Culture Change Through Teamwork
Culture Change Through Teamwork
MANAGEMENT
E E E 543 -P R OF E SSI ON A L E LE C T I V E 4
A BD I FATA H M. A BD I
OUTLINE
MODERN PROJECT MANAGEMENT
• The Project Life Cycle
• The Project Manager
• The Importance Of Project Management
• The Project Management Today: An Interactive Approach
ORGANIZATION STRATEGY AND PROJECT SELECTION
• The Strategic Management Process: An Overview
• Scenario Planning: A Supplement To Traditional Strategic
Planning
WHAT IS A PROJECT?
PROJECT
A complex, nonroutine, one-time effort limited by time,
budget, resources, and performance specifications
designed to meet customer needs.
• A TEMPORARY ENDEAVOR
• UNIQUE
The Project Life
Cycle
The Project Life Cycle
• INITIATION
• PLANNING
• IMPLEMENTATION
• CLOSING
The Project Life Cycle
• A TEMPORARY ENDEAVOR
• UNIQUE
THE NEED FOR TEAMWORK
EFFICIENCY
F
O of decision
• The quality
• Tackling • knowledge
G E S R
complex
T
• skillsA V E making is
processes
A N K O high in
and DV O R
• experiences
L S
problems A W U A
teams
Decision
MAKING
A M I T making
TE
THINGS
D I V
EASY IN
Teamwork throughout any
organization is an
essential component of the
implementation of TQM and process
management, for it builds;
Trust
improves communications and
develops interdependence
Good teamwork changes the independence to interdependence
Teamwork to support process management and
improvement has several components. It is
driven by a strategy, needs a structure, and must be
implemented thoughtfully and
effectively. The strategy that drives the improvement
comprises the:
vision and mission of the organization;
critical success factors;
core process framework.
RUNNING PROCESS MANAGEMENT AND
IMPROVEMENT TEAMWORKS
Process management and improvement teams are groups of people with
the appropriate ;
knowledge
skills, and
experience
by: John Adair, senior lecturer in Military History and the Leadership Training
Adviser at the Military Academy.
Teamwork and action-centered
leadership
The value of the
overlapping circles is
that it emphasizes
the unity of
leadership and the
interdependence and
multifunctional
reaction to single
decisions affecting
any of the three
areas.
Teamwork and action-centered leadership
The task, team and individual functions
for the leader are as follows:
Team functions
• Defining the task • Attending to
• Making a plan personal
• Allocating work and • Setting problems
resources standards • Recognizing
• Checking performance • Building team and using
against the plan spirit individual
• Appointing abilities
Task functions subleaders Individual
functions
LEADER/FACILITATOR
The
TQM this team
is the leader’s
‘action orarea,
to change’
facilitator’s
where the leaders aretask is to to
attempting
concentrate
manage on
the change from the as
business
small central area
usual, through total
where all
quality management
three circles overlap.
SITUATIONAL LEADERSHIP
Stages of team development
WHAT IS TEAM?
Forming
Storming
Norming
Performing
It is believe that these stages
are universal to all teams
despite the group members,
Stages of purpose, goals, culture and so
team on.
development
FORMING:
The Forming
represents a time
where the group is
just starting to
come together.
PURPOSE OF FORMING STAGE:
Dealing with
tensions and
defining group
tasks.
STORMING STAGE :
The norming
stage is the time
when all the
team members
becomes a
cohesive unit.
NORMING STAGE:
Productivity
Forming – awareness
Storming – conflict
Norming – co-operation
Performing – productivity
ATTRIBUTES OF SUCCESSFUL TEAMS
h ara c te ristics’
s e ; ly o f ‘ g ood c r e x am ple.
ec a u monop o sive, f o
This is b h a s a l l y e x c lu
N o o n e person e s a r e mutua
• e qualit i
y o f th
• man o t to o clever s f ee lings
v .N le ’
te l lig e n t n si t i v e to peop
Highly in d driving v. Se t
Forceful
an v. Patien ener
y n am ic r v. G o od list
D
t c o m m unicato
Fluen
d es irable
nd mor e
t h es e a
n po s s e ss all
o i n d i vidual ca
hn does.
Althoug o f te n
a lit ie s , a team
qu
HOW CAN A SUCH TEAM CAN BE
DEVELOPED?
Myers-Briggs Type Indicator (MBTI)
Fundamental interpersonal relations orientation –
Behavior (FIRO-B)
The Myers Briggs Type Indicator (MBTI)
What is preference?
Preference
Extraversion I
ENERGY ntroversion
Use of the FIRO instrument helps has been used throughout the
individuals to be more aware of world by managers and
how they relate to others. professionals to look at
management and decision-
making styles.
enables people to build more
a highly effective team building
productive teams through
better working relationships tool which can aid in the creation
of the positive environment in
which people thrive and achieve
improvements in performance.
FIRO-B
• inclusion,
• control and
• openness.
3 Dimensions
Inclusion
Control
Openness
3 Dimensions