1. Information Systems (Engineering) in Industry Groups, Teams and Leadership Delivered by Dave Thomas, K235 e: d.t.thomas@staffs.ac.ukd.t.thomas@staffs.ac.uk w: www.fcet.staffs.ac.uk/dtt1www.fcet.staffs.ac.uk/dtt1

2. Slide 2 of 18 Content

3. Slide 3 of 18 What we will cover Examples of teams (and groups) Attributes Models (and interactions) Common messages How to (and how not to) Examples of leaders Attributes Models (and interactions) Common messages How to (and how not to) Relating to IS in Enterprises

4. Slide 4 of 18 Example of a group or a team? Which of the following? –Students on BSc Hons Forensic Computing –Chelsea Supporters club –Students completing a group assignment –Travellers on same Holiday Tour/outing –Co-workers on a production plant –Co-workers on an IT system project –Co-workers on a student group assignment You know about this! –http://www.canberra.edu.au/studyskills/learn ing/groups#problemshttp://www.canberra.edu.au/studyskills/learn ing/groups#problems

5. Slide 5 of 18 Teams: Many different definitions, but most have three elements: –An interdependent, intact social system. –One or more tasks to perform. –Operating within an organisational context.

6. Slide 6 of 18 Example of a team Image of a football team

7. Slide 7 of 18 Another (better) team Image of a rugby team

8. Slide 8 of 18 Attributes of teams Different roles of members Common purpose and commitment to it Mutual respect Mutual trust Good communication Acceptance of criticism (in order to improve) All in all, Hwyl

9. Slide 9 of 18 Models (and interactions) Dr Meredith Belbin –12 Belbin Team Roles12 Belbin Team Roles –in 4 categories –doing 4 role types Magerison- McCann Team Management Wheel –9 team roles –In 4 categories Based on Jungian Psychological Type TheoryJungian Psychological Type Theory –4 Functions –8 Types McGregor – Criteria for Effective Teams All recognise that good teams have common characteristics

10. Slide 10 of 18 Common factors of theories Different roles of members A common purpose and commitment to it Mutual respect Mutual trust Open communication Acceptance of criticism (in order to improve) Management of differences Supportive culture In fact – the same as in 1966 and 1971 And as on the previous slideprevious slide

11. Slide 11 of 18 How to (and how not to) Factors to consider: –Environment (conducive) –Management style –Communication –Recruitment –‘Tricks’ Workplace Socialising Rules of engagement Conflict resolution Culture

12. Slide 12 of 18 And an un-Team – the Black TeamBlack Team A testing team Created by IBM when creating the most complex piece of software world had ever known Started with a few people, to test software And evolved! To an industry legend

13. Slide 13 of 18 Management and leadership? Warren Bennis thought: Warren Bennis –Manager - Administers, maintains, focuses on systems & controls and the short term view, asks how and when, keeps eye on the bottom line –Leader - Innovates. Develops, focuses on people, inspires trust, asks what and why has a long-term view and an eye for the horizon Bennis & others talk of: –Transformational leadership (doing the right thing) and –Transactional leadership (doing things right) This distinction is often quoted as the difference between management and leadership.

14. Slide 14 of 18 Leaders v Managers Leavitt described leadership, as ‘pathfinding’ while management was ‘pathminding’ Leading: creates: A shared understanding of the environment A shared vision of where we are going A shared set of organisational values A shared feeling of power. Key words: vision, direction, values, empower Managing: involves: getting things done (task focus) through people (relationship focus) Key words: plan, organise, control (task) and/or encourage, develop, people (relationship). Source ( Task Force on Management Reform in Australia )

15. Slide 15 of 18 Leaders: Challenge the status quo - They, find a process that needs to be improved the most Share their vision - Next, share the vision in words that can be understood by followers Empower others - Give them the tools and methods to solve the problem. Lead by example - When the process gets tough, they get their hands dirty. Encourage others - Share the glory with followers, while keeping their pains within Adapted from (Kouzes & Posner, 1987)

16. Slide 16 of 18 How to – leaders (and how not to) Environment –Physical –Culture –Management (style) –Recruitment –Communication –etc

17. Slide 17 of 18 We have covered Teams and groups Leaders and managers For both: –Attributes –Models (and interactions) –Common messages –How to (and how not to)

18. Slide 18 of 18 What we have covered (in another form)

19. Slide 19 of 18 Leadership ‘styles’ Authoritarian or autocratic Participative or democratic Delegative or Free Reign (Laissez-faire) Good leaders use all three styles, although one of them may normally dominate Poor leaders tend to stick with one style

20. Slide 20 of 18 Later ‘style’ theories Instrumental theories stress task and person oriented behaviour (e.g. participation, delegation) by the leader to gain effective performance from others Inspirational theories include charismatic leaders, transformational leadership. The leader appeals to values and vision and enthuses others raising confidence in others and motivating them for change Informal leadership looks at behaviours associated with those who are not appointed to authority but assume leadership in other ways Path-goal theory looks at what leaders must do to motivate people to perform well and to get satisfaction from work.

21. Slide 21 of 18 Later styles theories (continued) The choice of style depends on the task and the individual e.g. routine tasks = supportive style, complex = directive leadership. Keep in mind that most of these theories are North American in origin and do not necessarily take account of cross cultural difference. Remember oxymorons! They are also almost all drawn from observation and study of men. Some women question their validity for women in leadership roles. back