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Self Management Team

Self Management Team






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  • Tahapanawal yang merupakanorientasidantes interpersonal Anggota team mulaimengidentifikasidengansesamaanggota team dandengan team itusendiriStorming : badaiTahapkonflikatasantaratugasdanbekerjasamasebagai team.
  • Norming : normaKonsolidasiantaratugasdanoperasi agendaPerformingKerjasamatimdanfokuspadakinerjatugas
  • Adjourning : menunda, menangguhkanTahappenyelesaianTugasdanpelepasan.Umumhaliniterjadidalamkelompoksementara yang beroperasidalambentukkomite, pasukantugasdantimproyek

Self Management Team Self Management Team Presentation Transcript

  • Self Management Teams
    SLDC Sentul City
    Presented by Obed FL
  • “To connect to people at the deepest level, you need stories”
    -Rob Mckee-
    Source by : Markplus
  • Stories are like viruses.
    They are ubiquitous–we all ’get’ stories, no matter where we’re from
    They are contagious–tell a story to someone, and if it resonates it’ll spread; the most powerful stories demand to be retold, again and again.
    They stick–through the re-telling, they embed themselves In our own and our shared memory
    Source by : Markplus
  • Experience(good or bad),
    is always
    aninteresting story
    to tell
    Source by : Markplus
  • ButTrue Experience
    aninteresting story
    Source by : Markplus
  • Stage of Team Development
    FORMING (TahapAwal)
    A stage of initial orientation and interpersonal Testing.
    People begin to identify with other members and
    with the team itself.
    A stage of conflict over tasks and working as a team.
  • 3. NORMING
    A stage of consolidation around task and operating
    Members of the team begin to coordinate as working
    unit and tend to operate with shared rules of conduct.
    A stage of teamwork and focused task performance.
    The main challenges
    • Continue refining the operations
    • Working together as an integrated unit
    A stage of task completion and disengagement
    Common in temporary groups which operate in the form of committees, tasks forces and project teams
    GROUP is characterized by individual self –interest.
    GROUP is simply collection of people working together.
    A TEAM is a unit of interdependent individuals with
    complimentary skills who are committed to a common
    purpose and set of performance goals and to common
    expectations, for which they hold themselves accountable
    ADVANTAGES of Teamwork :
    Achieve Synergy
    2. Evaluate one to anothers thinking so can avoid major errors
    3. Continous improvement and innovation
    4. Work environment encourages people to becomne self motivated, empowered and satisfied with their jobs.
    5. Satisfy more needs (needs of : affliation, security, self esteem, and self-fulfillment)
  • DISADVANTAGES of Teamwork :
    The members face Pressure to conform to group standards of performance
    Social Loafing : is the conscious or unconscious tendency by some team members to shirk responsibility by withholding effort toward group goals when they are not individually accountable for their work
    3. Group Think
    When members of a cohesive group tend to agree on a decision not on the basis of its merit bu because they are willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion.
    4. Conflict
    Cohesive teams can caused conflict with other teams
    Teams effectiveness has three components :
    Task performance – the degree to which the teams output (product or service) meets the needs and expectations of those who use it.
    Group Process – the degree to which members interact or relate in ways that allow the team to work increasingly well together over time
    Individuals Satisfaction – the degree to which the group experience, on balance, is more satisfying than frustating to team members.
  • Team Norms
    Team Norms guide the team members behavior
    --- What behavior acceptable and un acceptable.
    Team Norms are acceptable standards of behavior
    that are shared by team members.
    Team Norms influence how team’s members
    Perceiveand interact with one another, approach
    decisions, and solve problems.
  • Team Leadership
    Having a team leader who can effectively influence
    the whole team can mean the difference between
    success and failure.
    Self-sacrificing leaders are these who go above and
    beyond what’s expected of them, they get involved
    in making things happen.
    Team Leaders have an important personal role to play
    in building effective teams.
  • Team Cohesiveness & Interdependence
    Team Cohesion is the extent to which team members band
    together and remain committed to achieving team goals.
    Team Cohesion is increased when :
    • Team members agree in a common purpose and direction
    • External parties give high praise and recognition for the team’s success
    • The organization encourages and motivates teams to compete with each other for rewards
    • Members find they have common ground and similar attitudes and values and enjoy being on the team
  • In Highly cohesive teams,
    the quality of interpesonalrelations
    and member self-identifications with the team is strong.
  • Team Composition
    Focused on the diversity in knowledge, background and
    experiences of team members.
    Effective teams must have the right mix of the
    complementary skills, knowledge and ability to perform
    the team’s job.
    Successful teams are both proactive in anticipating the
    need for conflict resolution and pluralistic in developing
    conflict resolution strategies that apply to all team
  • Another aspect of team composition is
    the size of theteam.
    Small teams are more generally nore effective than larger teams.
  • Team Structure
    Team structure referes to interrelations the
    determine the assignment of tasks, responsibilities
    and authority.
    The Horizontal : decentralizalized decision making
  • Organizational Support
    The Organization’s Role in Creating Effective Teams
    Top Management’s unconditional support
    Adequate information and other resources
    Flexible task structure
    Appropiate size and membership mix
