1. CTP 108 Computer Programming for Business
ORKUN ATASAY
DOĞUKAN DOĞU

2. Importance of team work during the development of a project
Importance of team work during the development of a project. · Neccesity of a group in order to finalise a project · Formation of a group · Advantages and disadvantages of groups. · Specifications of a team(group) leader?

3. UNDERSTANDING WORK TEAMS
Explain the growing popularity of teams in organizations
Contrast teams with groups
Identify four types of teams
Specify the characteristics of effective teams
Explain how organizations can create team players
Describe conditions when individuals are preferred teams

4. Why have teams become so popular?
Motivational properties of teams
Employee involvement
Call on customers
Know the products
By travelling and speaking

5. Differences between groups and teams
Work group
Work team

6. Comparing Work Groups and Work Teams
Share information
Neutral (sometimes negative )
Individual
Random and varied
Collective performance
Positive
Individual and mutual
Complementary
Goal
Synergy
Accountability
Skills

7. Types of teams Most common types of teams 1-Problem – solving teams
2-Self – managed teams
3-Cross – functional teams
4-Virtual teams

8. Problem – solving teams
Four Types of Teams ?
Technology
Cross-functional
Problem-solving
Self-managed
Virtual

9. Self – managed teams Four Types of Teams ? Technology Cross-functional
Problem-solving
Self-managed
Virtual

10. Cross – functional teams
Four Types of Teams ?
Technology
Cross-functional
Problem-solving
Self-managed
Virtual

11. Virtual teams Four Types of Teams ? Technology Cross-functional
Problem-solving
Self-managed
Virtual

12. Creating effective teams
Team Effectiveness Model
Context
- Adequate resources
- Leadership and structure
- Climate of trust
- Performance evoluation and reward systems
Composition
- Abilities of members
- Personality
- Allocating roles
- Diversity
- Size of teams
- Member flexibility
- Member preferences
Work design
- Autonomy
- Skill variety
- Task identity
- Task significance
Process
- Common purpose
- Specific goals
- Team efficacy
- Conflict levels
- Social loafing
Team effectiveness

13. CONTEXT Adequate resources Leadership and structure Climate of trust
Performance evaluation and reward systems

14. COMPOSITION 1) Abilities of members a) Technical expertise
b) Problem solving and decision making skills. (to identify problems)
c) Interpersonal skills. (listening, feedback,etc..)
2) Personality
3) Allocating roles

15. Key Roles of Teams Linker creator promoter Organizer Producer
Controller
Maintainer
Advisor
Encourages the search for more information
Coordinates and integrates
Initiates creative ideas
Fights external battles
Champions ideas after they’re initiated
Offers insightful analysis of options
Assessor
Provides structure
Provides direction and follow-through
Examines details and enforces rules

16. 4) Diversity
5) Size of teams
6) Member flexibility
7) Member preferences

17. WORK DESIGN PROCESS 1) Common purpose 2) Specific goals
3) Team efficacy
4) Conflict levels
5) Social loafing

18. TURNING INDIVIDUALS INTO TEAM PLAYERS
1) The challenge
2) Shaping team players
a) Selection:
The team member can undergo training
To transfer the team member to another unit.
To decide to redesign the jobs around the team
b)Training:
c)Rewards:

19. Team Leader Who is team leader? Specialities of a team leader
To be a team leader?

20. Types of team leaders 1) Employee – oriented leader:
2) Production – oriented leader:

21. Managerial grid of a team leader9 8 7 6 5 4 3 2 1
1,9
5,5
9,1
1,1
9,9
Concern for
people
high
Low
Concern for production
The Managerial Grid

22. Findings from the Fiedler Model
Position power
Good
Poor
performance
Favorable
Moderate
Unfavorable
Task - oriented
Relationship - oriented I II
III IV
VII VI V
VIII
Category
High
Low
Leader-member relations
Task structure
Position power
Findings from the Fiedler Model

23. Matching team leaders and situations
How to improve team leaders’ effectiveness
1) change the leader to fit the situation
2) change the situation to fit the leader

24. Evaluation:
what shows the effectiveness of a team member?

25. Key Characteristics of Charismatic Leaders
Framing:
Inspirational Approaches to Leadership
Charismatic leadership theory
)Vision and articulation. Has a vision – expressed as an idealized goal – that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.
)Personal risk. Willing to take on high personal risk, incur high costs and engage in self- sacrifice to achieve the vision.
)Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings.
)Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms.
Key Characteristics of Charismatic Leaders

26. How charismatic leaders influence followers
Vision
A vision statement
Dark side of charismatic leadership
Level – 5 team leaders

27. Transactional team leaders
Transformational team leaders
Transactional Leader
Contingent Reward: Contracts Exchange of rewards for effort, promises rewards for good Performance, recognizes accomplishments.
Management by Exception (active): Watches and searches for deviations from rules and standarts, takes correct action.
Management by Exception (passive): Intervenes only if standarts are not met.
Laissez – Faire: Abdicates responsibilities, avoids making decisions.
Transformational Leader
Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.
Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.
Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.
Characteristics of Transactional and Transformational Leaders

28. Full range of leadership
Idealized
Influence
Inspirational
Motivation
Intellectual
Stimulation
Individualized
Consideration
Contingent
Reward
Management
by Exception
Lazy - Fairless
Transactional
Transformational
Passive
Ineffective
Active
Effective
Full Range of Leadership Model

29. How transformational leadership works
Evaluation of transformational leadership
Authentic team leaders
Ethics and leadership

30. What is trust Trust and leadership Trust Dimensions Integrity
Competence
Consistency
Loyalty
Openness

31. Substitutes and Neutralizers for Leadership
Types of trust
1) deterrence – based trust
2) knowledge – based trust
3) identification – based trust
Substitutes and Neutralizers for Leadership
Defining Characteristics
Relationship-
Oriented
Leadership
Task-
Individual
Experience / training
Professionalism
Indifference to rewards
Job
Highly structured task
Provides its own feedback
Intrinsically satisfying
Organizations
Explicit formalized goals
Rigit rules and procedures
Cohesive work groups
No effect on
Substitutes for
Neutralizes