Lead and manage team effectiveness

Chapter 6

Ensure team effectiveness

Answers to Review Questions

1. a) Describe five types of teams.

See Section 6.1 Types of teams. See Table 6.1 Types of teams.

b) Discuss the five stages of group development.

See Section 6.1 Types of teams. See Table 6.2 Stages of team development.

2. a) Differentiate management functions and leadership functions and give four examples of each function.

See Section 6.1 Types of teams. See Table 6.3 Differentiate between leadership and management. Examples will vary according to experience of respondents.

b) Identify seven leadership tasks.

See Section 6.1 Types of teams. See Table 6.4 Effective leadership behaviours.

3. a) Briefly describe the motivators that cause satisfaction at work.

See Section 6.1 Types of teams. See heading 'Motivation'.

Job satisfaction and motivation can be improved by increasing opportunities for:

· achievement

· recognition

· responsibility

· career advancement.

b) What is the role of the hygiene factors?

See Section 6.1 Types of teams. See heading 'Motivation'.

The factors that cause satisfaction are motivators. The term ‘hygiene’ applies to maintenance factors that are necessary to avoid dissatisfaction but themselves do not provide satisfaction.

4. a) Identify four general team-member roles and describe their likely impact on team performance.

See Section 6.1 Types of teams. See Table 6.5 General roles.

b) Identify three overall leadership roles that team members may implement in a team and the likely outcome from each of the roles.

See Section 6.1 Types of teams. See heading 'Team member roles'.

The three overall leadership roles are task leader, social (maintenance) leader and self-orientated leader.

5. What are the factors that stimulate high performance in teams?

See Section 6.1 Types of teams. See Figure 6.2 Qualities of a high-performance team.

6. a) Discuss the routine work performed by managers.

See Section 6.2 Plan to achieve team outcomes.

The routine work involves:

· organising, planning and consulting to set the framework for the task

· working with the team in accordance with systems and procedures to make things happen and produce the output efficiently

· giving and receiving feedback about individual and team performance

· inspecting or monitoring to check and audit outputs and encourage continuous improvement

· maintaining and reviewing to uphold standards and provide the necessary infrastructure support

· achieving objectives and outcomes effectively.

b) What is the hot stove principle?

See Section 6.2 Plan to achieve team outcomes. See definition.

The hot stove principle applies to the bottom-line rules and regulations that everyone must follow.

7. a) Describe the characteristics of an effective team performance plan.

See Section 6.2 Plan to achieve team outcomes. See definition. See heading 'Develop team performance plan'.

A team performance plan is a detailed plan used to identify the desired team performance level, tasks and actions to achieve objectives, how team performance will be monitored and measured.

An effective team performance plan has specific objectives, identified actions and measures of performance.

Alignment of a team performance plan to the organisation’s overall objectives is achieved by ensuring:

· team performance plan aligns with the team’s purpose

· team purpose aligns with the organisation’s objectives.

b) How do team performance plans benefit the manager?

See Section 6.2 Plan to achieve team outcomes. See heading 'Develop team performance plan'.

A team performance plan allows a manager to clarify expectations and enables team members to know how the organisation will measure the team’s performance. Managers use team performance measures to monitor how well teamwork is being done. Monitoring may pick up issues related to competencies, behaviours, social interactions and team cohesion.

c) How do team performance plans benefit the team members?

See Section 6.2 Plan to achieve team outcomes. See heading 'Develop team performance plan'.

An agreed team performance plan engages team members in the process and enables them to understand their role and contribution. The purpose of a team performance plan is to provide:

· observable, measurable team objectives and actions to guide the team

· managers with a tool (the team performance plan) to use as they give and receive ongoing feedback about team performance

· an objective documented plan of team outcomes for use in the monitoring and evaluation of team performance.

8. a) What does a team purpose statement do?

See Section 6.2 Plan to achieve team outcomes. See heading 'Team purpose statement'.

The team purpose statement defines the team’s purpose, provides context and direction. A good purpose statement should be clear, understandable, brief, energising, inspirational and realistic.

b) Define the term 'key result area'.

See Section 6.2 Plan to achieve team outcomes. See heading 'Work within a framework'.

Key result areas (KRAs) that identify the major areas of responsibility and accountability and may be identified as duties, competencies or responsibilities—(refer to Chapters 10 and 11 for more information).

c) What are the characteristics of performance-oriented objectives?

See Section 6.2 Plan to achieve team outcomes. See Table 6.10 Example of a performance objective and target.

