Management styles. Andrei Pitis. Entrepreneurship and technological management

Transcription

1 Management styles Andrei Pitis 1

2 Topics 1.Recap 2.Team Lifecycle (Tuckman) 3.Management styles (Hersey/Blanchard) 2

3 Maslow s hierarchy of needs 3

4 Herzberg Theory 4

5 5

6 6

7 Team Lifecycle Bruce Tuckman, 1965 Phases in the development of a team that are inevitable and necessary: Forming Storming Norming Performing 7

8 Forming In the early phases of the team Individual behavior driven by the need to be accepted Conflict and controversy are avoided Information is gathered about other team members Not much gets done Everybody is happy 8

9 Forming 9

10 Storming People realize what are the real issues that need to be solved Individuals start arguing, each having their own solution Fight for power, influence Different teams enter this phase at different times Not much gets done as people are busy fighting Some teams never leave this phase High degree of creativity 10

11 Storming 11

12 Norming People get to know each other Team manages to have one common goal They work together towards achieving it Some may have to give up their ideas Recognize each other s ideas The team s supervisor is responsible for getting the team to this phase A set of clear norms and practices, along with a clear set of responsibilities for each team member 12

13 Norming 13

14 Performing A few teams get to this phase The team functions smoothly with very little need for supervision Team members have become interdependent They are competent and autonomous Dissent is expected and resolved through open communication Supervisors are participative, the team makes the decisions 14

15 Performing 15

16 Team lifecycle Forming Storming Norming Performing 16

17 Team lifecycle Forming Storming Performing Norming 17

18 Team lifecycle Forming Storming Adjourning Norming Performing 18

19 Situational Leadership Paul Hersey - Situational Leader Ken Blanchard - The One Minute Manager No single best leadership style Style needs to be adapted to the individual, team, task 19

20 Maturity Levels M1: Lack the skills required and are unable or unwilling to take responsibility for the task M2: They are still unable to take responsibility but are willing to do the task M3: They are experienced to do the task but are not confident to take on the responsibility M4: They are both able and willing to not only do the task but take responsibility for it 20

21 Leadership Styles Telling Selling Participating Delegating 21

22 Telling / Directing Follower: M1 - low competence, low commitment: unable or unwilling or insecure Leader: high task focus, low relationship focus The follower cannot do the job and is afraid to try, the leader takes a highly directive role. The leader needs to understand what will motivate the person Focusing too much on the relationship may confuse the person All required actions need to be very clear Used also when the team is in the Forming phase 22

23 Selling / Coaching Follower: M2 - some competence, variable commitment: unable but willing Leader: high task focus, high relationship focus When the person can do the job to some extent, telling what to do can be demotivating The leader needs to sell his ideas, explain why some other way of working may be better The leader spends time offering advice and coaching Telling and Selling are time intensive for the leader 23

24 Participating / Supporting Follower - M3 - high competence, variable commitment: able but unwilling or insecure Leader: low task focus, high relationship focus The leader needs not to worry showing them what to do Is instead focusing on supporting the person to take own decisions A lot of time is spent listening and understanding what motivates people 24

25 Delegating / Observing Follower: M4 - high competence, high commitment Leader: low task focus, low relationship focus A high degree of trust, the leader just lets the follower do the task and be responsible for it Praise and recognition is appreciated at this phase 25

26 Leadership styles 26

27 Management 27

28 Intrebari 28

29 Intrebari 29