building and managing a winning team creating your ideal team copyright © 2011 nelson education...
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Building and Managing a Winning TeamCreating Your Ideal TeamCreating Your Ideal Team
Copyright © 2011 Nelson Education Ltd. 12-1
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Prepared byRon Knowles
Algonquin College& Jennifer Rouse Barbeau
Canadore College
Chapter OverviewChapter 12 will:
Develop your leadership strategy. Chart your organizational structure. Prepare you to organize and manage
your business. Develop a team that shares your vision
and enthusiasm. Prepare the management and personnel
sections of your business plan.
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Learning OpportunitiesUnderstand the basic management functions of
leading and organizing.
Chart your organizational structure.
Consider the benefits of a virtual or network organization.
Evaluate the skills that you and the members of your founding team possess.
Understand the value of an advisory board and external advisors.
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Learning OpportunitiesTake another look at yourself and identify your
strengths, weaknesses, and business needs.Use the idea of balance to brainstorm your ideal
team and scout potential team members.Develop an action plan with your new team
before you open the doors.Consider the merits of the just-in-time team,
partnerships, leased employees and the independent contractor or associate.
Recognize the need for a mentor. Learn how to hire your first employee.
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What is Leadership?Motivating others to do what is expected of
them because they believe in what you are doing and share your vision.
Transformational leaders inspire exceptional performance through:Visioning Inspiring StimulatingCoachingTeam-building
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OrganizingThe organizing function deals with these questions:
What tasks are to be done?Who does them? Who reports to whom?
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OrganizingTwo broad types of organizational structures
are: mechanistic organic
Your small business will need an “organic” “organic” business structure because the new business environment demands: InnovationProactivityRisk taking
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Mechanistic StructureThis structure consists of:
Highly structured channels of communication. Uniform and restricted operating styles must be. Decision-making based on management authority. Reluctant adaptation. Emphasis on formal procedures. Tight control systems. Constrained on-the-job behaviour. Superiors making decisions.
Copyright © 2011 Nelson Education Ltd. 12-8
Organic StructureThis structure consists of:
Open channels of communication. Operating styles allowed to vary freely. Decision-making authority based on expertise. Free adaptation to changing circumstances. Emphasis on getting things done. Loose, informal control with emphasis on co-operation. Flexible on-the-job behaviour. Participation and group consensus.
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Chart Your Organizational Structure: Functional Approach
Owner/ General Manager
Team Leader,Kitchen
Team Leader,Service
Kitchen Staff Service Staff
Bookkeeper
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Owner
Head Sales, Toronto
Head Sales, Vancouver
Head Sales, Halifax
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Chart Your Organizational Structure: Geographic Approach
Owner
Team Leader,Industrial
Team Leader, Government
Team Leader,Retail
Copyright © 2011 Nelson Education Ltd. 12-12
Chart Your Organizational Structure: Customer-Driven Approach
Virtual StructureBenefits of a virtual or network organization:
Customer-driven Flexible Relies on mutual trust and teamwork Promotes supplier competition Delegates selling duties to selling agents, not
staff Offers a web of associates or partners Relies on outside expertise
Copyright © 2011 Nelson Education Ltd. 12-13
The Founding TeamThree areas you should focus on are:
Management team profiles and ownership Management team profiles and ownership structure.structure. • Identify the people who are capable of assuming
management roles when necessary.
Board of directors or advisory boardBoard of directors or advisory board. . • Think about forming a board of advisors that provides
true guidance and advice to your company.
Human resources requirementsHuman resources requirements• Think about employees or independent associates
your business may need and what their functions will be.
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Balance Your TeamYou cannot do everything yourself.You’ll need a team with different skills & personalities.The key is balance.
Begin with a self-assessment Revisit your entrepreneurial assessment (Chapter 1) and
your values (Chapter 3). Complete the personality tests listed in Box 12.3, or
Appendix 12.1. Complete Action Step 53.
Copyright © 2011 Nelson Education Ltd. 12-15
The Just-In-Time TeamMerits of the just-in-time team include:
1.Partnerships1. Joint ventures2. Strategic alliances
2.The independent contractor or associate
3.Employee leasing
Copyright © 2011 Nelson Education Ltd. 12-16
Get a Mentor
For independent business, mentoring is:For independent business, mentoring is: A mutually beneficial partnership between a more
experienced entrepreneur or businessperson and an entrepreneur who is in the start-up phase.
Qualities of an effective small business mentor:Qualities of an effective small business mentor:• A desire to help• Positive past experience• A good business reputation• Time and energy to help• Up-to-date knowledge in the field• A learning attitude• Demonstrated managerial & mentoring skills
Copyright © 2011 Nelson Education Ltd. 12-17
Hiring Your 1st EmployeeBefore you hire your first employee, self-analyze:
Is hiring staff consistent with your values and passion?Do you have what it takes to manage people? Can you effectively:
Lead? Organize? Control? Communicate? Work in a team environment?
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Hiring: Basic StepsWhen you hire, you will have to consider:When you hire, you will have to consider:
Job analysis Job qualifications Job requirements Staffing decisions:
recruitmentemployee selection training/developmentcompensation
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Select WiselyConsider all the costs associated with hiring, training
and retaining your employees. An employee can cost an extra 60% of his or her salary These additional costs include:
Ad placement Indirect compensation (e.g. vacation pay, employment insurance,
CPP, workers’ compensation) Space, furniture and equipment Additional management time
So…Select Wisely!
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Chapter 12 helps you prepare Parts F & G of your business plan:
Management & Personnel
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Business Plan Business Plan Building Block
What major human resource issues does your business face, and how does your plan address these issues?
Have you included an employment schedule and wage costs in the appendix of your business plan?
Have you allowed for benefits in your labour plan?
Do you have job descriptions in place and plans to conduct annual performance appraisals?
Copyright © 2011 Nelson Education Ltd. 12-22
Checklist for Your Business PlanYour Business Plan
Do your wage rates fit within the industry norms?
Outline your leadership style and your strengths and weaknesses.
How might a “virtual organization” work for you?
If you are starting out, at what point will you add a second or third person?
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Checklist for Your Business PlanYour Business Plan
Management & Teamwork at MSMSuccess at MSM strongly related to the founding partners’ teamwork, leadership and organizational skills.
Answer Chapter 12 case study questions to learn: How the personality types & leadership style of the
founding partners contributed to their company’s success. What leadership style you will use for your business. What type of organizational structure helped MSM grow
and prosper. What Mike McCarron believes are the ways to improve
partnership relationships. What advice McCarron offers when it comes time to hire
new staff members.
Copyright © 2011 Nelson Education Ltd. 12-24
CaseStudy