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MGMT 300 Integrated Core: Management

Teams and Characteristics of Teams

What is a team?

A group whose members influence one another

toward the accomplishment of an

organizational objective

Team

Why Teams? • Work can be performed concurrently rather than

sequentially

• Innovation & creativity are promoted

• Quick, effective development/delivery of products and services

Characteristics of Teams

Identifiable membership

Identifiable tasks

Interdependence

Whole is greater than sum of parts

Characteristics of Teams

Are teams always a good idea?

Why or why not?

Are Teams Always a Good Idea?

• Not good idea if: • No formal team leader • No shared purpose • Working together does not

improve efficiency

No!

MGMT 300 Integrated Core: Management

Failed Teams and Types of Teams

Why do Some Teams Fail?

Inappropriate use of teams

Factors internal to the team:

• Poor communication among members

• Conflict between members

• Poor team development

Factors external to the team:

• Low managerial support • Poor communication

with other teams

Types of Teams

Problem resolution teams: consistent, high trust, focus on solving problems

Types of Teams

Self-managed team: team that plans, organizes, influences, and controls their own work situation with minimal managerial intervention

Types of Teams Cross-Functional Teams: people from different functional areas focusing on a specific objective

• Example: Academic Integrity committee made up of professors from different departments

MGMT 300 Integrated Core: Management

Team Development and Processes

Team Development & Processes

Forming Members meet/ start

socialization

Team Development & Processes

Forming Storming Members question and

reveal, hash out differences, and differentiate roles

Team Development & Processes

Forming Storming Norming Cohesion develops

Team Development & Processes

Forming Storming Norming

Performing Productivity occurs

Group dissolves

Team Development & Processes

Forming Storming Norming

Performing Adjourning

MGMT 300 Integrated Core: Management

Groupthink

Deterioration of cognition processes due to team members

feeling threatened by external forces

Groupthink:

Groupthink: Dark Side of Teams

Groupthink ConsequencesFailure to examine risks

Groupthink Consequences

How can we Prevent Groupthink?

How can we prevent

groupthink?

Assign a devil’s advocate

Suppress opinion of those with power

Independent groupwork

Examine alternatives

Discuss ideas with people outside of group

How can we Prevent Groupthink?

MGMT 300 Integrated Core: Management

Social Loafing

Social Loafing • Social loafing: reducing individual effort when in

groups • Occurs most often when:  Lack of accountability  Lack of role differentiation  Perception that the task is easy  Reward is small relative to group size

How can we Prevent Social Loafing?

1. Create a team contract  Specify roles and responsibilities  Specify method for communication  Specify timetable / schedule  Clarify that ALL members are accountable for final product

2. Evaluate team members’ participation and contributions

MGMT 300 Integrated Core: Management

What is Organizational Culture?

What is Organizational Culture? • Set of values that org members share regarding the

function and existence of the organization

• Personality of the organization

• Describes “how things are done here”

Management and Culture

To understand the culture, management needs to know:

Do people innovate and take

risks?

Are people attentive to

detail?

Are people focused on

outcomes of what they

do?

Is organization sensitive to

people?

Do people function as

a team?

Are people in the

organization aggressive?

Why is Culture Important? • Can work to enhance org productivity • Can serve as a component of org strategy • Provides rationale for staffing • Acts as a guideline for making decisions

MGMT 300 Integrated Core: Management

Competing Values Framework

Competing Values Framework

Flexibility and Discretion (employees are empowered to make decisions for themselves)

Vs.

Stability and Control (management has strong control and makes most

decisions)

Competing Values Framework

Internal Focus and Integration (attention is focused on the internal

organization)

Vs.

External Focus and Differentiation (attention is focused outside of the org on customers, suppliers, and

external environment)

Competing Values Framework

Clan Culture

• Strong internal focus • High flexibility and discretion • Clan = family • Shared values and goals • Cohesion among org members • Teamwork • Commitment to employees

Competing Values Framework

Adhocracy Culture

• High flexibility and external focus

• Structure of the org is simple or has no structure

• Few rules and procedures

• Emphasis on creativity and risk taking

Competing Values Framework

Hierarchy Culture

• Internal focus and emphasis on stability and control

• Structure is formal and rigid

• Workplace concerned with efficiency and formal rules and policies

• Focuses on tradition, values, and vision of the organization

Competing Values Framework Market Culture

• Stability and control along with an external focus

• Focuses on everyone external to organization:  Customers

 Suppliers

 Contractors

 Government regulators

 Unions

• Focus is on beating competition

MGMT 300 Integrated Core: Management

Cultural Artifacts Part I

How is Culture Built and Maintained?

Dimension of an organization that helps to describe and reinforce the culture in which an artifact

exists

Cultural Artifact:

Types of Cultural Artifacts • Values: person’s or social group’s belief in which they have an

emotional investment

• Examples:  Hiring talented workers  Rewarding excellent performance  Developing leadership skills  Environment free of discrimination

• Values Statement: formally drafted document that summarizes the primary values within the culture of a specific organization

Types of Cultural Artifacts

https://about.americanexpress.com/home/default.aspx#mission

Types of Cultural ArtifactsTypes of Cultural Artifacts

https://www.buildabear.com/brand-about-careers-working-here.html

Types of Cultural Artifacts Organizational Myths and Sagas: popular belief or story that has become associated with a person or institution and is considered to illustrate an org ideal

• Used to explain organizational beginnings or other events that are of great significance to the organization

• Perpetuated to enhance price in belonging to and committing to the organization

Types of Cultural Artifacts Organizational Language: language that indicates the organization’s shared values

Company Slogan Value Reflected Maytag “The dependability people” Maytag products are durable

Petland “Petland Pets Make Life Better!”

Petland pets improve lives

Allstate Insurance Co.

“You’re In Good Hands With Allstate”

Allstate takes care of its customers.

Staples “That was easy” Staples solves problems easily

Types of Cultural Artifacts

Organizational Symbols: object that has meaning beyond its intrinsic content

Types of Cultural Artifacts

Organizational Symbols: object that has meaning beyond its intrinsic content

https://www.mapquest.com/us/illinois/world-trophy-company-7759455

https://www.flickr.com/photos/spaceninja/470547464

Types of Cultural Artifacts

Types of Cultural Artifacts

https://media.glassdoor.com/l/e9/7d/d6/1f/open-meeting-space.jpg

MGMT 300 Integrated Core: Management

Cultural Artifacts Part II

Types of Cultural Artifacts Organizational Ceremony: Formal activity conducted on important organizational occasions

Types of Cultural Artifacts Organizational Rewards: given to individuals who uphold the values and culture of the organization

Offering employees who

develop new ideas that turn into new

products or services either pay increases or stock

Offering a bonus to the worker with the

best customer service ratings

Offering employees paid

time off for them to spend with their

families

Organizational Socialization • Process by which management can appropriately

integrate new employees into the organizational culture

• Often involves an orientation for new employees

• Expose new hires to important culture values and emphasize importance of demonstrating those values