Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

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Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Chapter 7 Organizing and Organizing and Working in Working in Teams Teams

Transcript of Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Page 1: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Copyright © 2009 Pearson Education Canada 7-1

Chapter 7Chapter 7

Organizing and Organizing and Working in Working in

TeamsTeams

Page 2: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Copyright © 2009 Pearson Education Canada 7-2

EffectiveEffectiveOrganization StructureOrganization Structure

CoordinateCoordinateand control workand control work

CoordinateCoordinateand control workand control work

DivideDivideresponsibilitiesresponsibilities

DivideDivideresponsibilitiesresponsibilities

PromotePromoteaccountabilityaccountability

PromotePromoteaccountabilityaccountability

DistributeDistributeauthorityauthority

DistributeDistributeauthorityauthority

Page 3: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Copyright © 2009 Pearson Education Canada 7-3

Organization ChartOrganization Chart

Vertical OrganizationVertical Organization

Ch

ain

of

Co

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and

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of

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FormalFormalorganizationorganization

FormalFormalorganizationorganization

InformalInformalorganizationorganization

InformalInformalorganizationorganization

Horizontal CoordinationHorizontal Coordination

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Copyright © 2009 Pearson Education Canada 7-4

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

Page 5: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Copyright © 2009 Pearson Education Canada 7-5

Organization Chart for a Grocery Store Organization Chart for a Grocery Store ChainChain

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

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Work SpecializationWork Specialization

AdvantagesAdvantagesAdvantagesAdvantages DisadvantagesDisadvantagesDisadvantagesDisadvantages

EfficiencyEfficiencyEfficiencyEfficiency BoredomBoredomBoredomBoredom

ProductivityProductivityProductivityProductivity AlienationAlienationAlienationAlienation

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Copyright © 2009 Pearson Education Canada 7-7

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 Power granted by the organization to

make decisions, take action and allocate make decisions, take action and allocate resourcesresources

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

the chain of command the chain of command

Page 8: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Copyright © 2009 Pearson Education Canada 7-8

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

Page 9: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Copyright © 2009 Pearson Education Canada 7-9

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

• Wide Span of Control– Large number of employees report to one manager– Common in ‘flat organizations’ with fewer

management layers

• Narrow Span of Control– Small number of employees report to each manager– Common in ‘tall organizations’ with many

management layers• i.e. The Army

Page 10: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Copyright © 2009 Pearson Education Canada 7-10

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

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Copyright © 2009 Pearson Education Canada 7-11

Decentralized Decentralized CentralizedCentralized

Decision-Making AuthorityDecision-Making Authority

Top-levelTop-levelmanagementmanagement

Rich Rich experienceexperience

BroadBroadvisionvision

Lower-levelLower-levelManagementManagement

MoreMoreresponsiveresponsive

FasterFasterdecisionsdecisions

Page 12: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

Copyright © 2009 Pearson Education Canada 7-12

Vertical OrganizationsVertical Organizations

FunctionFunctionFunctionFunction

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Copyright © 2009 Pearson Education Canada 7-13

Organizational Organizational StructureStructure

• Functional

• Divisional

• Matrix

• Network

• Hybrid

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Copyright © 2009 Pearson Education Canada 7-14

DepartmentalizationDepartmentalizationby Functionby Function

SkillsSkillsSkillsSkills ResourceResourceuseuse

ResourceResourceuseuse ExpertiseExpertiseExpertiseExpertise

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

Development and Accounting

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Copyright © 2009 Pearson Education Canada 7-15

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

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Copyright © 2009 Pearson Education Canada 7-16

ProcessesProcessesProductsProducts

GeographyGeography CustomersCustomers

DepartmentalizationDepartmentalizationby Divisionby Division

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DepartmentalizationDepartmentalizationby Divisionby Division

AdvantagesAdvantages DisadvantagesDisadvantages

FlexibilityFlexibility

Better serviceBetter service

Management focusManagement focus

Wasting resourcesWasting resources

Poor coordinationPoor coordination

CompetitionCompetition

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Copyright © 2009 Pearson Education Canada 7-18

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

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Copyright © 2009 Pearson Education Canada 7-19

DepartmentalizationDepartmentalizationby Networkby Network

AdvantagesAdvantages DisadvantagesDisadvantages

FlexibilityFlexibility

ResponsivenessResponsiveness

VarietyVariety

Dispersed functionsDispersed functions

Quality controlQuality control

Employee loyaltyEmployee loyalty

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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

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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

• Virtual - Uses communication technology

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Types of Cross-Types of Cross-Functional TeamsFunctional Teams

• Circles

• Task forces

• Special purpose

• Committees

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Virtual TeamsVirtual Teams

• Project-management skills

• Time-management skills

• Technological expertise

• Cross-cultural skills

• Interpersonal awareness

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Copyright © 2009 Pearson Education Canada 7-24

Working in TeamsWorking in Teams

AdvantagesAdvantages

• Higher-quality decisions

• Improved commitment

• Creativity & motivation

• Flexibility

DisadvantagesDisadvantages

• Power realignment

• Free riders

• Increased costs

• Groupthink

• Expert-think

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Characteristics Characteristics of Effective Teamsof Effective Teams

• Clear sense of purpose

• Open honest communication

• Creative thinking

• Focused efforts

• Decision by consensus

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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

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Five Stages of Team Five Stages of Team DevelopmentDevelopment

• Forming

• Storming

• Norming

• Performing

• Adjourning

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Stages of DevelopmentStages of Development

CohesivenessCohesiveness

• Meeting attendance

• Interaction

• Work quality

• Goal achievement

NormsNorms

• Behaviour

• Limits

• Values

•Expectations

Page 29: Copyright © 2009 Pearson Education Canada 7-1 Chapter 7 Organizing and Working in Teams.

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Team ConflictTeam Conflict

• Competition for scarce resources

• Responsibility issues

• Poor communication

• Values, attitudes, and personalities

• Authority issues

• Goal incompatibility

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ResolutionResolutionResolutionResolutionPreventionPreventionPreventionPrevention

Dealing With ConflictDealing With Conflict

Clear goalsClear goalsClear goalsClear goals

Well-defined tasksWell-defined tasksWell-defined tasksWell-defined tasks

DiffusionDiffusionDiffusionDiffusion

AvoidanceAvoidanceAvoidanceAvoidance

CommunicationCommunicationCommunicationCommunication ConfrontationConfrontationConfrontationConfrontation

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Effective Team MeetingsEffective Team Meetings

• Clarify meeting purpose

• Carefully select participants

• Establish a clear agenda

• Stay on track

• Follow agreed-upon rules

• Encourage participation

• Close effectively