copyright © 2009 pearson education canada 7-1 chapter 7 organizing and working in teams
TRANSCRIPT
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Copyright © 2009 Pearson Education Canada 7-1
Chapter 7Chapter 7
Organizing and Organizing and Working in Working in
TeamsTeams
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Copyright © 2009 Pearson Education Canada 7-2
EffectiveEffectiveOrganization StructureOrganization Structure
CoordinateCoordinateand control workand control work
CoordinateCoordinateand control workand control work
DivideDivideresponsibilitiesresponsibilities
DivideDivideresponsibilitiesresponsibilities
PromotePromoteaccountabilityaccountability
PromotePromoteaccountabilityaccountability
DistributeDistributeauthorityauthority
DistributeDistributeauthorityauthority
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Copyright © 2009 Pearson Education Canada 7-3
Organization ChartOrganization Chart
Vertical OrganizationVertical Organization
Ch
ain
of
Co
mm
and
Ch
ain
of
Co
mm
and
Wo
rk S
pe
cializa
tion
Wo
rk S
pe
cializa
tion
FormalFormalorganizationorganization
FormalFormalorganizationorganization
InformalInformalorganizationorganization
InformalInformalorganizationorganization
Horizontal CoordinationHorizontal Coordination
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Formal vs. InformalFormal vs. Informal
• Formal Organization• Represented by the organization chart• The official role an employee occupies
• Informal Organization• Network of unofficial employee relationships (Grapevine)
• Influential management resource and/or obstacle
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Organization Chart for a Grocery Store Organization Chart for a Grocery Store ChainChain
Board of DirectorsBoard of Directors
President & CEOChairperson
President & CEOChairperson
VP Human ResourcesVP Human Resources
Senior VPOperationsSenior VPOperations
VPMISVPMIS
VPFinance
VPFinance
VP Special Projects
VP Special Projects
VPMarketing
VPMarketing
VPAdvertising
VPAdvertising
VP Store PlanningVP Store Planning
Regional SupervisorsRegional
Supervisors
Area Supervisors
Area Supervisors
Regional OperationsRegional
Operations
Area Supervisors
Area Supervisors
Regional OperationsRegional
Operations
Area Supervisors
Area Supervisors
VP Grocery OperationsVP Grocery Operations
VP Perishable Operations
VP Perishable Operations
VP Bakery OperationsVP Bakery Operations
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Copyright © 2009 Pearson Education Canada 7-6
Work SpecializationWork Specialization
AdvantagesAdvantagesAdvantagesAdvantages DisadvantagesDisadvantagesDisadvantagesDisadvantages
EfficiencyEfficiencyEfficiencyEfficiency BoredomBoredomBoredomBoredom
ProductivityProductivityProductivityProductivity AlienationAlienationAlienationAlienation
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Copyright © 2009 Pearson Education Canada 7-7
Chain of Chain of CommandCommand
• ResponsibilityResponsibility– Obligation to perform duties and achieve Obligation to perform duties and achieve
goals associated with a positiongoals associated with a position• AccountabilityAccountability
– Obligation to report results and justify Obligation to report results and justify outcomesoutcomes
• AuthorityAuthority– Power granted by the organization to Power granted by the organization to
make decisions, take action and allocate make decisions, take action and allocate resourcesresources
• DelegationDelegation– Assignment of work and authority down Assignment of work and authority down
the chain of command the chain of command
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Simplified Line-and-Staff StructureSimplified Line-and-Staff Structure
PresidentPresident
VPProduction
VPProduction
VP Marketing
VP Marketing
VPFinance
VPFinance
Legal departmentLegal department
Human resources department
Human resources department
Head of Accounting Department
Head of Accounting Department
National Sales
Manager
National Sales
Manager
LineLine
StaffStaff
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Span of Management (Control)Span of Management (Control)
• Wide Span of Control– Large number of employees report to one manager– Common in ‘flat organizations’ with fewer
management layers
• Narrow Span of Control– Small number of employees report to each manager– Common in ‘tall organizations’ with many
management layers• i.e. The Army
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GeneralGeneral
ColonelsColonels
MajorsMajors
Captains,Captains,LieutenantsLieutenants
Warrant Warrant OfficersOfficers
SergeantsSergeants
CorporalsCorporals
PrivatesPrivates
ArmyArmy
Span of Management (Control)Span of Management (Control)
PopePope
CardinalsCardinals
Archbishops,Archbishops,BishopsBishops
PriestsPriests
Roman Catholic ChurchRoman Catholic Church
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Decentralized Decentralized CentralizedCentralized
Decision-Making AuthorityDecision-Making Authority
Top-levelTop-levelmanagementmanagement
Rich Rich experienceexperience
BroadBroadvisionvision
Lower-levelLower-levelManagementManagement
MoreMoreresponsiveresponsive
FasterFasterdecisionsdecisions
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Copyright © 2009 Pearson Education Canada 7-12
Vertical OrganizationsVertical Organizations
FunctionFunctionFunctionFunction
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Copyright © 2009 Pearson Education Canada 7-13
Organizational Organizational StructureStructure
• Functional
• Divisional
• Matrix
• Network
• Hybrid
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Copyright © 2009 Pearson Education Canada 7-14
