LEAD AND MANAGE TEAM EFFECTIVENESS PRESENTATION

PRESENTATION OBJECTIVES
At the end of this lesson you will be able to:
• Consult team members to establish a common
understanding of team purpose, roles, responsibilities and
accountabilities
• Develop performance plans to establish expected outcomes,
outputs, key performance indicators (KPIs) and goals for
work team
• Support team members in meeting expected performance
outcomes
3
WHAT ARE TEAMS?
The words group and team are often used interchangeably. Groups are a collection of people
working together with a common purpose. A random group of people does not necessarily
constitute a team. Teams need to be chosen to perform specific functions and have a shared
purpose and goals.
Successful teams:
• Have high levels of trust between members
• Work together to achieve greater results than individuals working toward the same objectives
• Have strong, shared leadership
• Demonstrate support for members, other teams, and the organisation
• Regularly monitor, evaluate and review performance
Planning process – Before you can achieve as a team, each member must know the outcome
desired by the team and the organisation. What do we want or need to achieve? It is necessary,
in consultation with team members, to identify, establish and document the following:
Team purpose Roles Responsibilities and
accountabilities
Goals, objectives
and plans
4
UNDERSTANDING TEAMS
Teams need to get together to discuss, participate and contribute to the discussion which
determines their overall direction.
At the beginning of the process a team will be formed in direct response to a need in the
organisation.
Team purpose
A team is built to provide a framework to achieve a purpose. What does the team need
to achieve? This purpose needs to be clearly defined and forms the basis of the teams
work. The purpose must be real and relevant so members of the team can understand it
clearly and commit to it because they can understand how it fits with the organisational
objectives.
• Each person on a team must have a clear and fair statement of their job
• Following is a template description which outlines important information regarding the
job and the expectations, skills and experience required to do this job well
• The job description lets the staff or team member understand fully the role and its
responsibilities, it also guides managers regarding the job expectations and shared
understanding between the job holder and the manager or the organisation
5
•
Job description
Job title The formal title of the position
Reports to The title of the position that the job incumbent reports to
Job purpose Provide a brief description of the general nature of the position; an overview of why the job exists; and what the job is to
accomplish. The job purpose is usually no more than four sentences long.
Roles The function played by a person on the team (i.e. supervisor).
Responsibility The tasks designated to each individual role/person in the team.
Duties and
responsibilities –
key responsibility
areas (KRA)
Outline the duties and responsibilities of the position.
Example: Coordinate and carry out all office administration including reception, mail, couriers, greeting clients and filing. Maintain a
clean and safe workspace, and abide by workplace health and safety policies and procedures. Other tasks as directed.
Qualifications What qualifications, licenses or education level does the employee need?
Example Diploma or Certificate IV in Business Admin or relevant experience, First aid certificate.
Skills and experience
Experience What type and how much experience is needed? Example: 3 years previous experience in an similar role/industry.
Skills List all skills that are needed for the job, including any technical or interpersonal skills. Example Intermediate to advanced Microsoft
Office skills (Word, Excel, Outlook), excellent verbal and written communication, organised able to meet deadlines.
Performance
measures (KPI)
The level of performance you expect from the employee. Example Complete administration tasks on time Deal with clients,
suppliers and other employees professionally at all times, ensure office is clean and presentable at all times.
Working
conditions
If the job requires a person to work in special working conditions this should be. Special working conditions cover a range of
circumstances from regular evening and weekend work, shift work, working outdoors, working with challenging clients, etc.
Physical
requirements
If the job is physically demanding, this should be stated. A physically demanding job is one where the incumbent is required to stand
for extended periods of time, lift heavy objects on a regular basis, do repetitive tasks with few breaks, etc..
Direct reports List by job title any positions to be supervised by the incumbent.
Approved by Signature of persons with authority to approve the job description.
Date approved Date upon which the job description was approved.
Reviewed Date when the job description was last reviewed.
6
DEFINE THE ROLE OF THE TEAM
Teams develop direction, motivation and momentum by collaboratively shaping a shared purpose.
Encouraging members to question the purpose of the team, how it will operate and what it is
expected to achieve serves to foster a deeper understanding of the team’s role, and the role of
each member that comprises it. More so than if this information is simply relayed from an external
source.
The role of any given team can range from simple to complex. The higher the level of complexity,
the greater the need to have the role or purpose documented. That is, taken from being tacit
knowledge to explicit knowledge.
A team’s purpose and individual roles can be recorded in many forms, including:
• Develop a team charter where each team member agrees to the teams purpose
• Mission/ vision statement
• Memorandum of agreement
• Constitution
• Role and responsibility statement
• Organisational plans – business and operational, in line with strategic plans, where does the
team fit in?
• Action plans to inform the direction of the team
7
ORGANISATIONAL PLANS
Operational and business plans define what is important to the business. What goals,
objectives, aims and targets does the business want/need to achieve? What are the
desired outcomes? These plans are linked to the overall strategy of the organisation and
need to inform the plans at all levels of the organisation.
Team effectiveness occurs on all different levels of the organisation.
As a manager, determining your teams’ purpose, roles and responsibilities and
accountabilities assures the effectiveness of your team. Consider the following:
• Organisational plans – business and operational plans, in line with strategic plans,
where does the team fit in?
• Action plans to inform the direction of the team
• Develop a team charter to define the purpose and individuals roles and
responsibilities
• What are the expected outcomes of the team? Democratically agree on objectives,
gain consensus
• Set SMART key performance indicators (KPIs) and performance plans for teams
• Define plans that work alongside goals, objectives, aims, targets
.
8
TEAMS AND ORGANISATIONAL FIT
Teams require structures, sub-systems, support and processes that
encourage development. Team building happens over time:
High performing teams:
• Take advantage of collective and shared skills of members
• Need time and resources to grow and develop
• Require support from managers and organisational systems and
processes
• Should not be allowed to form counterproductive groups
• Develop their own cultures to fit with organisational culture
• Organisational culture must encourage and support team
networks and interdependence
9
TEAMS AND ORGANISATIONAL FIT
When building and developing teams and determining the role teams
will play in the organisation and how they fit. Consider the following:
• What needs to be changed? How and when can these changes be
initiated?
• Do current systems support team activities?
• How will teams be sustained?
• Are the current hierarchical structures likely to impede team
development?
• Do current recruitment and selection processes take the needs of
teams and team development into consideration?
10
TEAMS AND ORGANISATIONAL FIT
According to Hughes, Ginnett and Curphy (2006), a team’s failure can often be traced to the
moment it was established. To establish a team consider four key characteristics:
Task structure: Is there a clear picture of the team’s task? Is the task congruent with the
overall organisation’s mission and objectives? All team members need to be aware of what
the team is aiming to achieve and how well team and individuals are performing.
Team boundaries: Do we have the correct number and composition of members? What
competencies, skills and knowledge is necessary for the team to be effective? Do the team
members have these skills at the appropriate level or do we need to provide training. Have
we communicated team responsibilities and relationships?
Norms: Define a set of norms, these are acceptable team standards of behavior. Norms
establish the team culture. Hold each other accountable to the norm.
Leadership: What climate has the leader established? Do the team members feel valued and
empowered? Are team members able to openly contribute ideas? Can team members
question the leader’s decisions?
Task
structure
Team
boundaries Norms Leadership
11