Self Management Team

Self Management TeamsSLDC Sentul City

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JOHARI WINDOW(Joe Ingram & Harry Luft)

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JOHARI WINDOW(Joe Ingram & Harry Luft)

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“To connect to people at the deepest level, you need

stories”

-Rob Mckee-

Source by : Markplus

Stories are like viruses.

They are ubiquitous–we all ’get’ stories, no matter where we’re from

They are contagious–tell a story to someone, and if it resonates it’ll spread; the most powerful stories demand to be retold, again and again.

They stick–through the re-telling, they embed themselves In our own and our shared memory

Source by : Markplus

Experience (good or bad), is always

an interesting story to tell

Source by : Markplus

But True Experienceis always

an interesting story

Source by : Markplus

Stage of Team Development

1. FORMING (Tahap Awal)A stage of initial orientation and interpersonal Testing.

People begin to identify with other members and with the team itself.

2. STORMINGA stage of conflict over tasks and working as a team.

3. NORMINGA stage of consolidation around task and operatingagendas.Members of the team begin to coordinate as working unit and tend to operate with shared rules of conduct.

4. PERFORMINGA stage of teamwork and focused task performance.

The main challenges - Continue refining the operations- Working together as an integrated unit

5. ADJOURNINGA stage of task completion and disengagement

Common in temporary groups which operate in the form of committees, tasks forces and project teams

GROUPS vs TEAMS

All TEAMS ARE GROUP, but Not All GROUPS ARE TEAMS.

GROUP is characterized by individual self –interest.GROUP is simply collection of people working together.

A TEAM is a unit of interdependent individuals withcomplimentary skills who are committed to a commonpurpose and set of performance goals and to commonexpectations, for which they hold themselves accountable

GROUP TEAMSFocused performance and goals sharing information, insight and perspectives

reliance on individual abilities making decisions that support each individual to do his/her job betterreinforcing each others individual performance standards

Team Members shared responsibility more indenpendentlyLeadership hierrarchical participative or empowerment-oriented

ADVANTAGES AND DISADVANTGES OF TEAMWORK

ADVANTAGES of Teamwork :

1. Achieve Synergy2. Evaluate one to anothers thinking so can avoid major

errors3. Continous improvement and innovation4. Work environment encourages people to becomne self

motivated, empowered and satisfied with their jobs.5. Satisfy more needs (needs of : affliation, security, self

esteem, and self-fulfillment)

DISADVANTAGES of Teamwork :

1. The members face Pressure to conform to group standards of performance

2. Social Loafing : is the conscious or unconscious tendency by some team members to shirk responsibility by withholding effort toward group goals when they are not individually accountable for their work

3. Group ThinkWhen members of a cohesive group tend to agree on a decision not on the basis of its merit bu because they are willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion.

4. Conflict Cohesive teams can caused conflict with other teams

CHARACTERISTIC OF EFFECTIVE TEAMS

Teams effectiveness has three components :

1. Task performance – the degree to which the teams output (product or service) meets the needs and expectations of those who use it.

2. Group Process – the degree to which members interact or relate in ways that allow the team to work increasingly well together over time

3. Individuals Satisfaction – the degree to which the group experience, on balance, is more satisfying than frustating to team members.

Team Leadership

Having a team leader who can effectively influence the whole team can mean the difference between success and failure.

Self-sacrificing leaders are these who go above and beyond what’s expected of them, they get involved in making things happen.

Team Leaders have an important personal role to play in building effective teams.

Team Cohesiveness & Interdependence

Team Cohesion is the extent to which team members band together and remain committed to achieving team goals. Team Cohesion is increased when :- Team members agree in a common purpose and direction- External parties give high praise and recognition for the

team’s success- The organization encourages and motivates teams to

compete with each other for rewards- Members find they have common ground and similar

attitudes and values and enjoy being on the team

In Highly cohesive teams, the quality of interpesonal relations

and member self-identifications with the team is strong.

Team Composition

Focused on the diversity in knowledge, background and experiences of team members.

Effective teams must have the right mix of the complementary skills, knowledge and ability to perform the team’s job.

Successful teams are both proactive in anticipating the need for conflict resolution and pluralistic in developing conflict resolution strategies that apply to all team members.

Another aspect of team composition is the size of the team.

Small teams are more generally nore effective than larger teams.

Team Structure

Team structure referes to interrelations the determine the assignment of tasks, responsibilities and authority.

