO 6.1 Describe the characteristics of different types of teams, the five stages of group development and four general team roles.
  • LO 6.2 Integrate team purpose statements, key result areas and SMARTTA targets in a team performance plan.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

Learning objectives (cont.)

  • LO 6.3 Outline leadership and management behaviours that facilitate a positive team culture and high levels of performance.
  • LO 6.4 Explain why managers need to liaise with management and other stakeholders.
  • LO 6.5 Describe how ethical behaviour enhances an organisation's image.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

Introduction

Essential requirements for effective team performance include:

  • a sense of purpose and a clear-cut mission
  • meaningful performance objectives or goals for each team member
  • work approaches, procedures and processes designed for efficient and effective task accomplishment

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

Introduction (cont.)

Essential requirements for effective team performance include:

  • support for the common purpose and individual responsibility of each team member's role
  • an appropriate mix of skills, experience and expertise required to accomplish team purpose and tasks.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.1 Types of teams

Teamwork is the cooperative effort by members of a group or team to achieve a common goal.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.1 Types of teams (cont.)

Types of teams:

  • project work teams
  • self-managed work teams
  • cross-functional teams
  • virtual teams
  • management teams.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.1 Types of teams (cont.)

Stages of team development:

  • Stage 1 – Forming
  • Stage 2 – Storming
  • Stage 3 – Norming
  • Stage 4 – Performing
  • Stage 5 – Adjourning

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.1 Types of teams (cont.)

Team leadership and management

Table 6.3 Differentiate between leadership and management

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.1 Types of teams (cont.)

Effective leadership behaviours:

developing a vision and setting goals

making jobs meaningful

representing and supporting team members

giving feedback

developing teamwork

coaching and mentoring

counselling members.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.1 Types of teams (cont.)

Team member roles:

task-related roles

maintenance-related roles

liaison-related roles

dysfunctional roles.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.1 Types of teams (cont.)

Qualities of high-performance teams

Figure 6.1 Qualities of a high-performance team

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.2 Plan to achieve team outcomes

Enhanced performance and teamwork

Figure 6.2 Enhanced performance and teamwork

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.2 Plan to achieve team outcomes (cont.)

Team purpose statements

  • A team purpose statement helps team members achieve their accountabilities by identifying clearly what is to be done, how it is to be done, when it will be done and who will do it.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.2 Plan to achieve team outcomes (cont.)

Team performance plans

  • A team performance plan is a detailed plan used to identify the desired team performance level, tasks and actions to achieve objectives, how team performance will be monitored and measured.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.2 Plan to achieve team outcomes (cont.)

SMARTTA team targets:

  • Specific
  • Measurable
  • Achievable
  • Relevant
  • Time based
  • Trackable
  • Agreed

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams

Facilitate team effectiveness and cohesion

  • Team culture is the moral, social, and behavioural norms of a team based on the beliefs, attitudes, and priorities of its members.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams (cont.)

Team cohesion

  • Is the level of common purpose and commitment among members.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams (cont.)

Team cohesion

Figure 6.3 Relationship between cohesiveness and productivity

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams (cont.)

Groupthink

  • Groupthink is a situation in which a high level of group cohesiveness prevents disagreement, constructive criticism and full assessment of alternatives.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams (cont.)

Empower, acknowledge and reward

Figure 6.4 Keys to empowerment

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams (cont.)

Encourage open communication

  • Communication both written and spoken is a two-way process that can increase understanding and build cooperative or uncooperative working relationships.
  • Successful managers are communication oriented and demonstrate empathy, awareness and concern for others.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams (cont.)

Encourage consultation

  • Consultation is seeking and giving of advice, information and opinion 'in good faith' with a view to reaching agreement.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams (cont.)

Manage effective team meetings:

  • clear purpose, agenda and ground rules
  • discussion and active meaningful participation
  • focus on the agenda items and timely progression through them
  • summaries of main discussion points, action plans and recommendations
  • prompt receipt of minutes and any other follow-up to members.

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Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Dwyer & Hopwood, Management Strategies and Skills, 2e

6.3 Facilitate and empower work teams (cont.)

Respond to resistance, negativity or internal threats:

define the issue

identify who is involved

list each party's concerns

choose agreed option(s).

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