9. a) How does the work environment influence a team?

See Section 6.3 Facilitate and empower work teams. See heading 'Facilitate team effectiveness and cohesion'.

The environment influences the team’s culture and group processes because it establishes the boundaries within which the team operates.

b) What are the major influences on a team's culture?

See Section 6.3 Facilitate and empower work teams. See heading 'Facilitate team effectiveness and cohesion'.

Team culture is influenced by the beliefs, values and assumptions of the original members, the new beliefs, values and assumptions brought by new members and the openness of the team to new learning experiences.

c) How does a team's culture become embedded?

See Section 6.3 Facilitate and empower work teams. See heading 'Facilitate team effectiveness and cohesion'.

The team culture is embedded by a number of factors including:

· formal statements of organisational vision, mission and values

· organisational design, structure, systems and procedures

· what the team leader pays attention to, measures and controls on a regular basis

· deliberate role modelling, coaching, mentoring and training

· learning from observed criteria for allocation of rewards and status such as promotion and bonuses

· team and organisational rituals, legends and stories about people and events.

d) Define the term 'team climate'.

See Section 6.3 Facilitate and empower work teams. See definition.

Climate is the atmosphere created by the cohesiveness of the team.

10. a) Describe the relationship between a team's cohesiveness and its productivity.

See Section 6.3 Facilitate and empower work teams. See Figure 6.3 Relationship between cohesiveness and productivity.

b) Identify the three stages through which trust develops.

See Section 6.3 Facilitate and empower work teams. See heading 'Groupthink'.

Groupthink prevents disagreement, constructive criticism and full assessment of alternatives and can lead to faulty decision making in a team.

c) Describe the impact of groupthink on a team.

See Section 6.3 Facilitate and empower work teams. See heading 'Groupthink'.

Groups suffering from groupthink display the following characteristics:

· illusion of invulnerability

· tendency to stereotype outsiders unfavourably

· readiness to ridicule critics

· failure to express doubt because of ‘self-censorship’ and social pressures by other members

· illusion of internal harmony, maintained by avoiding disagreements.

11. 'Managers must protect the dignity, worth and welfare of the persons with whom they work.' Discuss this statement.

Dignity and worth will build respect that has positive flow-on effects for motivation and productivity.

12. a) Define the term 'empowerment'.

See Section 6.3 Facilitate and empower work teams. See definition.

Employee empowerment is a strategy and philosophy that enables employees to make decisions about their jobs and assume the responsibilities, risks and rewards associated with making their own decisions.

b) Describe the features of team members who are able to take on power.

See Section 6.3 Facilitate and empower work teams. See heading 'Empower, acknowledge and reward'.

In order to take on power, team members need specific knowledge and skills, such as being proactive, dealing confidently with others, making decisions and solving problems, articulating and justifying suggestions and adjusting their own interpersonal style. Empowerment gives decision-making discretion about schedules, quality problems, innovation and other activities to the team.

c) Identify the keys to empowerment.

See Section 6.3 Facilitate and empower work teams. See Figure 6.4 Keys to empowerment.

d) How can managers encourage responsibility and accountability?

See Section 6.3 Facilitate and empower work teams. See heading 'Empower, acknowledge and reward'.

Managers facilitate a culture of empowerment by encouraging team members to interact with others throughout the organisation, connecting team members to information and resources outside the organisation, and acknowledging effective performance.

13. a) Identify the challenges facing managers who wish to foster teamwork.

See Section 6.3 Facilitate and empower work teams. See heading 'Resistance, negativity and internal threats'.

Resistance, negativity or internal threats to a team and the work it does can lead to conflict. Restructuring, downsizing, outsourcing, new technology and other factors may cause resistance to change and negative attitudes that may even lead to conflict. Managers, supervisors and team leaders can participate and take action as soon as discomfort occurs in the team to prevent it escalating through the incident, misunderstanding, tension and crisis stages.

b) Describe actions managers can take to promote teamwork.

See Section 6.3 Facilitate and empower work teams. See Table 6.16 Steps in managing conflict.

c) Identify three benefits of teamwork.

See Section 6.3 Facilitate and empower work teams. See heading 'Resistance, negativity and internal threats'.

Managers can clarify aims and objectives, deal with issues of power and influence and explain roles and accountabilities to move the team on from the storming stage into the norming and performing stages of team development.

14. a) How can managers encourage open communication?