The Horizontal : decentralizalized decision making

Organizational Support

The Organization’s Role in Creating Effective Teams• Top Management’s unconditional support• Adequate information and other resources• Flexible task structure• Appropiate size and membership mix• Clearly defined mission and goals• Appropiate power sharing structure – shared

leadership• Competent team leadership• Evaluation and soliciation of feedback on team

effectiveness• Adequate socilization of team members

Creativity Driven

Top management’s role in encouraging creativity is significant. Creativity doesnt work in Hierarchicalcommand-and-control environments. Top Managements has the responsibility to create the appropiate setting and support systems that foster and nourish creativity.

Top Management activities that can enhancecreativity include providing teams with the following :

1. Adequate and quality resources2. Appropiate recognition and rewards3. Flexibility and minimum amount of structure4. Supportive climate and culture

Team Leader activities that can help to enhance team creativity include :

1. Matching members with the right assignments2. Giving team members greater autonomy to do the

job3. Ensuring the availability of adequate time, money

and other resources for the team4. Protecting against “creativity blockers”

TYPE OF TEAMS

1. Functional Teams is a group f employees belonging to the same functional department, such as marketing, R&D, production, human resources, or information systems, who have a common objective.

2. Cross Functional Teamis made up of members from different functional departments of an organization who are brought together to perform unique tasks to create new and non routine products or services.

3. Virtual Teamis one whose members are geographically distributed, requiring them to work together through electronic means with minimal face to face interaction.

4. Self-Managed Team (SMT)are relatively autonomous teams whose members share or rotate leadership responsibilities and hold themselves mutually responsible for a set of performance goals assigned by higher management.

Decision Making in Teams

1. Leader-Centered Decision-Making Model

The leader exercise his / her power to initiate, direct, drige, instruct, and control team members.

- Focus on the tasks and ignore personal feelings and relationships

- Seek opinions and try to get agreement.- Stay in control of the group discussion at all times

and should politely- Discourages members from expressing their

feelings, should strive maintain a rational, logical discussion

- Should guard against threats to his or her authority in the group and should fight if necessary to maintain it.

Leader Points for Success :

2. Team-Centered Decision-Making ModelThe advantages are that it can improve decision quality. The disadvantages are that it can take longer than decisions made alone by a manager

- Listen attentively and observe nonverbal cues to be aware of members need, feelings, interactions, and conflict.

- The leader should be to serve a consultant, advisor, teacher and facilitator.

- The leader should model appropiate leadership behavior and encourage members to learn to perform these behaviors themselves.

- Establish a climate of approval for expression of feelings as well as ideas.

- Should relinquish control to the team and allow it to make final choice in all appropiate kinds of decision

Leader Points for Success :

Leadership Skills for effective Teams Meetings

Three Parts to conduct effective meetings Each meeting should cover the following :1. Identify Objectives

Begin the meeting on time, reviewing progress to date, the group’s objectives, and the purpose/objective for the spesific meeting. If Minutes are recorded, they are ussualy approved at the beginning of the next meeting.

2. Cover Agenda itemsBe sure to cover agenda items in priority order. Try to keep the approximately times, but be flexible. If the dicussion is constructive and members need more time, give it to them; however, if the discussionn is more of destructive argument, move ahead.

3. Summarize and review assignmentEnd the meeting on time. The leader should summarize what took place during the meeting. Were the meeting’s objectives achieved? Review all of the assignment given during the meeting. Get commitment to the tasks that each member should perform for the next or spesific future meetings. Someone should record all assignment.

The Difference between Conventional and Self-Managed Teams.

Self-managed teams differ from traditional teamsin a number of ways. In self-managed teams, roles interchange frequently as members learn to be followers as well as leaders. SMT members develop multiskilled capabilities that make them very flexible in performing various tasks within the team.

The Nature of self-managed teams is one of group empowerment and accountability rather than individual is a significant responsibility, especially since SMT members determine how they will organize themselves to get work done and are responsible not only for their own performance but for that other team members as well

How Team Member Characteristics Impact Self-Managed Team Effectiveness

1. Strong belief in personal accountability2. An internal locus of control coupled with

emotional stability3. Openness to new ideas/viewpoints4. Effective communication5. Good problem-solving skills6. Ability to engender trust7. Good conflict resolutions skills

Benefits of Self-Managed Teams

• Improve in quality, speed, process, and innovation• Create stronger sense of commitment to the work

effort among team members• Have a more satisfied employees and lower

turnover and absenteeism.• Facilitate faster new product development• Grater flexibility in dealing with personnel

shortages due to ilness or turnover• Keep operational costs down because of

reductions in managerial ranks and increased efficiencies.

The Challenges of Implementing Effective Self-Managed Teams

In among members of the nonmanagerial ranks, the transition to SMT-s has much potential for frustation and problems as it does for managers.

The team members must learn new behaviors, the need to adapt to new working environment in which definition of of team work requires a personal, cultural, and behavior conflicts.