Team Dynamics & Management Part 2

Team Dynamics & Management

Last week
Team structures Why teams? Belbins team roles Handys team roles Team life-cycle

Team Dynamics & Management

This week
Elements of management Management versus leadership Leadership
Qualities Sources of power Tasks Range of styles Motivation

Elements of Management
Planning
develop a plan of action for the future

Organising
providing resources to carry out activities

Command
maintaining activity among staff

Communication

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
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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 youll have to meet them again on the way down
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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)

Leadership: Overlapping circles

Task needs

Team needs

Individual needs

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Leadership tasks
Leaders task activities:
Achieving project objectives Defining tasks Planning work Allocating resources Assigning responsibilities Monitoring progress and checking performance Controlling quality

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Leadership tasks
Leaders team activities:
Building team & maintaining team spirit Developing cohesive work methods Setting standards & maintaining discipline Setting up team communication systems Training team members Appointing sub-leaders

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Leadership tasks
Leader activities dealing with individuals:
Developing the individual Balancing group & individual needs Rewarding good performance Support for individual problems

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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 teams

problem-solving and decision-making skills

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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

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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)

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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)

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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)
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Leadership styles
Tannenbaum & Schmidt identified 4 styles of leadership:

Tells (autocratic) Sells Consults Joins (democratic)

(from Yeates & Cadle, 1996)

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Motivation
What makes people perform well? Why work harder on some tasks than others? Motivation can be independent of ability Examine theories:
FW Taylors scientific management
McGregors theory X and theory Y Maslows hierarchy of needs Alderfers ERG theory Herzbergs motivation-hygiene theory Happiness at Work Index
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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
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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

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Maslow: Hierarchy of Needs

SelfActualisation

Esteem

Social

Safety Physiological
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Maslow: Hierarchy of Needs

Physiological needs
Basic needs which must be satisfied first Provision of food, water and shelter

Enough money to live on

SelfActualisation Esteem

Social

Safety

Physiological

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Maslow: Hierarchy of Needs

Safety needs
Freedom from danger Freedom from pain

Security of income
Security of employment
SelfActualisation Esteem

Social

Safety

Physiological

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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
SelfActualisation Esteem

Social

Safety

Physiological

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Maslow: Hierarchy of Needs

Esteem needs
Self and peer respect Ability to plan and organise ones work

Reputation and recognition

Status
SelfActualisation Esteem

Social

Safety

Physiological

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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
SelfActualisation Esteem

Social

Safety

Physiological

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Alderfer: ERG Theory

Growth

Relatedness

Existence
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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)

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Herzberg: Motivation-Hygiene Theory

Hygiene factors
Company policy & administration Quality & level of supervision

Interpersonal relations
Working conditions Salary

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Herzberg: Motivation-Hygiene Theory

Motivators
Achievement Recognition

Responsibility
Advancement The work itself

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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
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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
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Positive versus negative factors

"...other indicators of work success, such as reward, recognition, and promotion prospects...do not...make people feel very happy" "Rewards such as pay and benefits may...not make us happy but their absence in the workplace can cause unhappiness" "Time and again, the importance of leadership communication is clear, but too many businesses persist with ineffective communication which directly impacts on employee happiness.
From: Happiness at Work Index, Research report 2007, Chiumento

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Motivation
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 create satisfaction

Motivators correspond to higher order needs

...but different people are motivated by different factors ...money doesnt buy happiness

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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

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