Slide đại cương về lãnh đạo trong tổ chức chaptet 10 leading self managed teams

LEADERSHIP:
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Theory, Application, Skill
Development

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2d Edition

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Robert N. Lussier
and Christopher F. Achua

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This presentation edited and enhanced by:

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George W. Crawford
Asst. Prof. of Mgmt.

Clayton College & State University
Morrow, GA 30260

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Chapter 9

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Leading Self-Managed
Teams
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Nature of self-managed teams.
Difference between traditional & SMT.
Benefits of SMT.
Challenges of implementing SMT
effectively.
Guidelines for improving SMT
effectiveness.
4 stages of group development.
Role of team facilitator in SMT.
Distributed leadership in SMT.

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Chapter 9
Learning Outcomes

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Self-Managed Teams;
Also Known As

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• Self-directing teams

• Self-maintaining teams
• Self-leading teams
• Self-regulated teams

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Operate without managerial supervision
High job satisfaction
High commitment
Make structural and operational decisions

Responsible for tasks as a collective whole
Variety of technical skills
Versatile and flexible

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Nature of
Self-Managed Teams

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SMT

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Characteristics

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Differences from
Traditional Teams

Traditional

Within the team

Outside the team

Team member role

Interchangeable

Fixed

Accountability

Team

Individual

Work effort

Cohesive

Divided

Flexible

Fixed

Multiskilled

Specialized

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Task design

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Leadership

Skills

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Self-Managed Teams

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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

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Make Operating
Decisions

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SelfManaged
Teams Are
Usually
Empowered
to:

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Assign Work

Acquire Supplies
& Materials

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Create Task
Procedures

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Plan Schedules

Interact with
Customers

Perform
Team Member

Evaluations
Deal with
Conflicts

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Characteristics of
Effective Self-Managed
Teams

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• Have clear missions & high
performance standards
• Take stock of equipment, training
facilities, & other resources team
needs
• Devote significant time to planning &
organizing to use available resources
& assess members technical skills
ã High levels of communication
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Stronger Commitment

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Improved Quality
and Efficiency

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Lower Turnover / Absenteeism
Faster Product Development
Flexibility Dealing with
Personnel Shortages

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Potential
Benefits of
Using
Self-Managed
Team

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More Satisfied Employees

Helps Solve Problems &

Suggest Improvements

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Norms

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Membership
Characteristics

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Organizational
Support

Team
Formation
Variables
Champion

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Organizational Support

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• Strong top management
support
• Commitment to allocate
adequate resources
• Compatible culture
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Team Member
Characteristics

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• Strong belief in personal
accountability
• Internal locus of control
• Emotional stability
ã Openness to new ideas and
different viewpoints
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Team Member
Characteristics

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• Effective communicator
• Good problem-solving skills
• Ability to engender trust
ã Good conflict resolution skills

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Norms

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Standards of conduct that
are shared by team
members and which guide
their behaviors

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Champion

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An advocate of the selfmanaged team program who
helps the program obtain
necessary resources and gain
political support from top
management and other
subunits of the organization
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What A Champion Does

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• Explains what self-managed teams
can do for the organization
• Communicates responsibilities,
rules, & norms to the teams
• Ensures that teams meet the goals
and needs of the organization

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What A Champion Does

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• Coordinates efforts of teams
• Helps teams reach decisions that
every employee can support
• Facilitates continuous learning by
team members
ã Builds & maintains trust between
teams and the organization
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To Improve SMT
Effectiveness

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• Ensure change to supportive
culture, structure, & climate
• Have a well-thought-out vision
of SMTs
• Allow time for bonding
• Provide adequate training
ã Provide objective goals,
incentives, & infrastructure
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To Improve SMT
Effectiveness

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• Ensure resources are adequate
• Create a sense of empowerment
• Develop team-based
measurements & feedback

• Recruit and train team
facilitators
• Do not overreact at first crisis
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Top
Management
Support &
Commitment

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Strong &
Experienced
Facilitator

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SelfManaged
Group
Success
Factors

Unambiguous
Goals &
Objectives

Appropriate
Compensation
Structure

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Appropriate
Task Design

Adequate
Information
System

Appropriate

Scope of
Authority
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Stages
of
Group
Development

Norming

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Storming

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Forming

Performing

Adjourning

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Less Commitment

Low Competence

Some Competence

Members come
committed but
have not developed

competence in
working together.

Members become
dissatisfied with
the team as they
develop
confidence.

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Appropriate Leadership Style
Clarify team
objectives &
roles

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Consult

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Decide

Performing

Variable Commit.

High Commitment

High Competence

High Competence

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High Commitment

Norming

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Storming

Commitment
changes while
competence
remains constant.

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Forming

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Stages of Team
Development

Develop
competence
& relationships

Facilitate
Focus on
Supportive
relationships

Commitment and
competence remain
high

Delegate

Group provides
own task &
relationship
behaviors
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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

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SMT Facilitator

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SMT Facilitator
Team Building Activities

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• Open forums to resolve
interpersonal conflict
• Create opportunities for
social interaction
ã Increase mutual acceptance
& respect between members
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