See Section 6.3 Facilitate and empower work teams. See Table 6.13 Communication skills.

b) What are the rewards of consultation?

See Section 6.3 Facilitate and empower work teams. See Table 6.14 Rewards of consultation.

c) Describe three consultative mechanisms.

See Section 6.3 Facilitate and empower work teams. See heading 'Encourage consultation'.

Some useful consultative mechanisms are:

· workshops and forums

· regular meetings of representative committees or teams

· suggestion boxes, surveys and questionnaires

· communication via the intranet, circulars and newsletters

· toolbox meetings and brainstorming sessions

· meetings with contractors and subcontractors to coordinate processes and resolve issues.

15. a) What is the purpose of team meetings?

See Section 6.3 Facilitate and empower work teams. See heading 'Manage an effective team meeting'.

Well-run team meetings achieve results, offer satisfaction to team members and provide opportunities to:

· consult and discuss any issues

· encourage problem solving and plan actions

· provide and clarify information, and give and receive feedback

· provide training, and review and evaluate performance.

b) Identify the features of an effective meeting.

See Section 6.3 Facilitate and empower work teams. See heading 'Manage an effective team meeting'.

Effective team meetings lead to greater understanding, sharing of ideas and cohesion between team members.

c) What are the benefits of preparing a follow-up plan with action items during a team meeting?

See Section 6.3 Facilitate and empower work teams. See heading 'Manage an effective team meeting'.

The benefits of preparing a follow-up plan is to ensure accountability and responsibility.

16. a) What is the purpose of a representative team?

See Section 6.3 Facilitate and empower work teams. See heading 'Representative team'.

Representative teams are elected by staff (usually annually) to represent all areas of operations at regular representative team meetings.

b) What are the types of issues addressed in a representative team?

See Section 6.3 Facilitate and empower work teams. See heading 'Representative team'.

The range of issues a representative team could address includes:

· selection of staff for training and skills development

· selection of staff to fill vacant positions while incumbents are on leave

· staff discipline

· sharing of resources

· improvement to the dispute resolution system

· induction of new employees and contractors into the organisation.

c) What is the purpose of a consultative committee?

See Section 6.3 Facilitate and empower work teams. See definition.

A consultative committee is a formal system of communication between the management of an organisation and the employees’ representatives used prior to taking decisions affecting the workforce, usually effected through a joint consultative committee.

17. a) Why should managers follow up and monitor the decisions made in meetings?

See Section 6.3 Facilitate and empower work teams. See heading 'Follow up and monitor'.

Once a decision has been made and implemented in any type of meeting the impact of the decision should be monitored to help determine:

· whether the decision has made a positive or negative difference

· who is being affected by the decision in a positive or negative way

· whether there have been unintended benefits or problems

· how popular the decision has been and its effect on team morale

· whether additional or further changes are appropriate.

b) Describe four monitoring methods.

See Section 6.3 Facilitate and empower work teams. See Table 6.15 Monitoring methods.

18. Why should managers respond to resistance, negativity or internal threats?

See Section 6.3 Facilitate and empower work teams. See heading 'Respond to resistance, negativity and internal threats'.

Managers, supervisors and team leaders can participate and take action as soon as discomfort occurs in the team to prevent it escalating through the incident, misunderstanding, tension and crisis stages.

19. a) What is the purpose of liaison with management?

See Section 6.4 Liaise with management.

Liaison and communication help to turn organisational strategic and business plans, codes of practice, performance targets and work procedures into action. Liaison should be constructive and about both positive and negative things that happen within the team and working environment.

b) Describe the features of effective liaison.

See Section 6.4 Liaise with management. See heading 'Effective liaison'.

Effective flows of information maintain relationships and a sense of belonging to the team and organisation. There are fewer hidden agendas and issues are resolved at an early stage. Effective communication and liaison enables participation, involvement and teamwork.

c) What are the consequences for a team when the manager or team leader is unwilling to participate in the organisation's communication processes?

See Section 6.4 Liaise with management. See heading 'Convey useful management information'.

Ineffective communication causes frustration and inefficiencies due to misunderstanding.

20. a) What are the characteristics of ethical behaviour?

See Section 6.5 Enhance the organisation's image. See heading 'Ethical standards'.

Ethical behaviour is characterised by honesty, fairness and equity in interpersonal, business and professional relationships.

b) What is the purpose of a code of ethics?

See Section 6.5 Enhance the organisation's image. See heading 'Ethical standards'.

