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The New Venture Team Organizational Design Leadership Teams Management Emotional Intelligence Organizational Culture Social Capital Attract & Retain Talent Ownership / Stock Options Board of Directors
Traditional Forms Functional
Finance, Design, Personnel, Engineering, . . . Geographic
Pacific Command, . . . Product
Skylark, Regal, LeSabre, . . . Customer
Lockheed - Defense, Commercial Process
Sting
Fabrication
Assembly Inspection
SDSM&T StructureBOR
President
VP of Students
VP of Finance
VP Academic Affairs
Chem, Physical& Mater. Sci
ITS
ASC
EarthSystems
Chem E.
MET
Physics
Civil E.
Geol E.
MinE
Meteo
Inter -Disciplinary
Systems Eng.
EE
ME/IE
Math/CSC
HUM
Mil Sc
Soc Sci
VPPublic Rel
Matrix Organization Top Management
Accounting Engineering Manufactur. Procurement
Projec t One
Project Two
Task A
Task B
Task C
Task D
Task E
Matrix Organizations Disadvantages
difficult to implement workers used to vertical information processing
whereas matrix requires horizontal processing and decentralization of decision making
matrix induces conflicts
Johnson & Johnson 1982 - 7 Chicago residents died from
cyanide laced Tylenol Managers overrode FDA & recalled at cost
of $100 million 3 months, 93% felt J&J had done a good job J&J rated #1 in Fortune’s 300 most admired
U.S. corporations
A. H. Robins Manufacturers kept Dalkon Shield on
market after product difficulties discovered 9,000 claims involving serious injury Robins eventually filed for bankruptcy
Statistics National poll - 58% rated ethical standards of
business executives as fair or poor Time - 76% saw lack of ethics in business as
contributing to tumbling moral standards Street crime costs U.S. $4 billion per year White collar crime costs U.S. $40 billion per
year
Organizational Culture
CEO
Senior Mgmt
Middle Mgmt
Line Workers
Line Workers
Middle Mgmt
Senior Mgmt
CEO
Organizational Culture
Flexibility Stability Needs of the Environment
External
Strategic Focus
Internal
AdaptabilityCulture
Mission Culture
Clan Culture
BureaucraticCulture
Organizational Culture Adaptability Culture
Focus on external environment and change to meet customer needs
3M – individual initiative and entrepreneurship
Organizational Culture Mission Culture
Concerned with serving customers in a specific market but without the need for rapid change
Harley Davidson
Organizational Culture Clan Culture
Focus on involvement and participation of the organization’s members
Needs of employees is the best route to productivity
Ben & Jerry’s , SDSM&T
Organizational Culture Bureaucratic Culture
Internal focus and a consistency orientation for a stable environment
symbols, heroes, ceremonies
Marine Corps, SDSM&T
Organizational Culture Cultural Strength
the degree of agreement among an organizations members on the importance of specific values
Subcultures
Learning Organizations Strong adaptive culture
the whole is more important than the parts
equality and trust are primary values
culture encourages risk taking, change and improvement
Social Responsibilities Economic responsibilities Legal responsibilities Ethical responsibilities Discretionary responsibilities
Vanguard Companies try to satisfy all stakeholders are committed to a higher purpose value continuous learning aim high
Atlantic Richfield, Dayton Hudson, John Deere, Honeywell, Levi Strauss, Motorola, Weyerhaeuser
James O’Toole, Vanguard Management: Redesigning the Corporate Future, 1986.
Exercise
Individually please take 2 minutes to provide a written answer to the following question
What is your definition of a team?
Exercise
AS A TEAM please take 4 minutes to provide a written response to the following:
Combine elements from everyone’s individual definition of “What is a Team” to form a new one. You MAY NOT simply pick one person’s individual answer.
One DefinitionTEAM: 1.a. Two or more draft animals harnessed to a vehicle or from
implement, b. A vehicle along with the animal or animals harnessed to it. 2. A group of animals exhibited or performing together. 3. A group of players on the same side in a game. 4. Any group organized to work together.
A team is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable.
Caterpillar Empowermid
Empowered
Team ManagementJoint
Learn from mistakes
Take risks
Accept responsibility
Seekinformation
Master training
Learn values
Forgive mistakes
Encourage risks
Give authority
Provideinformation
Provide training
Define values/ boundaries
Measureeffectiveness
Evaluateboundaries
Determine trng needs
Communication & feedback
Common Team Problems(Student’s Perspective)
One of my teammates never comes to class. One of my teammates never participates. No one comes to our meeting prepared to
work. I have to shoulder most of the workload to
get a decent grade. Some of my teammates just want to rush to
accomplishment.