    Clearly defined mission and goals
    Appropiate power sharing structure – shared leadership
    Competent team leadership
    Evaluation and soliciation of feedback on team effectiveness
    Adequate socilization of team members
  • Creativity Driven
    Top management’s role in encouraging creativity
    is significant. Creativity doesnt work in Hierarchical
    command-and-control environments. Top
    Managements has the responsibility to create the
    appropiate setting and support systems that foster and
    nourish creativity.
  • Top Management activities that can enhance
    creativity include providing teams with the
    following :
    Adequate and quality resources
    Appropiate recognition and rewards
    Flexibility and minimum amount of structure
    Supportive climate and culture
  • Team Leader activities that can help to enhance team
    creativity include :
    Matching members with the right assignments
    Giving team members greater autonomy to do the job
    Ensuring the availability of adequate time, money and other resources for the team
    Protecting against “creativity blockers”
    Functional Teams
    is a group f employees belonging to the same functional department, such as marketing, R&D, production, human resources, or information systems, who have a common objective.
  • 2. Cross Functional Team
    is made up of members from different functional departments of an organization who are brought together to perform unique tasks to create new and non routine products or services.
  • 3. Virtual Team
    is one whose members are geographically distributed, requiring them to work together through electronic means with minimal face to face interaction.
  • 4. Self-Managed Team (SMT)
    are relatively autonomous teams whose members share or rotateleadership responsibilities and hold themselvesmutually responsible for a set of performance goals assigned by higher management.
  • Decision Making in Teams
    Leader-Centered Decision-Making Model
    The leader exercise his / her power to initiate, direct, drige, instruct, and control team members.
  • Leader Points for Success :
    - Focus on the tasks and ignore personal feelings and relationships
    • Seek opinions and try to get agreement.
    • Stay in control of the group discussion at all times and should politely
    • Discourages members from expressing their feelings, should strive maintain a rational, logical discussion
    • Should guard against threats to his or her authority in the group and should fight if necessary to maintain it.
  • 2. Team-Centered Decision-Making Model
    The advantages are that it can improve decision quality.
    The disadvantages are that it can take longer than decisions made alone by a manager
  • Leader Points for Success :
    - Listen attentively and observe nonverbal cues to be aware of members need, feelings, interactions, and conflict.
    • The leader should be to serve a consultant, advisor, teacher and facilitator.
    • The leader should model appropiate leadership behavior and encourage members to learn to perform these behaviors themselves.
    • Establish a climate of approval for expression of feelings as well as ideas.
    • Should relinquish control to the team and allow it to make final choice in all appropiate kinds of decision
  • Leadership Skills for effective Teams Meetings
    Three Parts to conduct effective meetings
    Each meeting should cover the following :
    Identify Objectives
    Begin the meeting on time, reviewing progress to date, the group’s objectives, and the purpose/objective for the spesific meeting. If Minutes are recorded, they are ussualy approved at the beginning of the next meeting.
  • 2. Cover Agenda items
    Be sure to cover agenda items in priority order. Try to keep the approximately times, but be flexible. If the dicussion is constructive and members need more time, give it to them; however, if the discussionn is more of destructive argument, move ahead.
  • 3. Summarize and review assignment
    End the meeting on time. The leader should summarize what took place during the meeting. Were the meeting’s objectives achieved? Review all of the assignment given during the meeting. Get commitment to the tasks that each member should perform for the next or spesific future meetings. Someone should record all assignment.
  • The Difference between Conventional and Self-Managed Teams.
    Self-managed teams differ from traditional teams
    in a number of ways. In self-managed teams,
    roles interchange frequently as members learn to
    be followers as well as leaders. SMT members
    develop multiskilled capabilities that make them
    very flexible in performing various tasks within
    the team.
  • The Nature of self-managed teams is one of
    group empowerment and accountability rather
    than individual is a significant responsibility,
    especially since SMT members determine how
    they will organize themselves to get work done
    and are responsible not only for their own
    performance but for that other team members
    as well
  • How Team Member Characteristics Impact Self-Managed Team Effectiveness
    Strong belief in personal accountability
    An internal locus of control coupled with emotional stability
    Openness to new ideas/viewpoints
    Effective communication
    Good problem-solving skills
    Ability to engender trust
    Good conflict resolutions skills
  • Benefits of Self-Managed Teams
    Improve in quality, speed, process, and innovation
    Create stronger sense of commitment to the work effort among team members
    Have a more satisfied employees and lower turnover and absenteeism.
    Facilitate faster new product development
    Grater flexibility in dealing with personnel shortages due to ilness or turnover
    Keep operational costs down because of reductions in managerial ranks and increased efficiencies.
  • The Challenges of Implementing Effective Self-Managed Teams
    In among members of the nonmanagerial ranks, the
    transition to SMT-s has much potential for
    frustation and problems as it does for managers.
    The team members must learn new behaviors, the
    need to adapt to new working environment in
    which definition of of team work requiresa
    personal, cultural, and behavior conflicts.