1. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-1 LEADERSHIP: Theory, Application, Skill Development 2d Edition Robert N. Lussier and Christopher F. Achua This presentation edited and enhanced by : George W. Crawford Asst. Prof. of Mgmt. Clayton College & State University Morrow, GA 30260 georgecrawford@mail.clayton.edu

2. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-2 Chapter 9 Leading Self-Managed Teams

3. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-3 Chapter 9 Learning Outcomes Nature of self-managed teams.Nature of self-managed teams. Difference between traditional & SMT.Difference between traditional & SMT. Benefits of SMT.Benefits of SMT. Challenges of implementing SMT effectively.Challenges of implementing SMT effectively. Guidelines for improving SMT effectiveness.Guidelines for improving SMT effectiveness. 4 stages of group development.4 stages of group development. Role of team facilitator in SMT.Role of team facilitator in SMT. Distributed leadership in SMT.Distributed leadership in SMT.

4. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-4 Self-Managed Teams; Also Known As Self-directing teamsSelf-directing teams Self-maintaining teamsSelf-maintaining teams Self-leading teamsSelf-leading teams Self-regulated teamsSelf-regulated teams

5. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-5 Nature of Self-Managed Teams Operate without managerial supervisionOperate without managerial supervision High job satisfactionHigh job satisfaction High commitmentHigh commitment Make structural and operational decisionsMake structural and operational decisions Responsible for tasks as a collective wholeResponsible for tasks as a collective whole Variety of technical skillsVariety of technical skills Versatile and flexibleVersatile and flexible

6. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-6 Differences from Traditional Teams CharacteristicsSMTTraditional Leadership Within the team Outside the team Team member role InterchangeableFixed AccountabilityTeamIndividual Work effort CohesiveDivided Task design FlexibleFixed SkillsMultiskilledSpecialized

7. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-7 Self-Managed Teams Relatively autonomous work groups in which the responsibilities and obligations traditionally maintained by management have been transferred to a group of people who perform a complex task with highly interdependent activities

8. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-8 Acquire Supplies & Materials Deal with Conflicts Interact with Customers Perform Team Member Evaluations Make Operating Decisions Create Task Procedures Assign Work Plan Schedules Self- Managed Teams Are Usually Empowered to:

9. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-9 Characteristics of Effective Self-Managed Teams Have clear missions & high performance standardsHave clear missions & high performance standards Take stock of equipment, training facilities, & other resources team needsTake stock of equipment, training facilities, & other resources team needs Devote significant time to planning & organizing to use available resources & assess members technical skillsDevote significant time to planning & organizing to use available resources & assess members technical skills High levels of communicationHigh levels of communication

10. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-10 Stronger Commitment Improved Quality and Efficiency Improved Quality and Efficiency More Satisfied Employees Lower Turnover / Absenteeism Faster Product Development Flexibility Dealing with Personnel Shortages Flexibility Dealing with Personnel Shortages Helps Solve Problems & Suggest Improvements Helps Solve Problems & Suggest Improvements Potential Benefits of UsingSelf-ManagedTeamPotential UsingSelf-ManagedTeam

11. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-11 TeamFormationVariables Organizational Support Membership Characteristics Norms Champion

12. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-12 Organizational Support Strong top management supportStrong top management support Commitment to allocate adequate resourcesCommitment to allocate adequate resources Compatible cultureCompatible culture

13. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-13 Team Member Characteristics Strong belief in personal accountabilityStrong belief in personal accountability Internal locus of controlInternal locus of control Emotional stabilityEmotional stability Openness to new ideas and different viewpointsOpenness to new ideas and different viewpoints

14. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-14 Team Member Characteristics Effective communicatorEffective communicator Good problem-solving skillsGood problem-solving skills Ability to engender trustAbility to engender trust Good conflict resolution skillsGood conflict resolution skills

15. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-15 Norms Standards of conduct that are shared by team members and which guide their behaviors

16. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-16 Champion An advocate of the self- managed team program who helps the program obtain necessary resources and gain political support from top management and other subunits of the organization

17. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-17 What A Champion Does Explains what self-managed teams can do for the organizationExplains what self-managed teams can do for the organization Communicates responsibilities, rules, & norms to the teamsCommunicates responsibilities, rules, & norms to the teams Ensures that teams meet the goals and needs of the organizationEnsures that teams meet the goals and needs of the organization

18. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-18 What A Champion Does Coordinates efforts of teamsCoordinates efforts of teams Helps teams reach decisions that every employee can supportHelps teams reach decisions that every employee can support Facilitates continuous learning by team membersFacilitates continuous learning by team members Builds & maintains trust between teams and the organizationBuilds & maintains trust between teams and the organization

19. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-19 To Improve SMT Effectiveness Ensure change to supportive culture, structure, & climateEnsure change to supportive culture, structure, & climate Have a well-thought-out vision of SMTsHave a well-thought-out vision of SMTs Allow time for bondingAllow time for bonding Provide adequate trainingProvide adequate training Provide objective goals, incentives, & infrastructureProvide objective goals, incentives, & infrastructure

20. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-20 To Improve SMT Effectiveness Ensure resources are adequateEnsure resources are adequate Create a sense of empowermentCreate a sense of empowerment Develop team-based measurements & feedbackDevelop team-based measurements & feedback Recruit and train team facilitatorsRecruit and train team facilitators Do not overreact at first crisisDo not overreact at first crisis

21. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-21 Self-ManagedGroupSuccessFactors Appropriate Compensation Structure Appropriate Task Design Adequate Information System Appropriate Scope of Authority Top Management Support & Commitment Strong & Experienced Facilitator Unambiguous Goals & Objectives

22. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-22 StormingPerforming Forming StagesofGroupDevelopmentStagesofGroupDevelopment Norming Adjourning

23. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-23 Stages of Team Development Storming Less Commitment Some Competence Members become dissatisfied with the team as they develop confidence. Forming High Commitment Low Competence Members come committed but have not developed competence in working together. Norming Variable Commit. High Competence Commitment changes while competence remains constant.Performing High Commitment High Competence Commitment and competence remain high Appropriate Leadership Style DecideConsultFacilitateDelegate Clarify team objectives & roles Develop competence & relationships Focus on Supportive relationships Group provides own task & relationship behaviors

24. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-24 SMT Facilitator An external leader of a self-managed team whose job is to create a supportive environment where team members take on responsibilities to work productively and solve complex problems on their own

25. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-25 SMT Facilitator Team Building Activities Open forums to resolve interpersonal conflictOpen forums to resolve interpersonal conflict Create opportunities for social interactionCreate opportunities for social interaction Increase mutual acceptance & respect between membersIncrease mutual acceptance & respect between members

26. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-26 SMT Facilitator Team Building Activities Highlight mutual interests of team membersHighlight mutual interests of team members Increase team identificationIncrease team identification Use team-oriented incentives to foster teamworkUse team-oriented incentives to foster teamwork

27. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-27 Distributed Leadership A collection of roles and behaviors that can be divided, shared, rotated, and used sequentially or concomitantly in a SMT environment.

28. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-28 Distributed Leadership Practice in SMTs Organizing roleOrganizing role Envisioning roleEnvisioning role Social roleSocial role Networking roleNetworking role

29. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-29 High-Involvement Management Team EmpowermentTeam Empowerment Moves power, information, knowledge, and rewards further down the organization.Moves power, information, knowledge, and rewards further down the organization.

30. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-30 Discussion Question 1 What is the depth of decision-making latitude commonly found in self-managed teams?What is the depth of decision-making latitude commonly found in self-managed teams?

31. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-31 Discussion Question 2 1.? 2.? 3.? 4.? Describe 4 key characteristics of effective SMTs.

32. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-32 Discussion Question 3 Briefly discuss some of the potential benefits of using self-managed teams.Briefly discuss some of the potential benefits of using self-managed teams.

33. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-33 Discussion Question 4 How many members should a self- managed team have?

34. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-34 Discussion Question 5 What is the role of a champion?

35. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-35 Discussion Question 6 Why do SMTs need top management support?

36. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-36 Discussion Question 7 Why do SMTs need strong and experienced facilitators?

37. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-37 Discussion Question 8 What is the difference between distributive leadership and high- involvement management?

38. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-38 Discussion Question 9 Do all teams go through all stages of development? Do all teams go through all stages of development? 1.Forming 2.Storming 3.Norming 4.Performing

39. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-39 Discussion Question 10 Do commitment and competence increase through each stage of team development?

40. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 9-40 Discussion Question 11 Describe the four success factors that, if present, can ensure the effectiveness of self- managed teams.