ENT4050 Dynamic Organizing Centre for Entrepreneurship

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

Lectures 18.08.09 15.09.09 29.09.09 06.10.09 10.11.09 24.11.09

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

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

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

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 7

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

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

Dream team? Flåklypa Grand Prix

SWOT analysis

SWOT S – Strenght W – Weakness O – Oppertunity T – Treath

Five Key Defining Characteristics of Teams 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

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

Types of Teams in Organizations 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

Exhibit 1–2. Authority of Four Illustrative Types of Work Teams CHAPTER 1 Exhibit 1–2. Authority of Four Illustrative Types of Work Teams Design of the organizational context Design of the team as a performing unit Monitoring and managing performance processes Executing the task Area of Management Responsibility Area of Team Responsibility Manager-led work teams Self-managing work teams Self-designing work teams Self-governing 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.

Observations about Teams and Teamwork 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

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

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

Exhibit 1-8. The Most Frustrating Aspects of Teamwork 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.

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