Bolman and Deal, Chapter 5

1. Chapter 5
Organizing Groups and Teams

2. The Power of Teams
 Teams are vital to organizational
performance
 Transplant surgeon Peter Minnich: the team is
as important as the surgeon
 High-performance commando team: fluid,
lateral structure for planning, top-down
structure for execution
 Top-performing teams need the right
blueprint of roles and relationships

3. Organizing Groups and Teams
 Tasks and Linkages in Small Groups
 Teamwork and Interdependence
 Determinants of Successful Teamwork
 Team Structure and Top Performance
 Saturn: The Story Behind the Story

4. Tasks and Linkages in Small Groups
 Structural Options
 Situational Variables Influencing Structure
 What is our goal?
 What needs to be done?
 Who should do what?
 How should we make decisions?
 Who is in charge?
 How do we coordinate efforts?

5. Tasks and Linkages in Small Groups (II)
 Situational Variables, con’t.
 What do individuals care about most?
 Time
 Quality
 Participation
 What are special skill and talents of members?
 What is the relationship between groups?
 How will we determine success?

6. Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations
 One Boss
 Dual Authority
 Simple Hierarchy
 Circle Network
 All Channel Network
Figure 5-1: One Boss

7. Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations
 One Boss
 Dual Authority
 Simple Hierarchy
 Circle Network
 All Channel Network
Figure 5- 2: Dual Authority

8. Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations
 One Boss
 Dual Authority
 Simple Hierarchy
 Circle Network
 All Channel Network

9. Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations
 One Boss
 Dual Authority
 Simple Hierarchy
 Circle Network
 All Channel Network

10. Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations
 One Boss
 Dual Authority
 Simple Hierarchy
 Circle Network
 All Channel Network

11. Teamwork and Interdependence
 Baseball
 Football
 Basketball

12. Determinants of Successful
Teamwork
 Determining an appropriate structural design
 Nature and degree of task interaction
 Geographic distribution of members
 Where is autonomy needed, given the team’s
goals and objectives?
 Should structure be conglomerate,
mechanistic, or organic?
 Task of management:
 fill out line-up card
 prepare game plan
 Influence flow

13. Team Structure and Top
Performance
 Six distinguishing characteristics of high-
performing teams
 Shape purpose in response to a demand or
opportunity
 Specific, measurable goals
 Manageable size
 Right mix of expertise
 Common commitment
 Collectively accountable

14. Saturn: The Story Behind the Story
 Quality, Consumer Satisfaction, Customer
Loyalty
 Employees granted authority
 Assembly done by teams – Wisdom of
Teams
 Group Accountability

15. Conclusion
 Every group evolves a structure, but not always one
that fits task and circumstances
 Hierarchy, top-down tend to work for simple, stable
tasks
 When task or environment is more complex, structure
needs to adapt
 Sports images provide a metaphor for structural
options
 Vary the structure in response to change
 Few groups have flawless members; the right
structure can make optimal use of available
resources