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Chapter 5

Chapter 5. Organizing Groups and Teams. 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. Teamwork . Teamwork:

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Chapter 5

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  1. Chapter 5 Organizing Groups and Teams

  2. 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

  3. Teamwork • Teamwork: “Represents a set of values that encourages listening and responding constructively to views expressed by others, giving each other the benefit of the doubt, providing support, and recognizing the interests and achievements of others” – Boleman & Deal • Successful teams: • Have an effective structure of roles • Relationships are focused on attaining common goals

  4. I. Tasks and Linkages in Small Groups • Structural options • Must allow members to contribute successfully • Situational variables influencing structure • What are we trying to accomplish? • What needs to be done? • Who should do what? • How should we make decisions? • Who is in charge? • How do we coordinate efforts?

  5. I. Tasks and Linkages in Small Groupscont… • Situational variables, cont. • What do individuals care about most – time, quality, participation, etc…? • What are the special skills and talents of each group member? • What is the relationship between this group and others? • How will we determine success?

  6. I. Tasks and Linkages in Small Groupscont… • Basic structural configurations • One boss • Information & decisions flow from top • Communication is directed to the boss • Approach works best with simple and straightforward tasks

  7. I. Tasks and Linkages in Small Groupscont… • Basic structural configurations • Dual authority • Creates a 2nd management level • Two members are given authority over specific areas • Works best when tasks are divisible • Limits access with the boss

  8. I. Tasks and Linkages in Small Groupscont… • Basic structural configurations • Simple hierarchy • Middle manager reports to boss • Allows boss to focus on strategy • Limits access to boss

  9. I. Tasks and Linkages in Small Groupscont… • Basic structural configurations • Circle • Information flows sequentially from one group member to another • Morale is usually high

  10. I. Tasks and Linkages in Small Groupscont… • Basic structural configurations • All channel (web of inclusion) • Creates multiple connections so that team members can talk to anyone • Team members must have good communication skills • Must tolerate ambiguity, management conflict

  11. Teamwork and Interdependence • Organized Sports • Different sports call for unique patterns of differentiation, levels of interdependence, and coordination • Baseball • “lonely game” • Football • Every play involves every player • Strategy and execution are necessary ingredients • Basketball • Every player may be involved with any of the other four • Success depends on a flowing relationship among team members • Players who have been together along time develop a sense of what each player will do

  12. Determinants of Successful Teamwork • The right team structure depends on what a teams is trying to do • Important questions when determining an appropriate structural design: • What is the nature and degree of task interaction among unit members? • What is the geographic distribution of members? • Where does the autonomy (self-sufficiency) reside? • How is coordination achieved? • Should structure be conglomerate, mechanistic, or organic? • What sports metaphor captures the tasks of management: • Fill out line-up card • Prepare game plan • Influence flow

  13. Team Structure & Top Performance • Six distinguishing characteristics of high-performing teams • Purpose shaped in light of demand or opportunity • Specific, measurable goals • Manageable size • Right mix of expertise • Common commitment • Collectively accountable

  14. Saturn: The Story Behind the Story • Quality, consumer satisfaction, customer loyalty • Employees granted authority to make decisions within a few & flexible guidelines • Assembly done by teams—wisdom of teams “ The old system of sequential, repetitive efforts by isolated individuals is a thing of the past.” • Group accountability

  15. Conclusion • Every group evolves a structure—but not always one that fits the task and circumstances. • Hierarchy, top-down structures tend to work for simple, stable tasks. • When the task or environment is more complex, the 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.

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