Organizational Structure and Use of Teams

1. Organizational Structure and Use of Teams

2. Academic Organizational Structure of COBA College of Business (Academic Side) Dean CEO Associate Dean (Academic Affairs) Department Chairs Management Marketing Finance/Real Estate Information Sys Accounting Faculty Faculty Faculty Faculty Faculty Strategy OB HR Entrepreneurship

3. Coordination of Divided Labor As students what you see are instructors in class. The primary task of teaching is not typically done in teams. But most of the work to enable a teacher to stand in front of class, to enable the organization complete its mission depends on people making decisions. Many of these decisions are made people in teams either in a advisory role or empowered to make the decision (Faculty Governance). Examples Types of decisions: 1. Course Curriculum 2. Hiring of Faculty 3. Degree Requirements—Undergraduate—MBA –PHD 4. Examination Committees—Capstone Course—Comprehensive Examination 5. Accreditation Committee (AACSB) 6. Strategic Planning Committee (College) 7. Committees Integration With Other Colleges and University (Faculty Senate, Undergraduate Assembly, and Graduate Assembly)

4. Consequently while tasks have been divided among departments (functional expertise ) efforts must be coordinated so that goals of the COBA can be achieved, and integrated with other colleges, and the university. One way to achieve coordination is through the use of teams at both the college and departmental level, and university level. Organizational faculty and students with multiple roles/memberships. • Example of teams (standing and temporary teams ) I have been on: • Micro Area (OB Faculty)—textbook committee, course development committee, faculty selection committee • Departmental Committees-Maintenance and Operations Committee, Department Curriculum Review Committee • College Committees-MBA Program Committee, Ph.D. Program Committee, Faculty Development Resource Committee • University-Faculty Senate, Undergraduate Assembly

5. Purposes (Functions) of Teams In Organizations Types of Teams Work Teams- perform the core work of the firm, they covert knowledge, labor and raw materials into the products or services that deliver value to the customer. (Faculty: team teaching courses, research teams, typically short term duration and temporary for course or research project) Integrating Team-coordinate accomplishment of college objectives across different departments. (Representatives from each department serve on committees on admissions of students, review and development of academic standards, curriculumchanges; Typically standing teams, same issues, revolving membership after term of appointment)

6. Management Team-a special type of integrating team. Decisions about strategy, priorities, resource allocation,. For example, organization for a unit (COBA) with multiple functional units (Departments). (COBA Executive Committee- Dean, Associate Dean, Chairperson of Each Department; Ph.D. Program Team consists of Ph.D. advisors from each department; standing teams, same issues, revolving membership based on occupant of that position) • Involvement Teams-are representative teams that perform tasks that may reflect traditional management roles-assign people to teams elected by members of that unit or appointed by people in authority (Department and college teams to allocate salary increases, P&T Committee to deal with recommendations for promotion and tenure, Committee on Committees to consider individuals that will be asked to serve on committees; typically standing teams, same issues, revolving membership position or term)

7. Improvement Teams-Address issues or ways to improve the performance of the organization-Usually, short term, temporary teams with special tasks, increase recruitment; technology review to update computer lab facilities.

8. Team Based Approach To Management: Why Teams (Organizational Perspective) • To create a collective focus on a program (recruitment), a set of customers (students), a complete process (education), or opportunity (become number 1). • To integrate the work of people with different skills and abilities (introduce a new product; new major concentration—international) • To generate innovate solutions by bringing diverse viewpoints and perspectives, opinions together

9. To generate high involvement by creating a piece of the business for which people have responsibility for a task, authority to carry out the decision, and accountability for the results of the decision. • To save time and cost-decisions do not have to move through layers of the hierarchy. (Teams with authority) • To take advantage of collective memory, communication of tacit knowledge, team recall details that other members may have forgotten.

10. Impact of Changes On Employee Roles "

11. Jobs are defined broadly and require multiple skills with cross training among team members. • Employees participate in defining how work is done. what should be done, and accountability for what is done. • People are given larger boundaries and encouraged to develop more skills. • People are resources to be developed and used fully.

12. People are expected to be adaptable and flexible • People are expected to have not only technical but a high level of interpersonal skills

13. Definitions of A Team

14. Facets: Social Identity-Task Performance-Interactions • Shared Goals—locomotion in the same direction. • Interdependency Among Team Members—rely on each other to achieve goals. Low to High Interdependence • Sequential interdependence—assembly line division of labor-can not do what you need to do until the other person is finished but do not need to understand what other person did—build a car—Baseball Team

15. Pooled Interdependence—work independently on components of the task and pool their work into a whole—can in vary in degree need to know the content of the other person’s work to do their own work—brainstorming task where try to build on the ideas of others, deciding on which candidate to select for a position after each person indicates their individual preferences—vote; Football Team—each person assigned to different roles—receivers, running backs, linemen. Have to know which way the linemen block to be able to run the ball.

16. Reciprocal interdependence—each person dependent on the other-people work simultaneously, in the presence of other people and provide inputs for each other in completing the team task—continual feedback between the parties what each person does influences what the other person does: example, agile programming, Basketball Team How would you organize your team to analyze the case if it is sequential, pooled or reciprocal.

17. \ • Teams Are Bounded—have a clear identification; a individual and shared collective identity of what it means to be a member of the team. • Frequent and Stable Interactions.

18. Figure 1-3 Team Longevity

19. Communications-teams are small enough that each member can communicate with other team members in a face-to-face manner. • Mutual Influence—interactions are such that each team member can influence and be influenced by the other members of the team. • Psychological Significance—the team in meaningful is that it is a source of social comparison, acquisition of norms and values.

20. Social Structure—a social unit of people with role relationships, values, and norms regulating the behavior of team members in matters of consequences to the team. • Success/Failure—the outcome of the team has a influence on the self-esteem of the team members.

21. Teams: Meeting Needs of Individuals • Belonging---teams fulfill belongingness needs by promoting contact between people meeting needs of inclusion. Reducing feelings of social loneliness. • Security and Confidence---by working together individuals will be protected from threats; all in it together. Must be correct if other are doing it. • Intimacy---opportunity to develop deeper relationships meeting needs for deeper levels of attachment. Reducing feelings of emotional loneliness.

22. Goal Accomplishment---enable individuals to complete tasks that they could not complete alone, the whole is greater than the sum of its parts. Some tasks can only be accomplished in groups. • Support---teams can help members cope offering emotional and concrete resources; compliments, encouragement, mutual assistance (based on team members skills and suggestions) • Influence---teams allow for the opportunity to influence and control.

23. Assets and Liabilities of Teams • Enhances Expectations of Success—feelings of efficacy, and outcome control. • Enhance Understanding of the Problem—transitive memory (TMS), a shared system for attending to, coding, processing and retrieving information. • Increased Understanding of the reasons for a decision—participation in the decision leads to increased understanding of the decision, more accurate information provided. • Enhances Personal Satisfaction—self-esteem, task meaningfulness, inclusion.

24. Learning---teams provide information, ideas, experiences through interaction with and communications with other team members • Increase efficiency—subdivide tasks and match task with team members • Better meet the needs of the more educated, highly skilled workforce-empowerment

25. Liabilities of Working in Teams. • What are some of the liabilities of working in teams.