1 / 16

Reframing Organizations , 4 th ed.

Reframing Organizations , 4 th ed. Chapter 5. Organizing Groups and Teams. The Power of Teams. Teams are vital to organizational performance Transplant surgeon Peter Minnich: the team is as important as the surgeon

marlo
Download Presentation

Reframing Organizations , 4 th ed.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Reframing Organizations, 4th ed.

  2. Chapter 5 Organizing Groups and Teams

  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

  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

  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?

  6. Tasks and Linkages in Small Groups (II) • Situational Variables, con’t. • 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?

  7. Tasks and Linkages in Small Groups (III) • Basic Structural Configurations • One Boss • Dual Authority • Simple Hierarchy • Circle Network • All Channel Network

  8. Tasks and Linkages in Small Groups (III) • Basic Structural Configurations • One Boss • Dual Authority • Simple Hierarchy • Circle Network • All Channel Network

  9. Tasks and Linkages in Small Groups (III) • Basic Structural Configurations • One Boss • Dual Authority • Simple Hierarchy • Circle Network • All Channel Network

  10. Tasks and Linkages in Small Groups (III) • Basic Structural Configurations • One Boss • Dual Authority • Simple Hierarchy • Circle Network • All Channel Network

  11. Tasks and Linkages in Small Groups (III) • Basic Structural Configurations • One Boss • Dual Authority • Simple Hierarchy • Circle Network • All Channel Network

  12. Teamwork and Interdependence • Baseball • Football • Basketball

  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 team’s goals and objectives? • Should structure be conglomerate, mechanistic, or organic? • Task of management: • fill out line-up card • prepare game plan • Influence flow

  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

  15. Saturn: The Story Behind the Story • Quality, Consumer Satisfaction, Customer Loyalty • Employees granted authority • Assembly done by teams – Wisdom of Teams • Group Accountability

  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

More Related