Computer service team

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Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.

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Computer service team

  1. 1. OB TheatreComputer Service Team Case
  2. 2. Month 1 – Putting the Group Together
  3. 3. What is Total Quality Management?Total Quality Management (TQM) is amethod by wihich management andemployees can become involved in thecontinuous improvement of the productionof goods and services. It is a combination ofquality and management tools aimed atincreasing business and reducing losses dueto wasteful practices.TQM views an organization as a collection ofprocesses. It maintains that organizationsmust strive to continuously improve theseprocesses by incorporating the knowledgeand experiences of workers.To be successful implementing TQM, anorganization must concentrate on the eightkey elements:
  4. 4. Month 1 – Putting the Group Together
  5. 5. Interaction 1Who is a leader? Who is a manager? Why?
  6. 6. Managers vs. Leaders Management Traits Leadership TraitsEngages day-to-day functions: Plans for long-term objectives:Maintains and allocates resources Plans strategy and tacticsExhibits supervisory behaviour: Exhibits leadership behaviour:Makes others maintain standard job behaviour Encourages change in others in line with long- term objectivesAdministers subsystems within organizations Innovates for the entire organizationAsks how and when to engage in standard Asks what and why to change standard practicepracticeActs within established culture of the Creates vision and meaning for the organizationorganizationUses transactional influence: Uses transformational influence:Induces compliance in manifest behaviour using Induces change in values, attitudes, andrewards, sanctions, and formal authority behaviour using personal examples and expertiseRelies on control strategies to get things done by Uses empowering strategies to make followerssubordinates internalize valuesStatus quo supporter and stabilizer Status quo challenger and change creator
  7. 7. Month 2 – The First Meeting
  8. 8. Interaction 2 DiscussionWhat makes a good leader?
  9. 9. What makes a good leader?
  10. 10. Contingency TheoriesSituational, or contingency, theories try to isolatecritical situational factors that affect leadershipeffectiveness. “Not all leaders can lead in every situation”
  11. 11. What the Theories Consider• The degree of structure in the task being performed• The quality of leader-member relations• The leader’s position power• Groups norms• Information availability• Employee acceptance of leader’s decisions• Employee maturity and• The clarity of the employee’s role
  12. 12. 1. Fiedler’s Contingency ModelEffective group performance depends on the proper match between theleader’s style and the degree to which the situation gives control to theleader. Relationship Oriented vs. Task Oriented StyleThere is no ideal leader. Both leaders can be effective if their leadership orientation fits the situation.Since personality is relatively stable, the contingency model suggests thatimproving effectiveness requires changing the situation to fit the leader orselecting a leader that fits the situation.
  13. 13. Three dimensions that together define the situation a leader faces:•Leader-member relations•Task structure•Position power Task-oriented leaders perform best in situations of high and low controlHigh control situation - the relationships are good and followers are easilyinfluenced.Low control situation - Which is marked by poor relations, ill-defined tasks, andlow influence. Relationship-oriented leaders perform best in moderate control situations 
  14. 14. 2. Hersey and Blanchard’s Situational Leadership Theory It identifies four specific leader behaviours – from highly directive to highly  laissez-faire.   Situation Leader’s Behaviour Unable and The leader needs to give clear and specific directions – highly unwilling to directive. do a task Unable and The leader needs to display high task orientation to willing compensate for the follower’s lack of ability, and high relationship oriented to get the follower to “buy into” the leader’s desires (“sell” the task). Able and The leader needs to adopt a supportive and participative unwilling style. Able and The leader does not need to do much (a laissez-faire willing approach).
  15. 15. 3. House’s Path-Goal Theory Leader’s Behaviour Definition of The Behaviour When this behaviour is more effective1. The directive path- The leader lets followers This behavior has the most positivegoal clarifying leader know what is expected of effect when the subordinates rolebehavior them and tells them how to and task demands are ambiguous perform their tasks. and intrinsically satisfying.2. The achievement- The leader sets challenging Technical jobs, sales persons,oriented leader goals for followers and scientists, engineers, andbehavior expects them to perform at entrepreneurs. their highest level.3. The participative It involves leaders consulting When subordinates are highlyleader behavior with followers and asking for personally involved in their work. their suggestions before making a decision.4. The supportive It is directed towards the Tasks or relationships areleader behavior satisfaction of subordinates psychologically or physically needs and preferences. distressing.
  16. 16. 4. Neutralizers and SubstitutesLeader’s actions are irrelevant.Certain individual, job, and organizational variables can act as substitutes forleadership or neutralize the leader’s ability to influence his or her followers’.•Neutralizers make it impossible for leader’s behavior to make any difference tofollowers outcomes. They negate the leader’s influences.•Substitutes make a leader’s influence not only impossible but also unnecessary.They act as a replacement for the leader’s influence.
  17. 17. Situational Theories related to the Case Theory CST Situation Ideal LeaderFiedler’s Contingency This was a low control Task-oriented leaders ,Model situation.Hersey and Blanchard’s The computer service team The leader needs to adopt aTheory was able and unwilling. supportive and participative style.House’s Path-Goal 1. Subordinates are highly The participative leaderTheory personally involved in their behavior involves leaders work. consulting with followers and asking for their suggestions before making a decision. 2. Tasks or relationships The supportive leader are psychologically or behavior (directed towards physically distressing. the satisfaction of subordinates needs and preferences).
