© 2006 Pearson Education Canada Inc.Chapter 7- 1 Chapter 7 Organizing and Working in Teams.

© 2006 Pearson Education Canada Inc. Chapter 7- 1

Chapter 7Chapter 7

Organizing and Organizing and Working in Working in

TeamsTeams


EffectiveEffectiveOrganization StructureOrganization Structure

CoordinateCoordinateand Control Workand Control Work

CoordinateCoordinateand Control Workand Control Work

DivideDivideResponsibilitiesResponsibilities

DivideDivideResponsibilitiesResponsibilities

PromotePromoteAccountabilityAccountability

PromotePromoteAccountabilityAccountability

DistributeDistributeAuthorityAuthority

DistributeDistributeAuthorityAuthority


Organization ChartOrganization Chart

Vertical OrganizationVertical Organization

Ch

ain

of

Co

mm

and

Ch

ain

of

Co

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and

Wo

rk S

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cializa

tion

Wo

rk S

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tion

FormalFormalOrganizationOrganization

FormalFormalOrganizationOrganization

InformalInformalOrganizationOrganization

InformalInformalOrganizationOrganization

Horizontal CoordinationHorizontal Coordination


Formal vs. InformalFormal vs. Informal

•Formal Organization•Represented by the organization chart•The official role an employee occupies

•Informal Organization•Network of unofficial employee relationships (Grapevine)

• Influential management resource and/or obstacle


Organization Chart for a Grocery ChainOrganization Chart for a Grocery Chain

Board of DirectorsBoard of Directors

President & CEOChairperson

President & CEOChairperson

VP Human ResourcesVP Human Resources

Senior VPOperationsSenior VPOperations

VPMISVPMIS

VPFinance

VPFinance

VP Special Projects

VP Special Projects

VPMarketing

VPMarketing

VPAdvertising

VPAdvertising

VP Store PlanningVP Store Planning

Regional SupervisorsRegional

Supervisors

Area Supervisors

Area Supervisors

Regional OperationsRegional

Operations

Area Supervisors

Area Supervisors

Regional OperationsRegional

Operations

Area Supervisors

Area Supervisors

VP Grocery OperationsVP Grocery Operations

VP Perishable Operations

VP Perishable Operations

VP Bakery OperationsVP Bakery Operations


Work SpecializationWork Specialization

AdvantagesAdvantagesAdvantagesAdvantages DisadvantagesDisadvantagesDisadvantagesDisadvantages

EfficiencyEfficiencyEfficiencyEfficiency BoredomBoredomBoredomBoredom

ProductivityProductivityProductivityProductivity AlienationAlienationAlienationAlienation


Chain of Chain of CommandCommand

• ResponsibilityResponsibility– Obligation to perform duties and achieve Obligation to perform duties and achieve

goals associated with a positiongoals associated with a position

• AccountabilityAccountability– Obligation to report results and justify Obligation to report results and justify

outcomesoutcomes

• AuthorityAuthority– Power granted by the organization to make Power granted by the organization to make

decisions, take action and allocate resourcesdecisions, take action and allocate resources

• DelegationDelegation– Assignment of work and authority down the Assignment of work and authority down the

chain of command chain of command


Simplified Line-and-Staff StructureSimplified Line-and-Staff Structure

PresidentPresident

VPProduction

VPProduction

VP Marketing

VP Marketing

VPFinance

VPFinance

Legal DepartmentLegal Department

Human Resources Department

Human Resources Department

Head of Accounting Department

Head of Accounting Department

National Sales

Manager

National Sales

Manager

LineLine

StaffStaff


Span of Management (Control)Span of Management (Control)

• Wide Span of Control– Large number of employees report to one manager– Common in Flat Organizations

• fewer management layers

• Narrow Span of Control– Small number of employees report to each manager– Common in Tall Organizations

• Many bureaucratic layers in the structure• i.e. The Army


GeneralGeneral

ColonelsColonels

MajorsMajors

Captains,Captains,LieutenantsLieutenants

Warrant Warrant OfficersOfficers

SergeantsSergeants

CorporalsCorporals

PrivatesPrivates

ArmyArmy

Span of Management (Control)Span of Management (Control)

PopePope

CardinalsCardinals

Archbishops,Archbishops,BishopsBishops

PriestsPriests

Roman Catholic ChurchRoman Catholic Church


Decentralized Decentralized CentralizedCentralized

Decision-Making AuthorityDecision-Making Authority

Top-LevelTop-LevelManagementManagement

Rich Rich ExperienceExperience

BroadBroadVisionVision

Lower-LevelLower-LevelManagementManagement

MoreMoreResponsiveResponsive

FasterFasterDecisionsDecisions


Vertical OrganizationsVertical Organizations

NetworkNetworkNetworkNetwork MatrixMatrixMatrixMatrix

DivisionDivisionDivisionDivisionFunctionFunctionFunctionFunction


DepartmentalizationDepartmentalizationby Functionby Function

SkillsSkillsSkillsSkills ResourceResourceUseUse

ResourceResourceUseUse ExpertiseExpertiseExpertiseExpertise

Common departments include: Marketing, Human Resources, Finance, Operations, Research &

