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ENT4050 Dynamic Organizing

Explore team dynamics with lectures, LEGO exercise, and quizzes. Learn about team roles, conflict resolution, and high-performance teamwork in global contexts. Enhance your skills for effective team building and problem-solving in organizations.

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ENT4050 Dynamic Organizing

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  1. ENT4050 Dynamic Organizing Centre for Entrepreneurship

  2. Agenda • Lectures • Expectations • LEGO exercise • Team Quiz • Chapter 1: Teams in Organizations: Fact and Myths 

  3. Lectures • 18.08.09 • 15.09.09 • 29.09.09 • 06.10.09 • 10.11.09 • 24.11.09

  4. Exam information • There will be two multiple choice tests during the semester, 6-8 practical assignments and one reflection rapport that is due in the end of the semester • There are three components of grading: multiple choice (1/4), practical assignment (1/4) and reflection rapport (2/4) • Students have to pass all activities to obtain a grade in the course

  5. LEGO exercise • The group shall build a castle of Lego • Each participant receives a note with specific instructions • You are not allowed to talk • You can not show your instruction to your team • You will have 30 minutes to build the castle

  6. Team Quiz • Small teams (3 people) • 10 minutes to answer the quiz • Debrief afterwards

  7. Teamwork: Quiz When it comes to conflict, the highest-performing teams should: Encourage conflict about tasks; discourage conflict about personalities When it comes to making decisions, teams are: C. Better than the average of its members, but not necessarily as good as the best performer When it comes to creativity, teams are: Less creative than individuals The most commonly-cited problem with regard to teamwork is: C. Sustaining motivation When it comes to floor-time (talking) in a typical 8-person team meeting, B. 3 people do over 75% of the talking The most important skills (competencies) that team members need to have are: Task and people skills All of the following can minimize the “free rider” problem in teams, except: B. Increase the size of the team An essential condition for high performance teamwork is: C. A shared goal The typical team is how old? C. 12-24 months

  8. What is a Team? • A group of people who are interdependent with respect to information, resources, and skills and who seek to combine their efforts to achieve a common goal

  9. The characters in the team • Who are you? • What can you contribute with? • Who do you need to work with? • Personalities • Skills

  10. Dream team? Flåklypa Grand Prix

  11. SWOT analysis

  12. SWOT • S – Strenght • W – Weakness • O – Oppertunity • T – Treath

  13. CHAPTER 1 Five Key Defining Characteristics of Teams • Exist to achieve a shared goal • Members are interdependent regarding a common goal • Are bounded and remain relatively stable over time • Members have the authority to manage their own work and internal processes • Operate in a larger social system context

  14. CHAPTER 1 Four Challenges of the Future That Point to the Importance of Teams • Customer service focus • Competition • Emergence of the information age • Globalization

  15. CHAPTER 1 Types of Teams in Organizations • Manager-led teams • Self-managing or self-regulating teams • Self-directing or self-designing teams • Self-governing teams

  16. CHAPTER 1 Design of the organizational context Area of Management Responsibility Design of the team as a performing unit Monitoring and managing performance processes Area of Team Responsibility Executing the task Manager-led work teams Self-managing work teams Self-designing work teams Self-governing work teams Exhibit 1–2. Authority of Four Illustrative Types of Work Teams Source: Hackman, J. R. (1987). The design of work teams. In J.W. Lorsch (Ed.), Handbook of Organizational Behavior. Upper Saddle River, NJ: Prentice Hall.

  17. CHAPTER 1 Observations about Teams and Teamwork • Companies that use teams are not more effective than those that do not • Managers fault the wrong causes for team failure (misattribution error) • Managers fail to recognize their team-building responsibilities • Experimenting with failures leads to better teams • Conflict among teams members is not always a bad thing • Strong leadership is not always necessary for strong teams • Good teams can still fail under the wrong circumstances • Retreats will not fix all conflicts between team members

  18. CHAPTER 1 Exhibit 1-6. Team Autonomy versus Manager Control Source: Thompson, L. (2006). Leading high impact teams: Tools for teams. Kellogg Executive program.

  19. CHAPTER 1 Exhibit 1-7. Team Longevity Source: Thompson, L. (2006). Leading high impact teams: Tools for teams. Kellogg Executive program.

  20. CHAPTER 1 Exhibit 1-8. The Most Frustrating Aspects of Teamwork Source: Thompson, L. (2006). Leading high impact teams: Tools for teams. Kellogg Executive program.

  21. CHAPTER 1 Developing Your Team-Building Skills • Skill #1: Accurate diagnosis of team problems • Skill #2: Theory-based intervention • Skill #3: Expert learning

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