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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

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Team structures

 Functional structure  Project structure  Matrix structure

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Functional structure

 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

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Organisation Hierarchy

Junior Junior Middle Senior Junior Middle Senior Junior Middle Junior Middle Senior Chief

Functional structure

 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

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Organisation Hierarchy

Junior Junior Middle Senior Junior Middle Senior Junior Middle Junior Middle Senior Chief

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

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Project structure

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 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

Matrix structure

 Mixture between functional and project structure  Different ‘flavours’ of matrix structures depending

• n 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

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Director of Computing Courses Director of IS Courses Director of Multimedia Courses Head of Computing Department Dr Anvil Ms Box Mr Court Head of IS Department Mrs Day Dr Elder Mr Fry Director of Multimedia Department Ms Gray Mr Hall Dr Ivan

Matrix structure

 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

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Director of Computing Courses Director of IS Courses Director of Multimedia Courses Head of Computing Department Dr Anvil Ms Box Mr Court Head of IS Department Mrs Day Dr Elder Mr Fry Director of Multimedia Department Ms Gray Mr Hall Dr Ivan

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)

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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

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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

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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)

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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)

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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)

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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)

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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)

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Belbin’s nine team roles

Teamworker  Co-operative  Diplomatic  Good listener  Perceptive  Indecisive  Easily influenced

Avoids high pressure situations

(Maylor 1999 & Belbin 1993)

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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)

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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)

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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)

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Handy’s four team roles

 Captain

 leader

 Administrator

 gets things organised and done

 Driver

 will push the task through

 Expert

 has knowledge and ideas

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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

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Belbin & Handy: Comparing team roles

Belbin: Handy: Chair Shaper Monitor Evaluator Resource investigator Innovator Implementer Completer Finisher Teamworker Specialist Captain

  

Administrator

  

Driver

  

Expert

 

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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)

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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)

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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)

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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)

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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)

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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)

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Elements of Management

 Planning

 develop a plan of action for the future

 Organising

 providing resources to carry out activities

 Command

 maintaining activity among staff

 Co-ordination

 harmonising activities and effort

 Control

 verify against plans, instructions, standards

Communication

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

• verlapping project needs:

Task needs Team needs Individual needs

(Adair, 1989, from Yeates & Cadle, 1996: Burke, 1999)

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 team’s problem-

solving and decision-making skills

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

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)

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)

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)

Leadership styles

 Tannenbaum & Schmidt identified 4 styles of

leadership:

Tells (autocratic) Sells Consults Joins (democratic)

(from Yeates & Cadle, 1996)

Motivation

 What makes people perform well?  Why work harder on some tasks than others?  Motivation can be independent of ability  Examine theories:

 FW Taylor’s scientific management  McGregor’s theory X and theory Y  Maslow’s hierarchy of needs  Alderfer’s ERG theory  Herzberg’s motivation-hygiene theory  Happiness at Work Index

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

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

Maslow: Hierarchy of Needs

Physiological Safety

Social

Esteem

Self- Actualisation

Maslow: Hierarchy of Needs

 Physiological needs

Basic needs which must be satisfied first Provision of food, water and shelter Enough money to live on

Physiological Safety Social Esteem Self- Actualisation

Maslow: Hierarchy of Needs

 Safety needs

Freedom from danger Freedom from pain Security of income Security of employment

Physiological Safety Social Esteem Self- Actualisation

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

Physiological Safety Social Esteem Self- Actualisation

Maslow: Hierarchy of Needs

 Esteem needs

Self and peer respect Ability to plan and organise one’s work Reputation and recognition Status

Physiological Safety Social Esteem Self- Actualisation

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

Physiological Safety Social Esteem Self- Actualisation

Alderfer: ERG Theory

Existence

Relatedness

Growth

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)

Herzberg: Motivation-Hygiene Theory

 Hygiene factors

Company policy & administration Quality & level of supervision Interpersonal relations Working conditions Salary

Herzberg: Motivation-Hygiene Theory

 Motivators

Achievement Recognition Responsibility Advancement The work itself

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

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

Motivation

 The 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

 Motivators correspond to higher order needs

 create satisfaction

...but different people are motivated by different factors

...money doesn’t buy happiness

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