  18. 18. CharismaCharismatic Leadership involves creating a self-image so powerful that people are naturallydrawn to you.
  19. 19. Charismatic Leadership
  20. 20. Charismatic Leadership
  21. 21. Predicting a LeaderExtraversionConscientiousnessOpennessAgreeablenessStability
  22. 22. Emotional IntelligenceIndividual’s ability to be:1)Self-aware2)Detect emotions in others3)Manage emotional cues and information
  23. 23. Interaction 3 Class DebateIs emotional intelligence an effective trait in determining a good leader?
  24. 24. Emotional Intelligence 
  25. 25. Month 2 – William buys a book!
  26. 26. INTERMISSION 
  27. 27. Month 4 – No Group Cohesion
  28. 28. Diversity in TeamsGroup diversity is the heterogeneous mix of individuals within agroup. There are differences in:
  29. 29. Advantages vs. Disadvantages of DiversityAdvantages of Diversity:• Multiple perspectives• Greater openness to new ideas• Multiple interpretations• Increased creativity• Increased flexibility• Increased problem-solving skills
  30. 30. Advantages vs. Disadvantages of DiversityDisadvantages of Diversity:•   Ambiguity•   Complexity•   Confusion•   Miscommunication•   Difficulty in reaching a single agreement•   Difficulty in agreeing on specific actions 
  31. 31. Making Diversity WorkDiversity brings added benefits to teams!For diversity to be effective, team members must have:
  32. 32. Characteristics of an Effective Team1. Clear purpose 7. Open Communication2. Informality 8. Clear rules and work assignments3. Participation 9. Shared leadership4. Listening 10. External relations5. Civilized disagreement 11. Style diversity6. Consensus decisions 12. Self-assessment
  33. 33. The Four Contextual Factors
  34. 34. Interaction 4What makes a team effective?
  35. 35. Characteristics of an Effective Team1. Clear purpose 7. Open Communication2. Informality 8. Clear rules and work assignments3. Participation 9. Shared leadership4. Listening 10. External relations5. Civilized disagreement 11. Style diversity6. Consensus decisions 12. Self-assessment
  36. 36. Characteristics of an Effective Team relating to the Case1. Clear purpose 7. Open Communication2. Informality 8. Clear rules and work assignments3. Participation 9. Shared leadership4. Listening 10. External relations5. Civilized disagreement 11. Style diversity6. Consensus decisions 12. Self-assessment
  37. 37. Month 6 – William isvoted out as leader!
  38. 38. Leadership Models
  39. 39. What is a Transactional and Transformational Leader?Transactional leaders are those who guide or motivate their followers in the direction of established goals by clarifying role and task requirements..Transformational leaders are those who inspire       followers to go beyond their own self-interests for the good of the organization and have a profound and extraordinary effect on their followers..      
  40. 40. The Full Range of the Leadership Models l na atio rm n sfo Tra l na c tio n sa Tra
  41. 41. “I had a dream …”-- Martin Luther King(A transcendent goalinspires a movement)
  42. 42. Month 10 – The Team Breaks Apart
  43. 43. Leading with VisionKey properties of a vision seem to be:1.Inspirational possibilities2.Value-centered and realizable3.Superior imagery and imaginationVision should:1.Create possibilities that are inspirational and unique2.Offer a new order that can produce organizational distinction
  44. 44. Authentic LeadershipAuthentic leaders know who they are,what they believe in, and what they value.They have a vision and act on believes andvalues openly and candidly.
  45. 45. Interaction 5Should Barbara have pulled the plug on the Computer Service Team?
  46. 46. Thank You!
  47. 47. What was the team supposed to accomplish? Goal : The computer service team’s aim was to improve and integrate the IT process and to improve the quality of customer service Externally Internally • Improve customer service  • Reduce  costs quality • Become more consumer- • Increase efficiency oriented • Increase organizational  • Integrate IT processes opportunities • Increase performance
  48. 48. Why did the computer service team fail? 1. Total Quality Management ( TQM ) The computer service team did not maintain the entire team functions and fail to strive continuously of improving the processes by incorporating the knowledge and experiences of team members. The Eight key elements - integrity & ethics, leadership, Teamwork, Training, Recognition and Communication - were not successfully incorporated in the Computer Service team. 2. Lack of clear vision to offer an innovative way to improve and achieve  goals. 3. Leadership style / behaviour did not fit team’s situation.   4.  Team lacked many characteristics needed to be an effective team. 5. Team Diversity was a disadvantage (in this case). 6. Team did not have an effective leader to follow. 7. Team lacked  clear information. 8. Trust was not established  among the team
  49. 49. What should John have done to make it a success? Approach: Combine with the two leadership approaches Empowering People & Process Management. Empowering People Process Management Relationship Oriented  Task oriented Transformational leaders Transactional leaders The participative leader  The directive path-goal  behavior clarifying leader behavior The supportive leader  The achievement-oriented  behavior leader behavior Charismatic Leader  Highly Directive, supportive  and participate EI IQ
  50. 50. What should John have done to make it a success? At the beginning: John should have: -Implemented an effective strategy and tactics to achieve the  objectives. -Established clear objectives for the team. -Increased the duration and the level of the training. -Helped to establish task structure. -Selected a flexible  leader who was able to lead with a clear vision.
  51. 51. What should John have done to make it a success? After the team formation: John should have: -Continued monitoring the performance of the group while having  a participative and supportive behaviour. -Taken a laissez-faire approach once the team had started to  accomplish good results.   -Created a good environment satisfaction where satisfaction  and  overall performance  would have increased.  -Encouraged the team to achieve goals.

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