A code of ethics is an organisation’s formal statement of its primary values and rules for the behaviour it expects its employees to follow. Ambiguity about what is ethical can be a problem for employees. A code of ethics helps reduce or remove this ambiguity. A code of ethics is a statement and description of the required behaviours, responsibilities and actions expected of employees of an organisation or of members of a professional body.

21. a) Describe strategies an organisation can use to maintain ethical practices.

See Section 6.5 Enhance the organisation's image. See heading 'Ethical standards'.

An organisation that is serious about maintaining ethical practices:

· establishes codes of ethics and decision rules

· expects managers to lead by example

· reinforces the organisation’s standards of conduct

· expects team members to consider ethical issues in their decision making

· clarifies what practices are or are not permissible

· selects people with high ethical standards and provides training in ethical behaviour

· develops a shared culture based on ethics, responsibilities and accountabilities.

b) How can a manager support and maintain ethical practices within the team?

See Section 6.5 Enhance the organisation's image. See heading 'Positive role model'.

Managers contribute to the integrity (honesty), credibility (believability, worthy of trust) and positive image of their organisation by:

· integrating ethical conduct in everyday activities

· building capacity and promoting team effectiveness

· developing a reputation as reliable and competent

· fostering open, honest and positive communication

· representing and supporting team members with fairness, equity and impartiality

· acting on non-compliance with codes of conduct and ethics in accordance with organisational and legal guidelines

· building networks and demonstrating commitment to the organisation

· valuing diversity in the workplace and avoiding discriminatory practices.

c) How can unethical behaviour be challenged?

See Section 6.5 Enhance the organisation's image. See heading 'Challenge unethical behaviour'.

Established communication channels can include:

· an ethics committee whose function is to deal confidentially with reports of unethical behaviour

· talking to a more senior manager

· talking to the people involved if the issue concerns a team member

· a reporting hotline that may operate, say, once a year in very large organisations

· referring to written codes of ethics, conduct and other company documents.

Answers to Working Together

Work in small groups.

No guidelines are suggested as the exercise is clearly structured and the points the respondents must address are considered in the relevant parts of the chapter.

CASE STUDY 1: CROSS-FUNCTIONAL SERVICE TEAM

Answers to Review Questions

1. Based on your understanding of team dynamics, what were the possible reasons for the team failing to perform in the second stage?

Team failing to perform:

· team did not have a clear goal/objective

· needed to identify the type of team as this would have assisted to establish a clear goal/objective

· team not given the opportunity to progress through the developmental stages—storming, norming etc.

· no clarification of roles—Jenny in particular not aware of her role in the group

· need to develop a plan for the group in light of goal/objective—that is, develop purpose statement, performance plan targets etc.

2. What could the senior management team have done differently in moving to the second stage?

Senior management could have:

· provided some terms of reference for the group

· given public support through announcements, attending first meeting of the group to clarify purpose

· provided support, training, advice, mentoring/coaching on the following:

· roles in teams

· interpersonal relations/dynamics

· meeting procedures/protocols

· developing ethical standards

· motivation

· dealing with conflict etc.

3. What could Alan have done differently in moving to the second stage?

Alan could have:

· empowered team members

· established lines of authority/responsibility

· provided role clarification—particularly in relation to Jenny

· encouraged open communication

· consulted team members

· liaised with team members and other sections/divisions etc.

CASE STUDY 2: AN EMPOWERED TEAM

Answers to Review Questions

1. How does Ann's approach enhance performance and teamwork?

1. Ann's approach enhances performance and teamwork through empowerment. Specifically, by:

· sharing information, making frequent contributions, encouraging team members to speak out on issues

· creating autonomy by allowing them to work together to achieve team outcomes

· the team and individuals have explicit objectives, goals and priorities developed by Ann and the team

· identifying the team's and individual's accountabilities

· creating complimentary skill mixes

· promoting a climate of open communication.

2. Develop a list of guidelines and rules you will adopt as a manager, supervisor or team leader to facilitate and empower your team.

2. The respondent's list of guidelines and rules will vary based on their individual circumstances. Answers should include a selection from:

· Table 6.4 Effective leadership behaviours

· Figure 6.2 Enhanced performance and teamwork

· Figure 6.4 Keys to empowerment.

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Chapter 6 – IRM t/a Management Strategies and Skills 2e

By Judith Dwyer and Nicole Hopwood

Copyright © 2013 McGraw-Hill Education Australia Pty Ltd 9