Reframing Organizations, 4 th ed.. Chapter 5 Organizing Groups and Teams

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Transcript of Reframing Organizations, 4 th ed.. Chapter 5 Organizing Groups and Teams

  • Slide 1
  • Reframing Organizations, 4 th ed.
  • Slide 2
  • Chapter 5 Organizing Groups and Teams
  • Slide 3
  • The Power of Teams Teams are vital to organizational performance Transplant surgeon Peter Minnich: the team is as important as the surgeon High-performance commando team: fluid, lateral structure for planning, top-down structure for execution Top-performing teams need the right blueprint of roles and relationships
  • Slide 4
  • Organizing Groups and Teams Tasks and Linkages in Small Groups Teamwork and Interdependence Determinants of Successful Teamwork Team Structure and Top Performance Saturn: The Story Behind the Story
  • Slide 5
  • Tasks and Linkages in Small Groups Structural Options Situational Variables Influencing Structure What is our goal? What needs to be done? Who should do what? How should we make decisions? Who is in charge? How do we coordinate efforts?
  • Slide 6
  • Tasks and Linkages in Small Groups (II) Situational Variables, cont. What do individuals care about most? Time Quality Participation What are special skill and talents of members? What is the relationship between groups? How will we determine success?
  • Slide 7
  • Tasks and Linkages in Small Groups (III) Basic Structural Configurations One Boss Dual Authority Simple Hierarchy Circle Network All Channel Network
  • Slide 8
  • Tasks and Linkages in Small Groups (III) Basic Structural Configurations One Boss Dual Authority Simple Hierarchy Circle Network All Channel Network
  • Slide 9
  • Tasks and Linkages in Small Groups (III) Basic Structural Configurations One Boss Dual Authority Simple Hierarchy Circle Network All Channel Network
  • Slide 10
  • Tasks and Linkages in Small Groups (III) Basic Structural Configurations One Boss Dual Authority Simple Hierarchy Circle Network All Channel Network
  • Slide 11
  • Tasks and Linkages in Small Groups (III) Basic Structural Configurations One Boss Dual Authority Simple Hierarchy Circle Network All Channel Network
  • Slide 12
  • Teamwork and Interdependence Baseball Football Basketball
  • Slide 13
  • Determinants of Successful Teamwork Determining an appropriate structural design Nature and degree of task interaction Geographic distribution of members Where is autonomy needed, given the teams goals and objectives? Should structure be conglomerate, mechanistic, or organic? Task of management: fill out line-up card prepare game plan Influence flow
  • Slide 14
  • Team Structure and Top Performance Six distinguishing characteristics of high- performing teams Shape purpose in response to a demand or opportunity Specific, measurable goals Manageable size Right mix of expertise Common commitment Collectively accountable
  • Slide 15
  • Saturn: The Story Behind the Story Quality, Consumer Satisfaction, Customer Loyalty Employees granted authority Assembly done by teams Wisdom of Teams Group Accountability
  • Slide 16
  • Conclusion Every group evolves a structure, but not always one that fits task and circumstances Hierarchy, top-down tend to work for simple, stable tasks When task or environment is more complex, structure needs to adapt Sports images provide a metaphor for structural options Vary the structure in response to change Few groups have flawless members; the right structure can make optimal use of available resources