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Team Management (BOK III)

Introduction - Section 3

Welcome to the third topic of the course, which is team management. If you are appearing for the ASU Certified Six Sigma Black Belt exam, then from this topic you will be getting 18 questions. What all are we going to study in this? Let's look at that. There are four broad topics in this team formation: team facilitation, team dynamics, and team training.

So these are the four topics that we will be studying in this section. coming back to team formation. In that, we will talk about team types. Team types could be the virtual team, the cross-functional team, or the self-directed team. What are these? We will look at that. Then, in team roles and responsibilities, we will be talking about the roles and responsibilities of a team leader, team facilitator, coach, or team member. Then we will be talking about team member selection criteria. How do you select members for your Six Sigma project, and then what factors make a team successful? We will talk about that. So that was about the team's formation. Then team facilitation In team facilitation, we will be discussing motivational techniques, and in this, we will be talking about the conventional motivational theories, which include Abraham Maslow's hierarchy, Herzberg's two-factor theory, and Douglas McGregor's theories X and Y.

So these are conventional theories. We will talk about that and see how we can use these theories to facilitate the team's functioning. Then we will be talking about the stages of team development. Each team has to go through various stages. What are these stages? These are explained by Tuckman's model of the team life cycle. So there are various stages in the team that are "forming," "storming," "norming," "performing," and "adjoining." What are these? We will talk about that. Then we will be discussing team communication and team leadership models. In team leadership models, we will be talking about situational leadership. How do you change the leadership style based on the situation?

And here we will be talking about four types of leadership models: directing, coaching, supporting, and delegating. It is up to you to choose one of these at what stage and under what conditions—what stage you go for directing, what stage you go for coaching, supporting, or delegating. We will discuss these things in the next section, which is about team dynamics. In that, we will be talking about group behaviors. In group behaviors, we will be talking about group thinking. What is group thinking, and how does that affect the decision-making process? And then we will be discussing how to deal with participants who are either reluctant to participate or who are too dominant in the discussion. Then we will be talking about meeting management, how to manage your meeting, and team decision-making methods.

And in that, we'll be talking about brainstorming, consensus building, nominal group techniques, and multi-voting. In Section D, we will talk about team training. How do you train your team in three steps: assess the need, provide the training, and then assess the effectiveness of the training? So these are all the topics related to team management that we will be discussing here in this section. And, as I previously stated, you can complete this section later if you wish. After you've completed Section 4, which is defined, you must measure, analyze, improve, and control the five sections that follow. You can do this now or later. That's your choice. So with this, let's get started and look at team types and constraints in the next video.

2. Types of Teams (BOK III.A.1)

As a six-sigma black belt. You will have to deal with teams. You will have a project team doing projects with you, with you as the leader of that improvement project team. To perform that function of a team leader, you need to understand how teams work, what makes teams successful, and how to motivate team members towards the common to help you in performing that role. Let's learn about teams. In this section, There are a number of topics to be covered, but the first thing let's start with is: what are the types of teams? There could be a number of team types, but what I have here are four common team types: functional, cross-functional, virtual, and self-directed. A functional team is something that is related to a function.

So you have a maintenance function, a design function, and a purchasing function. When the members of that group work on something together, they form a functional team. On the other hand, a cross-functional team is something like a team where people from different functions work towards a common goal. So the members of this team could be subject-matter experts from different functions. Assume that one person is in maintenance, another in design, another in purchasing, and yet another in sales. Together, they make a cross-functional team. This sort of team is normally used when you are working on an improvement project that spans a number of functions. A virtual team is another type of team. A virtual team is one that isn't physically seated together and doesn't interact face to face. We have people here who are in different time zones.

These are people from different cultures and different languages, and they are working towards a common goal with the help of technology. So one member of the team might be sitting in Canada, another in the USA, and another in India. And they work together. These might be individuals from different locations within the organization, but they have a common goal. So they work together. So they communicate via Skype and email, but they rarely interact in person. And the next type of team is a self-directed team. Self-directed teams come together on their own. So these are not formally assigned to a particular project.

They come together on their own, with the minimum input from management. So it's not something in which management is involved, nor is it something for which they are summoned. They just, for example, see a problem. They come together, form an informal team, and work together towards that goal. And then, in addition to these four types, there could be many other types of teams. Another thing that comes to mind is a quality circle. A quality circle is also a type of team where five or six people work towards a common goal of improvement.

