08-Managing People and Organizing Teams_updated.pptx

Organization management

1. Managing People and Organizing Teams Instructor: Dr. Tayyaba Anees

2. Taylor's Approach to Organizational Behavior Taylor had three basic objectives: to select the best person for the job; to instruct such people in the best methods; to give incentives in the form of higher wages to the best workers.

3. Attitudes of People The cash-oriented view of work of some managers can thus be contrasted with a more rounded vision of people in their place of work. The two attitudes were labelled Theory X and Theory Y by Donald McGregor. Theory X holds that: the average human has an innate dislike of work; there is a need therefore for coercion, direction, and control; people tend to avoid responsibility. Theory Y , on the other hand, holds that: work is as natural as rest or play; external control and coercion are not the only ways of bringing about effort directed towards the company's ends; commitment to objectives is a function of the rewards associated with their achievement; the average human can learn to accept and further seek responsibility; the capacity to exercise imagination and other creative qualities is widely distributed.

4. Selecting the Right Person for the Job The Recruitment process Create a job specification, formally or informally the requirements of the jobs should be documented and agreed. Create a job holder profile, qualities, qualification, education and experience required would be listed Obtain applicants Examine Cvs. Interviews, aptitude test, personalities tests, interviews(technical , non technical) Other procedures, references and medical exam

5. Instructions in the best methods Difference between Taylorist approach and writing C program New team member plan Training needs Training in-house/ training by companies Training courses

6. Motivation The Taylorist model Piece-rates vs. day-rates Difficulties in piece-rates due to change in work practices and technology change Very difficult to isolate and quantify work done during software development as development is a team effort.

7. Maslow’s hierarchy of needs

8. Herzberg’s two factor theory

9. Motivators and De-Motivators

10. The Expectancy Theory of Motivation Expectancy , the belief that working harder will lead to a better performance; Instrumentality , the belief that better performance will be rewarded; Perceived value , of the resulting reward. Motivation will be high when all three factors are high. A zero level for any one of the factors can lead to a lack of motivation.

11. The Expectancy Theory of Motivation

12. Hackman & Oldham Job Characteristic Model Managers should try to group together the elements of the tasks that need to be carried out so that they form meaningful and satisfying assignments. Oldham and Hackman suggest that the satisfaction that a job gives is based on five factors. The first three factors make the job ‘meaningful’ to the person who is doing it: Skill variety , the number of different skills that the job holder has the opportunity to exercise; Task identity , the degree to which your work and its results are identifiable as belonging to you; Task significance , the degree to which your job has an influence on others. The other two factors are: Autonomy , the discretion you have about the way that you do the job; Feedback , the information you get back about the results of your work.

13. Hackman and Oldham’s Job Characteristics model

14. Methods of Improving Motivation Setting specific goals – These goals need to be demanding and yet acceptable to staff. Involving staff in the setting of goals helps to gain acceptance for them. Providing feedback – Not only do goals have to be set but staff have to have regular feedback about how they are progressing. Job design – Jobs can be altered to make them more interesting and give staff more feeling of responsibility. Two measures are often used to enhance job design – job enlargement and job enrichment.

15. Five Stage Team Development Model

16. Five Stage Team Development Model

17. Team Needed a Balance of Different Types of People The chair – Not necessarily a brilliant leader but must be good at running meetings, being calm, strong but tolerant. The plant – Someone who is essentially very good at generating ideas and potential solutions to problems. The monitor-evaluator – Good at evaluating ideas and potential solutions and helping to select the best one. The shaper – Rather a worrier, who helps to direct the team’s attention to the important issues. The team worker – Skilled at creating a good working environment, for example by ‘jollying people along’. The resource investigator – Adept at finding resources in terms of both physical resources and information. The completer-finisher – Good at completing tasks. The company worker – A good team player who is willing to undertake less attractive tasks if they are needed for team success.

18. Team Member Required Skills A good team member must be able to: Time your interventions, that is, not overwhelm the others in the team; Be flexible; Be restrained; Keep the common goals of the team in mind all the time.

19. Group Performance Individuals to do on their own. As one manager at IBM was quoted as saying: "Some work yields better results if carried out as a team while some things are slowed down if the work is compartmentalized on an individual basis." Part of the answer lies in the type of task being undertaken. One way of categorizing group tasks is into: Additive tasks; Compensatory tasks; Disjunctive tasks; Conjunctive tasks.

20. Additive tasks allow members to each contribute individually and those individual contributions then add together for the greater output of the group. They require adding together the individual contributions of group members to maximize the outcome of the group. Examples: clearing snow and pulling a rope (tug of war). Compensatory tasks require group members to average their individual recommendations or solutions. Examples: estimates of effort needed to develop a software and get average or all estimates, Estimating costs, money market forecasts Additive and Compensatory Tasks

21. Disjunctive tasks require group members to determine a single solution for the entire group. Disjunctive tasks are also categorized as unitary and optimizing (in contrast to additive tasks). Examples: picking one person’s answer to a math problem to be the group’s answer and letting one art project represent the entire school. Problem solving, math calculations, college quiz bowl Conjunctive tasks tasks requiring all group members to contribute to complete the product. In this type of task the group’s performance is determined by the most inferior or weakest group member. Examples: climbing a mountain and eating a meal as a group. group presentation, software projects Disjunctive and Conjunctive Tasks

22. Social Loafing With all types of collective tasks, but particularly with additive ones, there is a danger of social loafing , where some individuals do not make their proper contribution. This can certainly occur with student group activities, but is not unknown in ‘real’ work environments. As one software developer has commented: "[The contribution made to others] is not always recognized. Nor is the lack of any contributions … nobody points out those who fail to make any contributions. Like when there’s somebody with vital skills and you ask him for help, but he doesn’t provide it." Social loafing is a problem that students often encounter when carrying out group assignments. What steps can participants in a group take to encourage team members to ‘pull their weight’ properly?

23. Measures to reduce Social Loafing Keep it small.   The smaller the number of people on any team, the harder it is to hide.  Smaller numbers also make it more likely people will believe that what they do will matter. Establish accountability .  When you ensure that every group member has clear responsibilities and tasks to accomplish as part of the overall effort, they are more likely to feel valued and motivated to do their part for the team. Accountability is key . Set clear, challenging goals .  Objectives for the group should challenge their ability to accomplish them.  Clear objectives that are specific, quantifiable, and easy to measure will help ensure accountability, encourage progress, and improve commitment to the group. Match the skills .  When you put the teams together, focus on getting the people with the right skills.  This way each will see how they can meaningfully contribute to the overall effort. Build in a feedback loop .  Potential “loafers” will be more likely to contribute if they believe that they will be found out.  There are several ways you can incorporate feedback , whether it is to have each member present the results of their work at intervals, conduct regular feedback sessions , or even having group members participate in a peer evaluation process .