Common Team Problems(Industrial)
Internal conflict
Coalitions; us vs them
Member anxiety and frustration
Time wasted on irrelevant issues
Haphazard decisions by senior people
Lack of Communication
Management ResponsibilitiesManagement Responsibilities
Team ResponsibilitiesTeam Responsibilities
Problem IdentificationProblem Identification
Breakdown in CommunicationsBreakdown in Communications
As Proposed by the Project SponsorAs Proposed by the Project Sponsor
Code of Cooperation The agreed upon rules governing the
behavior of team members as well as any appropriate rewards and sanctions. Sets norm for acceptable behavior Developed, adopted, improved, and/or modified
by all team members Easily accessible to team members
Exercise Individually, based on your experiences in
working with groups, write down 2 elements you would like to see in your team’s Code of Cooperation?
Exercise AS A TEAM use 8 minutes to provide a
handwritten document after you take the following action: Discuss your individual code of cooperation
elements Come to an agreement as to the ones everyone
would like to include in a draft Code of Cooperation
Add 3 new elements
Stages of Development Orientation (Forming)
catalyst that causes people to form group exchange theory - reciprocal payoffs
Dissatisfaction (Storming) individuals express personal expectations of group
Resolution (Norming) consensus on goals, roles, & expectations of group
Production (Performing) group begins task it was created to perform
Stages of Development Adjourning
recognize task is complete & group is to disband
Recycling sometimes we just gotta start over
Group Development GraphProduction Resolution Dissastisfaction Orientation
Low
High
28 24 22 20 18 16 14 12 10 7
Morale (Commitment)
Productivity (Competence)
Situational Leadership
Production Resolution Dissastisfaction Orientation
Low
High
28 24 22 20 18 16 14 12 10 7
Morale (Commitment)
Productivity (Competence)
Low Task Behavior High
Rela
tionsh
ip B
ehav.
High
Team CharacteristicsEffective Teams High Commitment Innovative/Creative Professional objectives
consistent with project Members highly
interdependent Conflict resolution Communication High trust levels High energy levels High morale
Ineffective Teams Low Commitment Unclear project objectives Gamemanship, manipu-
lation, hidden agendas Conflict avoidance Subtle Sabotage Cliques, collusion Lethargy
Effective Teamwork Includes The use of roles Development of a Code of Cooperation Check for understanding Development of effective listening skills Give and take effective constructive feedback Use of agendas for team meetings Use of action list Group Processing for continuous improvement Commitment from all team members
Team Management MatrixTask Social
Outcomes
Process
Goals Climate(cohesion)
Roles & Activities
Interpersonal behavior
Team Management Matrix
Specific Challenging Anxiety-Performance Curve
Task Social
Outcomes
Process
Goals Climate(cohesion)
Roles & Activities
Interpersonal behavior
Team Management Matrix
Coordinated Paired Interactions Solo Effect
individual talents get socialized out as members conform to group norms
Task Social
Outcomes
Process
Goals Climate(cohesion)
Roles & Activities
Interpersonal behavior
Team Management Matrix
Group Cohesion intent to remain commitment to activities quality of interactions
Task Social
Outcomes
Process
Goals Climate(cohesion)
Roles & Activities
Interpersonal behavior
Cohesion
Group Think The Bay of Pigs Pearl Harbor Vietnam War Challenger Explosion FBI raid on Davidian Compound
negativesocial loafing
moderate highgroup think
0dysfunctional dysfunctional
Symptoms of Group Think Illusions of Invulnerability Assumed Unanimity Self Righteousness Se;f-Suppression of Dissent Mind Guards Direct Pressure Rationalization
Emotional Intelligence The bundle of four psychological
capabilities that leaders (individuals) exhibit Self-awareness Self-management Social awareness Relationship management
High Emotional Intelligence People with high EI tend to
Behave authentically Think optimistically Express emotions effectively Respond flexibly in relationship styles
Tend to move from management to leadership
Performance Based Culture Inspires everyone to do their best Rewards achievement and pay-for-
performance, keep raising the bar Create work environment that is
challenging, rewarding, and fun Establish, communicate, and stick to clear
values
Social Capital Resources available in and through personal
and organizational networks Three dimensions
Structural – overall pattern of relationships
Relational – relation of connections between individuals
Cognitive – extent to which employees within a network share a common perspective
Ownership Compensation includes wages, benefits, incentives,
ownership Stock options
Employees can purchase shares at a later date for a fixed price Starbucks employees own bean stock Microsoft created over 20 millionaires during first 20 years
through stock options
Restricted stock Stock issued in an employees name and reserved for his or her
purchase at a later date