Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Managing Team Performance

No description
by

Klauwee Gutierrez

on 24 February 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Managing Team Performance

Yamana.
Saluta.
Monsalve.
Justo.
Gutierrez.
Estaris.
Del Mundo.
Buenaventura.
Albos Managing Team
Performance Team -place when two or more people interact dynamically and interdependently and share a common and valued goal, objective, or mission

-Teams do not have to be permanent , and team members do not have to be in the same geographical location
-Autonomous work groups-also called process teams or self-managing work teams
-Are in place, members have the authority to manage their own tasks and interpersonal processes as they carry out their work DEFINITION AND IMPORTANCE OF TEAMS Reasons why teams become trending
-Global competition
-Downsizing and restructuring
-Rapidly changing business environment DEFINITION AND IMPORTANCE OF TEAMS Performance management system
-Should not only target individual performance but also an individual's contribution to the performance of his/her team and the performance of teams as a whole.
-Performance management characteristic in terms of managing team performance:
-Thorough, practical, meaningful, reliable, acceptable, ethical DEFINITION AND IMPORTANCE OF TEAMS Necessary for team performance management
-The processes involved in the performance of the team are relatively unconstrained by other requirements of the task or the organization
-The team is designed well and the organizational context supports team performance
-Performance feedback DEFINITION AND IMPORTANCE OF TEAMS Teams can be classified based on
-Complexity of task (routine & non-routine tasks)
-membership configuration (static & dynamic) TYPES OF TEAMS AND IMPLICATIONS FOR PERFORMANCE MANAGEMENT WORK OR SERVICE TEAMS
-engaged in routine tasks
-people have worked together for some time and know each other well
-members share a similar set of skills TYPES OF TEAMS AND IMPLICATIONS FOR PERFORMANCE MANAGEMENT PROJECT TEAMS
-assembled for a specific purpose
-team is expected to disband as soon as their specific tasks have been completed
-tasks done are outside the core production or service of the organization (non-routine tasks)
-members are from different functional areas who may not know each others' specialties
-highly dependent on one another's specific knowledge and skill sets TYPES OF TEAMS AND IMPLICATIONS FOR PERFORMANCE MANAGEMENT NETWORK TEAMS
-members are not constrained by time and not limited by organizational boundaries
-members are geographically dispersed and communicate via telecommunications technology
-work done is extremely nonroutine
-usually include a combination of temporary and full-time workers, customers, vendors and even consultants TYPES OF TEAMS AND IMPLICATIONS FOR PERFORMANCE MANAGEMENT IMPLICATIONS FOR PERFORMANCE MANAGEMENT
-Type of team in question must be considered first because different performance measurement methods are appropriate depending on the type of team
-Work or Service Teams will benefit from PEER RATINGS
-Project Teams= measurement taken periodically so that corrective action can be taken before the project has been completed
-Network teams emphasizes on the future and focuses on developing the team member's capacity to adapt, be flexible, and solve problems. TYPES OF TEAMS AND IMPLICATIONS FOR PERFORMANCE MANAGEMENT Goal: Make all team members accountable and to motivate them to have a stake in team performance

Challenge: if the organization have become more team based they have to change their performance management system PURPOSES AND CHALLENGES OF TEAM PERFORMANCE MANAGEMENT Organizations must ask these following questions if they choose to include a team component in their performance
-How do we asses relative individual contribution?
-How do we balance Individual and Team performance?
-How do we identify individual and team measures of performance? PURPOSES AND CHALLENGES OF TEAM PERFORMANCE MANAGEMENT Six basic principles
1) Make sure your team is really a team
To make sure the organization has actual teams
2) Make the investment to measure
Organization must be ready to make this investment for the measures to yield useful date
3) Define measurement goals clearly
How the data will be used is a decision that must be made before measures of team performance are designed INCLUDING TEAM PERFORMANCE IN THE PERFORMANCE MANAGEMENT SYSTEM 4) Use a multi-method approach to measurement
Measurement of team performance is complex, multiple methods and other sources are necessary
5) Focus on process as well as outcomes
Behavioral and process oriented measures are useful for team performance management as well for individuals. Serious considerations to both type will be used within context of managing team performance
6) Measure long-term changes
Team performance must be sampled over a variety of contexts and also over time INCLUDING TEAM PERFORMANCE IN THE PERFORMANCE MANAGEMENT SYSTEM Performance Management Process Good knowledge of the job in question
-Job analysis
-Easier to establish criteria for team success Good knowledge of the organization’s mission
-Combined with knowledge regarding the mission of the team’s unit Prerequisites KSAs that are conducive to team performance:
-Communication
-Decision making
-Collaboration
-Team leadership
-Self-control

Contextual and task performance must be considered separately Prerequisites -Includes the consideration of results and behavior
-Involves the creation of a developmental plan

Each of these issues needs to be considered at the team level: results expected of the team, behaviors expected of the team members and developmental objectives to be achieved by the team and its members Performance Planning -Discussion of results  key accountabilities, specific objectives for each key accountability and performance standards
-Discussion of behaviors  competencies
-Developmental plan  description of areas that need improving and goals to be achieved in each area Performance Planning
The plan includes goals not only for the team
as a whole, but also developmental objectives
for individual performance that will
benefit team performance Performance Planning Autonomous teams are solely responsible for performance execution; however, when a
team has a supervisor, then both the team and
the supervisor share responsibilities
for performance execution. Performance Execution The system should include
both the “me” and “we”
considerations Performance Assessment All team members must evaluate each other’s and overall team’s performance.
-Peer evaluations lead to higher levels of workload sharing, cooperation, and performance.
-Team coordination and feedback improve

= RECOGNITION OF ERRORS AND TAKING CORRECTIVE ACTION Performance Assessment Can also include:
-MVP team members’ nomination by review period
-Supervisor’s overall and individual evaluation
-Other teams’ evaluation (only for teams with firsthand experience with the team to be evaluated) -Involvement = increase in system ownership and commitment
-Self- appraisals provide important information for the performance review -Prone to biases

THREE TYPES OF PERFORMANCE TO BE ASSESSED:
1) Individual or task performance
2) Individual or contextual performance
3) Team performance as a whole Performance Assessment Measures of team performance should include both results and performance

FOUR PERFORMANCE DIMENSIONS:
1) Effectiveness
2) Efficiency
3) Learning and growth
4) Team member satisfaction

-Should not be more than 15 measures of overall team performance
-It is helpful to include someone outside the team Performance Assessment -Team members meet with the supervisor or manager
-Autonomous teams – team leader or representative meet with the performance review board
-Two meetings are needed
-Supervisor meets with all members of the team together - to discuss the overall team performance
-Supervisor meets each team member individually – how individual behaviors contributed to team performance

Past – discussion of performance during review period
Present – changes in compensation depending on results
Future – discussion about goals and developmental plans to achieve during the next review period Performance Review Identical to performance planning stage
except that it uses information
gathered during the review
period to make adjustments as needed Performance Renewal and Recontracting A company or an organization must consider:
first, a mix of team and individual rewards and it should be balanced with the award that supports both the cooperative and competitive behaviors.
With a balanced strategy, the company can acquire a blend of monetary and non monetary rewards that will help them achieve their objectives in a cost effective manner. REWARDING TEAM PERFORMANCE Ideas for rewarding your team:
-Offer flexible scheduling
-Send handwritten thank you notes
-Take you team out to lunch
-Give some bonus

Team based rewarding REWARDING TEAM PERFORMANCE
Full transcript