Development and Accounting


Functional Functional DepartmentsDepartments

DisadvantagesDisadvantages

•Departmental BarriersDepartmental Barriers

•Slow Response TimeSlow Response Time

•Ineffective PlanningIneffective Planning

•Over-specializationOver-specialization

AdvantagesAdvantages

•Resource AllocationResource Allocation

•Unified DirectionUnified Direction

•Improved CoordinationImproved Coordination

•Better CommunicationBetter Communication


ProcessesProcessesProductsProducts

GeographyGeography CustomersCustomers

DepartmentalizationDepartmentalizationby Divisionby Division


DepartmentalizationDepartmentalizationby Divisionby Division

AdvantagesAdvantages DisadvantagesDisadvantages

FlexibilityFlexibility

Better ServiceBetter Service

Management FocusManagement Focus

Wasting ResourcesWasting Resources

Poor CoordinationPoor Coordination

CompetitionCompetition


Departmentalization by MatrixDepartmentalization by Matrix

PUBLISHERPUBLISHER

Book Team AManager

Book Team AManager

Book Team BManager

Book Team BManager

EditorialManagerEditorialManager

ProductionManager

ProductionManager

DesignManagerDesign

Manager

Editor AEditor A ProductionEditor A

ProductionEditor A Designer ADesigner A

Editor BEditor B ProductionEditor B

ProductionEditor B Designer BDesigner B


DepartmentalizationDepartmentalizationby Networkby Network

AdvantagesAdvantages DisadvantagesDisadvantages

FlexibilityFlexibility

ResponsivenessResponsiveness

VarietyVariety

Dispersed FunctionsDispersed Functions

Quality ControlQuality Control

Employee LoyaltyEmployee Loyalty


Shared Information

Neutral

Individual

Random or Varied

Goal

Synergy

Responsibility

Skills

Shared Mission

Positive

Individual and Mutual

Complementary

Work GroupsWork Groups Work TeamsWork Teams

Comparing Work Groups and Work Teams


Workplace TeamsWorkplace Teams• Problem-Solving

– Team of 5-12 employees – Find ways to improve quality, efficiency and the work environment

• Self-Managed– Members are responsible for the entire process or operation

• Functional– Members come from a single department

• Cross-Functional– Draws together employees from various departments


Types of Cross-Types of Cross-FunctionalFunctional

• Circles

• Task forces

• Committees

• Special purpose


Virtual TeamsVirtual Teams

Project-management skills

Time-management skills

Technological expertise

Cross-cultural skills

Interpersonal awareness


Working in TeamsWorking in Teams

AdvantagesAdvantages

Higher-quality decisions

Improved commitment

Creativity & motivation

Flexibility

DisadvantagesDisadvantages

Power realignment

Free riders

Increased costs

Groupthink


Characteristics Characteristics of Effective Teamsof Effective Teams

• Appropriate size and structure

• Clear sense of purpose

• Open honest communication

• Creative thinking

• Focused efforts

• Decision by consensus


Member Social BehaviorLow High

Team Member RolesTeam Member Roles

Task SpecialistTask SpecialistRoleRole

Dual RoleDual Role

SocioemotionalSocioemotionalRoleRole

NonparticipatorNonparticipatorRoleRoleM

em

be

r T

ask

Be

ha

vio

rHigh

Low


Five Stages of Team Five Stages of Team DevelopmentDevelopment

• Forming

• Storming

• Norming

• Performing

• Adjourning


Stages of DevelopmentStages of Development

CohesivenessCohesiveness

Meeting attendance

Interaction

Work quality

Goal achievement

NormsNorms

Behaviour

Limits

Values

Expectations


Team ConflictTeam Conflict

• Competition for scarce resources

• Responsibility issues

• Poor communication

• Values, attitudes, and personalities

• Authority issues

• Goal incompatibility


PreventionPreventionPreventionPreventionResolutionResolutionResolutionResolution

Dealing With ConflictDealing With Conflict

ConfrontationConfrontationConfrontationConfrontation

DiffusionDiffusionDiffusionDiffusion

Well-Defined TasksWell-Defined TasksWell-Defined TasksWell-Defined Tasks

CommunicationCommunicationCommunicationCommunication

AvoidanceAvoidanceAvoidanceAvoidance Clear GoalsClear GoalsClear GoalsClear Goals

© 2006 Pearson Education Canada Inc.Chapter 7- 1 Chapter 7 Organizing and Working in Teams.

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Transcript of © 2006 Pearson Education Canada Inc.Chapter 7- 1 Chapter 7 Organizing and Working in Teams.