Team Dynamics & Management Part 2
Team Dynamics & Management
Last week
Team structures Why teams? Belbins team roles Handys team roles Team life-cycle
Team Dynamics & Management
This week
Elements of management Management versus leadership Leadership
Qualities Sources of power Tasks Range of styles Motivation
Elements of Management
Planning
develop a plan of action for the future
Organising
providing resources to carry out activities
Command
maintaining activity among staff
Communication
Co-ordination
harmonising activities and effort
Control
verify against plans, instructions, standards
Management versus Leadership
Management: Getting things done through other people
Task related
Management versus leadership
Leadership: Personal commitment Motivating
getting people to want to do things
A leader does not need to be a manager
People related
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Sources of Power
Ability to reward Ability to punish Formal position Technical expertise Charisma
(French and Raven)
Level of power changes over time: Be nice to people you meet on the way up youll have to meet them again on the way down
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Leadership tasks
Leadership tasks involve balancing three basic overlapping project needs:
Task needs Team needs Individual needs
(Adair, 1989, from Yeates & Cadle, 1996: Burke, 1999)
Leadership: Overlapping circles
Task needs
Team needs
Individual needs
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Leadership tasks
Leaders task activities:
Achieving project objectives Defining tasks Planning work Allocating resources Assigning responsibilities Monitoring progress and checking performance Controlling quality
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Leadership tasks
Leaders team activities:
Building team & maintaining team spirit Developing cohesive work methods Setting standards & maintaining discipline Setting up team communication systems Training team members Appointing sub-leaders
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Leadership tasks
Leader activities dealing with individuals:
Developing the individual Balancing group & individual needs Rewarding good performance Support for individual problems
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Leadership tasks
Leaders need to ensure that each individual has the necessary skills to form an active part of the team to carry out the task required
Project success is affected by the teams
problem-solving and decision-making skills
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Leadership styles
Range of styles:
from Autocratic to Democratic
Appropriate style will change depending on The organisation The team The particular project circumstances The leader must be flexible
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Leadership styles
Autocratic (isolated decision)
manager solves problem/makes decision alone no communication with team
Autocratic (informed decision)
manager obtains information from staff make decision/solves problem alone (Burke, 1999, p. 278)
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Leadership styles
Consultative Autocratic (individual discussion)
manager shares problems with members of team on
an individual basis, gathering ideas and suggestions makes decision/solves problem alone
Consultative Autocratic (team discussion)
manager shares problem with staff group makes decision/solves problem alone
(Burke, 1999, p. 278)
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Leadership styles
Democratic
manager shares problem with staff group make decision together: majority vote
Laissez-faire
manager gives problem to team team makes decision policy of non-interference
(Burke, 1999, p. 278)
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Leadership styles
Tannenbaum & Schmidt identified 4 styles of leadership:
Tells (autocratic) Sells Consults Joins (democratic)
(from Yeates & Cadle, 1996)
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Motivation
What makes people perform well? Why work harder on some tasks than others? Motivation can be independent of ability Examine theories:
FW Taylors scientific management
McGregors theory X and theory Y Maslows hierarchy of needs Alderfers ERG theory Herzbergs motivation-hygiene theory Happiness at Work Index
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Taylor: Scientific Management
High wages are a sufficient motivator
improved lifestyle mark of success meeting needs (buying essentials and luxuries)
job viewed in relation to other jobs
Problems
intensive pace of work to maintain high wages higher pay might lead to job losses social groupings within organisation ignored
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McGregor: Theory X and Theory Y
Theory X
people dislike work and will avoid it people must be coerced to get them to work promise of rewards is not enough change must be imposed
Theory Y
effort in work is as natural as play or rest individuals work without coercion commitment related to reward and achievement people seek rather than avoid responsibility staff have potential for creative work
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Maslow: Hierarchy of Needs
SelfActualisation
Esteem
Social
Safety Physiological
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Maslow: Hierarchy of Needs
Physiological needs
Basic needs which must be satisfied first Provision of food, water and shelter
Enough money to live on
SelfActualisation Esteem
Social
Safety
Physiological
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Maslow: Hierarchy of Needs
Safety needs
Freedom from danger Freedom from pain
Security of income
Security of employment
SelfActualisation Esteem
Social
Safety
Physiological
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Maslow: Hierarchy of Needs
Social needs
Acceptance by others (work group and community) Well-known employer Working in a group sense of belonging Family and friends Socialising
SelfActualisation Esteem
Social
Safety
Physiological
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Maslow: Hierarchy of Needs
Esteem needs
Self and peer respect Ability to plan and organise ones work
Reputation and recognition
Status
SelfActualisation Esteem
Social
Safety
Physiological
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Maslow: Hierarchy of Needs
Self-actualisation (self-fulfilment) needs
Highest order needs All other needs must be satisfied
Being the best that you can be
Personal development
SelfActualisation Esteem
Social
Safety
Physiological
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Alderfer: ERG Theory
Growth
Relatedness
Existence
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Herzberg: Motivation-Hygiene Theory
What influences satisfaction in work?
What influences dissatisfaction in work? These factors are independent Influencing satisfaction are motivators Influencing dissatisfaction are
hygiene factors (or maintenance factors)
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Herzberg: Motivation-Hygiene Theory
Hygiene factors
Company policy & administration Quality & level of supervision
Interpersonal relations
Working conditions Salary
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Herzberg: Motivation-Hygiene Theory
Motivators
Achievement Recognition
Responsibility
Advancement The work itself
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Top ten factors that make us happy at work
friendly, supportive colleagues enjoyable work good boss or line manager good work/life balance varied work belief that we're doing something worthwhile feeling that what we do makes a difference being part of a successful team recognition for our achievements competitive salary
From: Happiness at Work Index, Research report 2007, Chiumento
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Top ten factors that make us unhappy at work
lack of communication from the top uncompetitive salary no recognition for achievements poor boss/line manager little personal development ideas being ignored lack of opportunity for good performers lack of benefits work not enjoyable not feeling what I do makes a difference
From: Happiness at Work Index, Research report 2007, Chiumento
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Positive versus negative factors
"...other indicators of work success, such as reward, recognition, and promotion prospects...do not...make people feel very happy" "Rewards such as pay and benefits may...not make us happy but their absence in the workplace can cause unhappiness" "Time and again, the importance of leadership communication is clear, but too many businesses persist with ineffective communication which directly impacts on employee happiness.
From: Happiness at Work Index, Research report 2007, Chiumento
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Motivation
Theories of Maslow, Alderfer & Herzberg are related
Research in the Happiness at Work Index confirmed this Hygiene factors correspond to lower order needs
do not increase satisfaction absence increases dissatisfaction create satisfaction
Motivators correspond to higher order needs
...but different people are motivated by different factors ...money doesnt buy happiness
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References and further reading
Burke, R (1999) Project Management: Planning and Control
Techniques, Wiley (or more recent editions) Handy, CB (1979) Understanding Organisations, Penguin Machiavelli N (1986) The Prince (translated by George Bull), Penguin Maylor H (1999). Project Management (2nd Edition), Pitman Publishing Pugh DS (editor) (1981) Organisation Theory, Penguin Cadle J & Yeates (2001) Project Management for Information Systems, Pitman Publishing Chiumento (2007) Happiness at Work Index, Research report 2007
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