DepartmentalizationDepartmentalizationby Functionby Function
SkillsSkillsSkillsSkills ResourceResourceuseuse
ResourceResourceuseuse ExpertiseExpertiseExpertiseExpertise
Common departments include: Marketing, Human Resources, Finance, Operations, Research &
Development and Accounting
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Functional Functional DepartmentsDepartments
DisadvantagesDisadvantages
•Departmental barriersDepartmental barriers
•Slow response timeSlow response time
•Ineffective planningIneffective planning
•Over-specializationOver-specialization
AdvantagesAdvantages
•Resource allocationResource allocation
•Unified directionUnified direction
•Improved coordinationImproved coordination
•Better communicationBetter communication
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Copyright © 2009 Pearson Education Canada 7-16
ProcessesProcessesProductsProducts
GeographyGeography CustomersCustomers
DepartmentalizationDepartmentalizationby Divisionby Division
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DepartmentalizationDepartmentalizationby Divisionby Division
AdvantagesAdvantages DisadvantagesDisadvantages
FlexibilityFlexibility
Better serviceBetter service
Management focusManagement focus
Wasting resourcesWasting resources
Poor coordinationPoor coordination
CompetitionCompetition
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Departmentalization by MatrixDepartmentalization by Matrix
PUBLISHERPUBLISHER
Book Team AManager
Book Team AManager
Book Team BManager
Book Team BManager
EditorialManagerEditorialManager
ProductionManager
ProductionManager
DesignManagerDesign
Manager
Editor AEditor A ProductionEditor A
ProductionEditor A Designer ADesigner A
Editor BEditor B ProductionEditor B
ProductionEditor B Designer BDesigner B
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Copyright © 2009 Pearson Education Canada 7-19
DepartmentalizationDepartmentalizationby Networkby Network
AdvantagesAdvantages DisadvantagesDisadvantages
FlexibilityFlexibility
ResponsivenessResponsiveness
VarietyVariety
Dispersed functionsDispersed functions
Quality controlQuality control
Employee loyaltyEmployee loyalty
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Copyright © 2009 Pearson Education Canada 7-20
Shared Information
Neutral
Individual
Random or Varied
Goal
Synergy
Responsibility
Skills
Shared Mission
Positive
Individual and Mutual
Complementary
Work GroupsWork Groups Work TeamsWork Teams
Comparing Work Groups and Work Teams
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Copyright © 2009 Pearson Education Canada 7-21
Workplace TeamsWorkplace Teams• Problem-Solving
– Team of 5-12 employees – Find ways to improve quality, efficiency and the work environment
• Self-Managed– Members are responsible for the entire process or operation
• Functional– Members come from a single department
• Cross-Functional - Draws together employees from various departments
• Virtual - Uses communication technology
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Types of Cross-Types of Cross-Functional TeamsFunctional Teams
• Circles
• Task forces
• Special purpose
• Committees
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Copyright © 2009 Pearson Education Canada 7-23
Virtual TeamsVirtual Teams
• Project-management skills
• Time-management skills
• Technological expertise
• Cross-cultural skills
• Interpersonal awareness
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Copyright © 2009 Pearson Education Canada 7-24
Working in TeamsWorking in Teams
AdvantagesAdvantages
• Higher-quality decisions
• Improved commitment
• Creativity & motivation
• Flexibility
DisadvantagesDisadvantages
• Power realignment
• Free riders
• Increased costs
• Groupthink
• Expert-think
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Characteristics Characteristics of Effective Teamsof Effective Teams
• Clear sense of purpose
• Open honest communication
• Creative thinking
• Focused efforts
• Decision by consensus
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Member Social BehaviorLow High
Team Member RolesTeam Member Roles
Task SpecialistTask SpecialistRoleRole
Dual RoleDual Role
SocioemotionalSocioemotionalRoleRole
NonparticipatorNonparticipatorRoleRoleM
em
be
r T
ask
Be
ha
vio
rHigh
Low
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Five Stages of Team Five Stages of Team DevelopmentDevelopment
• Forming
• Storming
• Norming
• Performing
• Adjourning
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Stages of DevelopmentStages of Development
CohesivenessCohesiveness
• Meeting attendance
• Interaction
• Work quality
• Goal achievement
NormsNorms
• Behaviour
• Limits
• Values
•Expectations
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Team ConflictTeam Conflict
• Competition for scarce resources
• Responsibility issues
• Poor communication
• Values, attitudes, and personalities
• Authority issues
• Goal incompatibility
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ResolutionResolutionResolutionResolutionPreventionPreventionPreventionPrevention
Dealing With ConflictDealing With Conflict
Clear goalsClear goalsClear goalsClear goals
Well-defined tasksWell-defined tasksWell-defined tasksWell-defined tasks
DiffusionDiffusionDiffusionDiffusion
AvoidanceAvoidanceAvoidanceAvoidance
CommunicationCommunicationCommunicationCommunication ConfrontationConfrontationConfrontationConfrontation
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Effective Team MeetingsEffective Team Meetings
• Clarify meeting purpose
• Carefully select participants
• Establish a clear agenda
• Stay on track
• Follow agreed-upon rules
• Encourage participation
• Close effectively