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teamleader whitepaper

teamleader whitepaper

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Published by: saadiqbal on Jun 13, 2008
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06/19/2014

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WHITE PAPERCHANGING THE ROLE OF THE SUPERVISOR
TO TEAM
LEADER:A NEEDED PARADIGM SHIFT IN ASACa
Author: Dr. Bob RuotoloQuantum Performance InstitutePhoenix, AZ
 
Robert A. Ruotolo, 1994 www.QuantumPerformance.net
A WHITE PAPER ON CHANGING THE ROLE OF THE SUPERVISOR TOTEAM LEADER: A NEEDED PARADIGM SHIFT IN ASACaINTRODUCTION
In this paper I will state why this change is required that is to change the position of allSupervisors to Team Leaders. I will propose how we should go about making this changethrough a ‘change management process’ focusing on the changing role of supervisors andemployees.
OUR COMPETITIVE ENVIRONMENT
Today all of AlliedSignal including ASACa faces tremendous pressure from a veryferocious world market competition. To be successful in such an environment requireshigh performance; high flexibility to meet the rapidly changing technology and marketconditions; and high commitment from a multi-skilled workforce capable of meetingcustomer requirements and working towards continuous improvement.Using team structures and empowering employees to manage themselves is one of themeans that we have to be competitive. TQL, TQF, TQS are all contributing to changingour work environment to be more competitive. A clear vision and set of values withassociated behaviors, skills in group problem-solving, decision making, are all attributesof us becoming a high performing organization. However, a critical step in unleashing thepotential within our organization is to redesign our production and manufacturing work systems. A key piece of this redesign is the role of the supervisor.In the traditional organization, much of the supervisory role is involved in planning,controlling, coordinating and improving the daily work. As organizations move towardsself-directed work teams, the team begins to assume responsibility for these planning andcontrol tasks.The most important step in the transition to self-directed teams is to work withsupervisors to help them identify the new role and contributions they will be called on tomake. Supervisors are critical to developing teams and empowering employees. To wintheir support they have to see a meaningful role for themselves emerging from thischange process to self directed work teams and the transition from 'supervisor' to 'teamleader'.
 
Robert A. Ruotolo, 1994 www.QuantumPerformance.net
SYMBOLISM ASSOCIATED WITH TITLES
One of the major reasons for recommending the change in title from supervisor to teamleader is the symbolic message that this will make to the organization. Although manysupervisors may already be carrying out the behaviors of the Team Leader, the titlesupervisor denotes a set of behaviors that is no longer appropriate for the leadershiprequirements in work teams. We need to be explicit in what these behavioral changes areand these changes must become performance requirements for the new role. In thetraditional organization supervisors assigned tasks, enforced rules, solved problems,controlled information, expedited the work, and were responsible for meeting goals inbudgets.In the new role as Team Leader, they conduct training, team building, coaching,information sharing, joint goal setting and problem solving, linking teams to resources,customers and suppliers, and conflict resolution. Team Leaders manage less by controland more by influence and credibility. They are more often a coach, facilitator, developer,and integrator. They help their teams set goals, solve problems and confront issues.
FOUR CRITICAL FUNCTIONS OF THE TEAM LEADERTeam Building
The first is building teams. This involves knowledge about how teams develop andfunction and the kinds of interventions that build team cohesion and facilitate effectiveteamwork.
People Development
This involves knowledge and skills in areas like coaching and training. It is important forTeam Leaders to have an appreciation for individual differences and to be able to providepeople with specific meaningful feedback.
Performance Management
Being able to work with teams on performance management issues. This involves helpingteams to develop measures of their performance, assist them in setting improvementgoals, providing performance feedback, facilitating problem solving and correctiveaction, and providing recognition for team accomplishments.
Boundary Management
This involves linking the team to the wider organization. It requires knowledge of organizational resources and processes and group communication skills to help resolveissues between work groups.To carry out these functions successfully requires a high level of inter-personal skills.Skills like communicating, listening, providing feedback, dealing with conflict, andnegotiating are critical to a person's success in this new role.

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