Team Dynamics & Management
Team Dynamics & Management Team structures Why teams? Belbin’s team roles Handy’s team roles Team life-cycle Elements of management Management versus leadership Leadership 2
Team structures Functional structure Project structure Matrix structure 3
Organisation Hierarchy Functional structure Chief Senior Senior Senior Middle Middle Middle Middle Junior Junior Junior Junior Junior Traditional vertical reporting structure within an organisation Reporting lines based on function (e.g. departments) Useful for minor projects or highly specialist (not multidiscipline) projects Pool of specialist resources Low management set-up cost 4
Organisation Hierarchy Functional structure Chief Senior Senior Senior Middle Middle Middle Middle Junior Junior Junior Junior Junior Staff may have little commitment to project Department work may be higher priority Need to ‘pass the baton’ between departments for multidiscipline projects No single point of responsibility Communication with client and other departments difficult Decision making slow 5
Project structure Useful for large projects Project manager has authority as well as responsibility Single (and clear) reporting line Single point of responsibility Improved communication with client Quicker decision making Team committed to project 6
Project structure Different skills required at different stages Difficult to schedule all staff efficiently Knowledge management difficult as staff leave and new staff employed Project manager has more administration Project can take on a life of its own Lack of job security 7
Director of Director of IS Director of Matrix structure Computing Courses Multimedia Courses Courses Head of Computing Dr Anvil Ms Box Mr Court Department Head of IS Department Mrs Day Dr Elder Mr Fry Director of Multimedia Ms Gray Mr Hall Dr Ivan Department Mixture between functional and project structure Different ‘flavours’ of matrix structures depending on the level of authority given to project manager Can be a flexible way to organise a project Project retains a single point of responsibility but staff remain in functional departments 8
Director of Director of IS Director of Matrix structure Computing Courses Multimedia Courses Courses Head of Computing Dr Anvil Ms Box Mr Court Department Head of IS Department Mrs Day Dr Elder Mr Fry Director of Multimedia Ms Gray Mr Hall Dr Ivan Department Two bosses problem for staff Reporting can be difficult Who has final say? Potential for conflict between project manager and departmental managers Staff appraisal can be difficult 9
Why teams? Teams win! Volume of work Range of skills Support Motivation Generation of ideas Risk sharing (safety in numbers) The whole is greater than the sum of the parts (synergy) 10
Belbin’s nine team roles Initially Belbin proposed eight roles (1981) Revised (1993) with an additional role: specialist and renaming two roles: chairperson co-ordinator, company worker implementer The “ strengths ” & “ allowable weaknesses ” are identified for each role type 11
Belbin’s nine team roles Note that some “ allowable weaknesses ” are “ strengths ” taken to an extreme ...you can have too much of a good thing! There are also “ non-allowable weaknesses ”, where a weakness becomes too extreme 12
Belbin’s nine team roles Co-ordinator (Chair) Good chairperson Good delegation skills Confident and mature Manipulative Delegates personal work Takes credit for the team’s work (Maylor, 1999 & Belbin 1993) 13
Belbin’s nine team roles Shaper Challenging and dynamic Works well under pressure Overcomes problems Pushes the team forward Insensitive Provokes others Cannot retrieve situation with good humour (Maylor 1999 & Belbin 1993) 14
Belbin’s nine team roles Innovator (Plant) Generates ideas Creative Unorthodox Alternative approach to difficult problems Ignores the detail Poor communicator “Ownership”, when team work would be better (Maylor 1999 & Belbin 1993) 15
Belbin’s nine team roles Monitor evaluator Strategic thinker Good judgement Looks at the big picture and all options Sober Doesn’t inspire others Too critical Can become cynical (Maylor 1999 & Belbin 1993) 16
Belbin’s nine team roles Implementer (company worker) Disciplined Reliable and efficient Turns ideas and plans into practical action Inflexible Slow to respond to new possibilities Obstructive towards change and new ideas (Maylor 1999 & Belbin 1993) 17
Belbin’s nine team roles Teamworker Co-operative Diplomatic Good listener Perceptive Indecisive Easily influenced Avoids high pressure situations (Maylor 1999 & Belbin 1993) 18
Belbin’s nine team roles Resource investigator Extrovert Enthusiastic and explores opportunities Good communicator Builds and develops contacts Overoptimistic Quickly loses interest once novelty has worn off Neglects clients by failing to follow up (Maylor 1999 & Belbin 1993) 19
Belbin’s nine team roles Completer (Completer/Finisher) Conscientious Anxious Locates errors Delivers on time Worries and ‘nit - picks’ Reluctant to delegate Can become obsessive (Maylor 1999 & Belbin 1993) 20
Belbin’s nine team roles Specialist Self-starter Dedicated Expert Dwells on technicalities Only contributes in areas of expertise Doesn’t look at the overall picture Disregards issues outside own specialism (Maylor 1999 & Belbin 1993) 21
Handy’s four team roles Captain leader Administrator gets things organised and done Driver will push the task through Expert has knowledge and ideas 22
Handy’s four team roles How do Handy’s roles relate to Belbin’s ? Captain relates to Co-ordinator, Shaper, Monitor Evaluator Administrator relates to Implementer, Completer, Teamworker Driver relates to Co-ordinator, Shaper, Resource Investigator Expert relates to Innovator, Specialist 23
Belbin & Handy: Comparing team roles Implementer Teamworker investigator Completer Evaluator Innovator Specialist Resource Belbin: Monitor Finisher Shaper Chair Handy: Captain Administrator Driver Expert 24
Team life-cycle Forming (Collection) Individuals come together to achieve project goals Enthusiasm Rely on the leader Finding out what is expected (Lake, 1996 & Maylor, 1999) 25
Team life-cycle Storming (Entrenchment) Find out where each other stand on issues Unwilling to be persuaded Competition for power Sub-groups formed Disillusionment with goals Unproductive (Lake, 1996 & Maylor, 1999) 26
Team life-cycle Norming (Resolution/accommodation) Disagreements resolved Constructive environment Confidence and trust grows Team ‘norms’ agreed Productivity starts to improve (Lake, 1996 & Maylor, 1999) 27
Team life-cycle Performing (Synergy) Whole is greater than the sum of the parts Team at its most productive Motivation is high Leadership and responsibility shared (Lake, 1996 & Maylor, 1999) 28
Team life-cycle Storming (Decline) Productivity starts to reduce Team members feel they are not contributing as much as they could Want new challenges (Lake, 1996 & Maylor, 1999) 29
Team life-cycle Mourning (Break-up) Team starts to break-up Team members leave Can occur once the work has been completed May occur earlier in the project (Lake, 1996 & Maylor, 1999) 30
Elements of Management Planning develop a plan of action for the future Organising providing resources to carry out activities Command Communication maintaining activity among staff 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
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 - you’ll have to meet them again on the way down ”
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)
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