Wednesday, June 21, 2006

Teamwork

Teamwork competency is accomplishing outcomes through small groups of people who are collectively responsible and whose work is inter-dependent. Getting these teams to work effectively, the managers have to:
1. Design teams properly- which involves formulating goals, defining tasks to be done, and necessary staffing.
2. Create a supportive team environment – here, teams have to be given relative freedom to work or perform tasks, freedom to make decisions without always reporting to the team leaders or project managers
3. Manage team dynamics appropriately – definitely, conflicts are bound to arise but the conflicts can be productive when managed well and destructive, if poorly managed.

And the most likely response of commitment to a group by its members is for the team leader/project manager to use a referent or expert, coaching and mentoring form of leadership power.

The strength of members’ desires to remain in the group or team and their commitment to it is cohesiveness and this is based on the following feelings of trust, openness, freedom, & interdependence. Cohesiveness is the reflection of the members’ feeling toward one another and the whole team.

The stages of forming a team are:
1. Forming Stage – The earliest form of team development, at which the work team focuses on orientation to its goals & procedures.
2. Storming Stage – The stage begins when competitive or strained behaviours emerge & may involve resistance and impatience with the lack of progress.
3. Norming Stage – Here, team members become increasingly positive about the team as a whole, the other members as individuals, and what the team is doing. The rules of behaviour that are widely shared and enforced by the members of the work team develop.
4. Performing stage – Here, members have developed a degree of trust, respect and accept each other. Members are willing to present ‘wild’ ideas without fear of being put down and giving accurate feedback. The members of the group/team help focus the team on its tasks and goals.
5. Adjourning Stage – Here, the team’s development involves terminating tasks behaviours and disengaging from relationships. Here most work teams end and have their end-point except a few like the executive committee of an organization’s board of director is ongoing.

At this point it will be good to really concentrate on benefits of team work. The whole is greater than the sum of its individual parts (synergy). Comprises of a win/win situation and the greatest skills of empathic communication is developed. Effective team work catalyses, unifies and unleashes the greatest powers within people. E.g. If you put two pieces of wood together they will much more than the total of the weight held by each separately.

Appropriate degree of synergy in the business would result to everybody working towards a particular goal. This will increase communication empathically and result to admirable conclusions/business mission statements that are a result of everybody. In conclusion, a high degree of cooperation will lead to high degree of trust as a result move one from a position of defensive (win/lose or lose/win) to respect (compromise) then to finally a synergistic (win/win) solution.

Tuesday, June 20, 2006

MANAGEMENT AND LEADERSHIP

Management could be defined as the planning, organizing, leading and control of people working in an organization and the ongoing set and of tasks and activities they perform. The manager here is one who allocates, human, material and information resources in pursuit of an organization’s grade.
From the above, it can be deduced that irrespective of leading/leadership to be a fundamental part of management, the role(s) of a manager doesn’t include leadership because leadership is influencing others to work/act towards the attainment of a goal. Leadership models include
1. Traits - A leadership model based on the assumption that certain physical, social and personal characteristics are inherent in leaders
2. Behavioral model – This form of leadership focuses on differences in actions of effective and ineffective leaders. An example of behavioral model is theory X and Y. Where X is where leaders tell subordinates what’s expected of them, instruct them on how to perform their jobs, insist they meet certain standards, and make sure that everyone knows whose boss. The leader believes the typical employee dislikes work and would avoid it if possible, once direction whenever possible, managers must coerce employees to get them to work. Theory Y is a style where leaders consult with their subordinates, seek their opinions and encourage them to take part in planning and decision making. He assumes the employee like to work; employees who are committed to the company’s objectives will exercise self direction and self control. Employees learn to accept and even seek responsibility at work.
2b. Employment model – Sharing influence and control with followers.

3. Contingency model – This is based on the idea that the situation determined the best style to use.

Leading as a function of management is the communicating with, motivating others to perform the tasks necessary to achieve organizational goals. Stephen Covey in his book “The 7 Habits of Highly Effective People” Illustrates that leadership, whose basic task is to increase the standard of living and the quality of life for all stakeholders, comes first before management. Management: How can I best accomplish certain things? (Check above definition of a manager) But leadership says: what are the things I want to accomplish? Management is doing things right; while leadership is doing the right things. Leadership is a function, generating a mission statement, getting the core values while management is the form that follows it.

Saturday, June 03, 2006

Introduction

For a company to qualify to be identified by Inc. Magazine (http://www.inc.com), as one of the 500 most rapidly growing private companies in the USA. The company has to be at least 5 years old. The CEOs' of these companies hold an average of 56% of the equity of these companies that generate tens of millions of dollars in revenue per annum.

These CEOs' are well educated, with 80% having college degree, one - third having some form of graduate degree. Only 16% hold an MBA. Their ages fall between 30 & 50 (only 3% are younger than 30). On the average this CEOs' claim they sleep 6hrs per night, take 2weeks vacation per year. 90% didn't set out to expand their companies that fast enough to qualify for Inc. 500 list. 22% hope to survive, 48% hope to grow slowly, 10% women in 1997 (J.Hyatt. The Inc. 500:Inc.'s 15th annual list. Inc. 500 1996, pp 15-25).

This site would assist in improving in improving your managerial skills about making a difference, about integrating skills & getting results. Providing a scale as it concerns self- management competency, global-awareness competency, team work competency, strategic action competency, communication competency, and planning and administration competency. Doing all these and having "Fun"

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