Team perfoermance

1. MANAGING TEAM
PERFORMANCE:
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2. Managing Team Performance:
Overview
• Definition and Importance of Teams
• Types of Teams and Implications for
PM
• Purposes and Challenges of Team
PM
• Including Team Performance in the
PM System
• Rewarding Team Performance
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3. Definition of Team
Two or more people
–Interact
• Dynamically
• Independently
–Share common and valued
• Goal, Objective or Mission
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4. Importance of Teams
• Global pressures
• Flexibility in flatter organizations
• Complexity of products and
services
• Rapidly changing environments
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5. Performance Management & Teams
• PM systems should target:
–Individual performance
–Individual’s contribution to team
performance
–Performance of entire team
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6. General principles of PM relating to teams
1. Design and implement best possible
system
2. Consider dangers of poorly
implemented system
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7. Managing for Improved Team Performance
• Don’t limit team processes with
other task or organizational
requirements
• Provide good team design and
organizational support
• Give feedback only on processes
that the team members can
control
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8. Types of Teams
• Classified by
–Complexity of task
–Membership configuration
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9. Complexity of Task ranges from:
• Routine
– Well defined
– Few deviations in how work is done
– Outcomes easily assessed
- to -
• Non-routine
– Not defined well
– No clear specifications on how to do
the work
– Outcomes are long term and difficult to
assess
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10. Membership Configuration includes
• Length of time team expects to work
together
• Stability of team membership
Static
Dynamic
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11. Types of Teams Based on
Membership Configuration and Task
Complexity
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Dynamic ° Network
Teams
Membership
Configuration
° Project
Teams
Static ° Work and
Service Teams
Routine Non-Routine
Task Complexity

12. Types of Teams
• Work or Service Teams
• Project Teams
• Network Teams
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13. Work or Service Teams
• Intact
• Routine tasks
• Share similar skill sets
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14. Project Teams
• Assembled for specific purpose
• Tasks outside core product or service
• Members from different functional
areas
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15. Network Teams
• Membership not constrained by
– Time or space
– Organizational boundaries
• Teams may include
– Temporary or full-time workers
– Customers
– Vendors
– Consultants
• Work is extremely non-routine
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16. Examples of PM Approaches by Type of
Team
• Type of Team
– Work & Service
Team
– Project Team
– Network Team
• Type of PM
Approach
– Peer ratings
– Ongoing
measurements
– Development of
competencies
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17. Purposes of Team PM
• Traditional goals of any PM System
• Specific to Team performance:
– Make all team members accountable
– Motivate all team members to have a stake in
team performance
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18. Challenges of Team PM
• How do we assess relative individual
contribution?
• How do we balance individual and
team performance?
• How do we identify individual and
team measures of performance?
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19. Including Team Performance in the PM
System
• Prerequisites
• Performance Planning
• Performance Execution
• Performance Assessment
• Performance Review
• Performance Renewal and Re-
Contracting
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20. Prentice Hall, Inc. © 2006
Performance Management Process
Performance
Review
Performance
Renewal
and Re-
contracting
Performance
Assessment
Performance
Execution
Performance
Planning
Prerequisite
s

21. Prerequisites
• Knowledge of mission
– Organization
– Team
• Knowledge of job to be performed
by the team
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22. Performance Planning
• Results expected of the team
• Behaviors expected of team
members
• Developmental objectives to be
achieved by team and its members
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23. Performance Execution
Team responsibilities
1. Commit to goal achievement
2. Seek feedback from
• Each other
• Supervisor
3. Communicate openly & regularly
4. Conduct regular & realistic peer-
appraisals
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24. Performance Execution
Supervisor responsibilities
1. Observe and document
• Team performance
• Relative contribution of team members
2. Update team on any changes in
goals of the organization
3. Provide resources & reinforcement
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25. Performance Assessment
Types of Assessments
• Self-appraisals
• Peer evaluations
• Supervisor evaluation
• Outsider appraisals (if appropriate)
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26. Performance Assessment
Kinds of Performance to be
Assessed
• Individual task performance
• Individual contextual performance
• Team performance
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27. Dimensions of Team Performance to
assess:
• Effectiveness
• Efficiency
• Learning and growth
• Team member satisfaction
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28. Performance Review
• Two meetings with supervisor or
review board
– Team meeting
– Individual meeting
• Emphasis on past, present and future
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29. Team meeting
• Discuss overall team
– Performance
– Results
• Information comes from:
– Team members
– Other teams/outsiders
– Supervisor’s evaluation
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30. Individual meeting
• Discuss how individual behavior
contributed to team performance
• Information comes from:
– Self-appraisal
– Peer ratings
– Supervisor’s evaluation
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31. Performance Renewal and Re-Contracting
• Make adjustments to performance plan
• Include plan for individual performance
as it affects team functioning
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32. Making Team-based Rewards Effective
• All employees should be eligible
• Rewards should be
– Visible
– Contingent
– Reversible
• Avoid factors which cause reward
systems to fail
• Consider variable pay systems (in
addition to individual bonuses)
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