3. Team Roles (BOK III.A.2)

After talking about the types of teams, let's understand team rules. There are different individuals with different roles to play. Here I have listed four roles for a team. There could be a leader, there could be a facilitator, there could be a coach, and there could be members. So these are the components of a team. But remember that these need not be exclusive.

A leader can act as a facilitator and a coach at different times. So it's not necessarily that a team will have one individual as a leader, one individual as a facilitator, and one individual as a coach, and each of these roles can overlap. So a leader, depending on the situation, can act as a coach, a leader, depending on the situation, can act as a facilitator, and a leader can even work as a member. So let's look at the details of these roles on the next few slides, starting with the role of a leader. The role of a leader is to provide direction to the team, direction to the team, vision to the team, and motivation to the team.

As a result, this person provides direction, clarifies team members' roles, and establishes ground rules for working together, what kind of communication will occur, and how things will be reported. All these ground rules are set by the leader, and the role of the leader is, of course, to ensure the successful completion of the team goal.

So the leader sets the goal, clarifies the goal, provides direction, and, in addition, if there are regular meetings to be held, the leader is responsible for preparing for those meetings and conducting those meetings effectively. And the team leader assigns individual roles to team members to determine who will do what part, which can be reviewed later during the meeting and during reviews to determine whether or not the goal has been met. So that's the role of a leader coming to the role of a facilitator. Facilitators frequently lack formal authority.

The facilitator assists the team in making decisions, not makes them. So even if a leader is acting as a facilitator, then the leader is asking or helping the team to make those decisions. The facilitator assists the team in understanding objectives and supports the team in achieving those objectives. So that's how he or she facilitates the team toward the goal. That is the role of a facilitator; the next is that of a coach. A coach provides one-on-one support after training. So if team members have been trained with something, then a coach is someone who provides support after the training. This is one-on-one training, and if there's any problem the team faces, the coach would be the first person to go to. And as I earlier said, these roles might overlap.

So the coach might be the same person as the team leader. So when we are talking about coaching, let's understand the growth model of coaching, which will help us understand the coaching concept better. So Grow is G for goal, r for reality, o for obstacles, and W for a way forward.

So this is how coaching is done using Grow. The first thing is to understand what the team wants to achieve, what's the objective, what's the goal, and then to realise what the current reality is, where we are today, and what challenges this team is facing. An obstacle is something that stops the team from achieving the goal; what are the obstacles?

And those obstacles are to be removed by the coach by providing all the support and steps needed to achieve the goal. So this is a growing coaching model that is reaching the last in the group, which is the members. The role of members is to participate in team meetings, do whatever is assigned to them, and actively participate. Actively participate. They must be actively engaged in the team as a team member when it comes to brainstorming, idea generation, or any other support.

4. Team member selection (BOK III.A.3)

As a Six Sigma team leader, If you are given the opportunity to choose your own team members, what factors should you consider? So here is that list: The first is the ability to influence whether this person, whom you are selecting, has the ability to influence the decisions.

Whether this person is open to changes You don't need a close-minded person on your team. and this person should have the required skill sets. Skill sets related to your improvement project This person could be a subject-matter expert. That's great if this person has some specialty in some work area. And then the most important thing here is the availability of this person.

Whatever qualities this person might have But if this person is not made available by the department when this person is needed, then there is no point in having any of those qualities. So availability is another key quality when you are selecting team members. So these could be some of the criteria when you want to find a team member for your improvement project.

5. Team Success Factors (BOK III.A.4)

What makes a team successful? So, what are the team success factors? Here I have highlighted some key factors. factors that will make a team successful. The first one is management support, which is important for everything. Because if you don't have management support, you'll find that once you've started the project and a team member, say, from the design group, you'll never be able to get this design group person to attend your meeting.

Because this person is too busy with so many other things. Because the department manager doesn't relieve this member to attend the team meetings. If you have management support, you will get the person you need when you need it. You will get resources when you need them. So, for any team to be successful, the first and foremost thing is management support. The second thing that is very important is having a clear goal, a clear understanding of the goal, and working towards it. That's another key factor for team success.

The third thing is setting ground rules. As a team leader, you need to set up your ground rules first. When will you have the meeting? Who will be preparing the minutes of the meeting? Who will be doing what, and how will this be communicated? All those ground rules need to be set and well understood by all team members. And then another important thing is timeliness. Whatever project you are doing, there is a time limit to that. These are time-bound because you are investing the time of employees and team members into your project. You need to deliver output on time. And for that, each team member has to do their work promptly. So if an activity is assigned to a person, that person needs to complete that activity on time. So that's another key factor for the team to be fully successful. Uh.

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