Senter for entreprenørskap – Silvia Tofte ENT4050 Dynamic Organizing Centre for Entrepreneurship.

Senter for entreprenørskap – Silvia Tofte

ENT4050 Dynamic Organizing

Centre for Entrepreneurship


Agenda

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

Myths

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men vi har jo TIK også.. kanskje med si at det er MATNAT sitt "alibi"??


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

1. When it comes to conflict, the highest-performing teams should:D. Encourage conflict about tasks; discourage conflict about personalities

2. 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

3. When it comes to creativity, teams are:A. Less creative than individuals

4. The most commonly-cited problem with regard to teamwork is:C. Sustaining motivation

5. When it comes to floor-time (talking) in a typical 8-person team meeting,B. 3 people do over 75% of the talking

6. The most important skills (competencies) that team members need to have are:A. Task and people skills

7. All of the following can minimize the “free rider” problem in teams, except:B. Increase the size of the team

8. An essential condition for high performance teamwork is:C. A shared goal

D. The typical team is how old?C. 12-24 months


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

• 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

CHAPTER 1


Four Challenges of the Future That Point to the Importance of Teams

• Customer service focus• Competition• Emergence of the information age• Globalization

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

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

CHAPTER 1

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

• 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

CHAPTER 1


Exhibit 1-6. Team Autonomy versus Manager Control

CHAPTER 1

55%

39%

6%0%

20%

40%

60%

80%

100%

M anager-Led Self-M anaging Self-Directing

Per

cen

tag

e o

f E

xecu

tive

s

Source: Thompson, L. (2006). Leading high impact teams: Tools for teams. Kellogg Executive program.


Exhibit 1-7. Team Longevity

CHAPTER 1

7%

16%23%

15%

40%

0%

10%

20%

30%

40%

50%

60%

Less than 6months

6-12 months 1-2 years 3-5 years over 5 years

Per

cen

tag

e o

f E

xecu

tive

s



Exhibit 1-8. The Most Frustrating Aspects of Teamwork

CHAPTER 1

56%

43%37%

32%

0%

20%

40%

60%

80%

100%

Developing/sus taining high m otivation

Minim izing confus ion/coordination problem s

Fostering creativity/innovation

Developing clear goals



Developing Your Team-Building Skills

• Skill #1: Accurate diagnosis of team problems

• Skill #2: Theory-based intervention

• Skill #3: Expert learning

CHAPTER 1

Senter for entreprenørskap – Silvia Tofte ENT4050 Dynamic Organizing Centre for Entrepreneurship.

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