Managing Project & High-Performing Teams | Lecture Note

University:
California State University, Northridge
Course:
MGT 360 | Management and Organizational Behavior
Academic year:

2024
Views:

148

Pages:

16
Author:

Joslyn Krueger

Managing Project & High-Performing Teams • Synergy  1 + 1 + 1 = 10 (positive synergy)  1 + 1 + 1 = 2 (negative synergy) • Characteristics of High-performing Teams 1. 2. 3. 4. 5. 6. 7. 8. Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team 11–1 The Five-Stage Team Development Model FIGURE 11.1 11–2 Conditions Favoring Development of High Performance Project Teams • Ten or fewer team members • Voluntary team membership • Continuous service on the team • Full-time assignment to the team • An organization culture of cooperation and trust • Members report only to the project manager • All relevant functional areas are represented on the team • The project has a compelling objective • Members are in speaking distance of each other 11–3 The Punctuated Equilibrium Model of Group Development FIGURE 11.2 11–4 Creating a High-Performance Project Team FIGURE 11.3 11–5 Building High-Performance Project Teams • Recruiting Project Members Factors affecting recruiting • Importance of the project • Management structure used to complete the project How to recruit? • Ask for volunteers Who to recruit? • Problem-solving ability • Availability • Technological expertise • Credibility • Political connections • Ambition, initiative, and energy 11–6 Project Team Meetings Managing Subsequent Meetings Relationship Decisions Managing Change Decisions Establishing Ground Rules Conducting Project Meetings Planning Decisions Tracking Decisions 11–7 Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of project team name Team rituals 11–8 Requirements for an Effective Shared Vision FIGURE 11.4 11–9 Managing Project Reward Systems • Group Rewards Who gets what as an individual reward? How to make the reward have lasting significance? How to recognize individual performance? • Letters of commendation • Public recognition for outstanding work • Desirable job assignments • Increased personal flexibility 11–10 Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up 11–11 Managing Conflict within the Project Team • Encouraging Functional Conflict Encourage dissent by asking tough questions. Bring in people with different points of view. Designate someone to be a devil’s advocate. Ask the team to consider an unthinkable alternative • Managing Dysfunctional Conflict Mediate the conflict. Arbitrate the conflict. Control the conflict. Accept the conflict. Eliminate the conflict. 11–12 Conflict Intensity Over the Project Life Cycle FIGURE 11.5 11–13 Rejuvenating the Project Team • Informal Techniques Institute new rituals. Take an off-site break as a team from the project. View an inspiration message or movie. Have the project sponsor give a pep talk. • Formal Techniques Hold a team building session facilitated by an outsider to clarify ownership issues affecting performance. Engage in an outside activity that provides an intense common experience to promote social development of the team. 11–14 Managing Virtual Project Teams • Challenges: Developing trust • Exchange of social information. • Set clear roles for each team member. Developing effective patterns of communication. • Keep team members informed on how the overall project is going. • Don’t let team members vanish. • Establish a code of conduct to avoid delays. • Establish clear norms and protocols for surfacing assumptions and conflicts. • Share the pain. 11–15 Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Going Native Team Spirit Becomes Team Infatuation 11–16