ENT4050 Dynamic Organizing

1. ENT4050 Dynamic Organizing Centre for Entrepreneurship

2. Lectures 18.08.09 15.09.09 29.09.09 06.10.09 Multiple Choise test (ch. 4-9) 10.11.09 24.11.09 Multiple Choise test (ch. 10-13) 01.12.09 Hand in Reflection Rapport

3. Agenda • Team assignment • Debrief • Includes theory from chapter 2 and 3 • Reflection Rapport • ½ - 1 page • Theoretical reflection

4. Team assignment • Slide show with music • only “one” song • Theme: Team and Motivation • Include litterature from chp. 2 and/or 3 • Time: 1 hour

5. CHAPTER 2 Integrated Model of Successful Team Performance • Model serves two purposes • Description • Prescription • Team context affects team’s ability to: • Perform effectively • Build and sustain motivation • Coordinate people

6. CHAPTER 2 Exhibit 2-1. Integrated Model of Successful Team Performance Organizational Context • Ability • Knowledge • Skills • Education • Information • Productivity • Cohesion • Learning • Integration Team Design • Motivation • Intrinsic • Extrinsic • Strategy • Communication • Coordination Team Culture

7. CHAPTER 2 Essential Conditions for Successful Team Performance • Knowledge, skill, and ability • Motivation and effort • Coordination strategies

8. CHAPTER 2 High Amount of Individual Effort Expended Low One Person Working Alone Small Groups Large Groups Number of People Working Exhibit 2-3. The Social Loafing Effect Source: Greenberg, J. (1996). Managing behavior in organizations, p. 189\. Upper Saddle River, NJ: Prentice Hall.

9. CHAPTER 2 Team Performance Criteria • Productivity • Cohesion • Learning • Integration

10. CHAPTER 2 The Team Performance Equation AP = PP + S - T AP = actual productivity PP = potential productivity S = synergy T = performance threats

11. CHAPTER 3 Types of Team Pay • Incentive pay • Recognition • Profit sharing • Gainsharing

12. CHAPTER 3 Exhibit 3-5. Implementing Recognition Awards: A Guide • Purpose/objective • Eligibility • Program award levels • Benefit implications • Funding • Types of awards • Nomination procedures • Timing • Award presentation • Program evaluation Source: Adapted from Gross, S. E. (1995). Compensation for teams: How to design and implement team-based reward programs. New York: AMACOM.

13. CHAPTER 3 Exhibit 3-7. Pay Strategies for Four Types of Teams Source: Adapted from Lawler, E. E. (2000). Rewarding excellence: Pay strategies for the new economy (p. 217). San Francisco, CA: Jossey-Bass.

14. CHAPTER 3 Team Performance Appraisal • What is measured? • Job-based pay • Skill-based pay • Competency-based pay • Who does the measuring? • Single-source evaluations • Multi-source evaluations

15. CHAPTER 3 Superiors’ Ratings Other Team Members’ Ratings Employee Suppliers’ Ratings Customers’ Ratings Subordinates’ Ratings Exhibit 3-9. 360-Degree or Multi-Rater Feedback • Source: Novak, C. J. (1997, April). Proceed with caution when paying teams. HR Magazine, 42(4), 73–78.

16. CHAPTER 3 Rater Bias • Inflation bias • Extrinsic incentives bias • Homogeneity bias • Halo bias • Fundamental attribution error • Communication medium • Experience effect • Reciprocity bias • Bandwagon bias • Primacy and recency bias • Conflict of interest bias

17. CHAPTER 3 Ratee Bias • Egocentric bias • Intrinsic interest • Social comparison • Fairness • Listening to advice

18. CHAPTER 3 Guiding Principles, Part I • Goals should cover areas that team members can directly effect • Balance the mix of individual and team-based pay • Consult with team members who will be affected • Avoid organizational myopia • Determine eligibility (who qualifies for plan) • Determine equity method

19. CHAPTER 3 Guiding Principles, Part II • Quantify criteria used to determine payout • Determine how target levels of performance are established and updated • Develop a budget for the plan • Determine timing of measurements and payments • Communicate with those involved • Plan for the future