This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. The behaviors that one should engage in are stipulated by and directed toward organizational goals. An airline flight crew is an example of a formal group. Informal groups are alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment in response to the need for social contact. Three employees from different departments who regularly eat lunch together is an informal group.
Our tendency to take personal pride or offense for the accomplishments of a group is the territory of social identity theory. There is no single reason why individuals join groups. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group. Social identities help us understand who we are and where we fit in with other people, but they can have a negative side as well. Probably the biggest downside is that social identities encourage in-group favoritism.
When do people develop a social identity? Several characteristics make a social identity important to a person. First, Similarity suggests it is not surprisingly, people who have the same values or characteristics as other members of their organization have higher levels of group identification. Distinctiveness suggests that people are more likely to notice identities that show how they are different from other groups. Respondents in one study identified more strongly with those in their work group with whom they shared uncommon or rare demographic characteristics. Status sees a category because people use identities to define themselves and increase self-esteem, it makes sense that they are most interested in linking themselves to high-status groups. Graduates of prestigious universities will go out of their way to emphasize their links to their alma maters and are also more likely to make donations. And lastly, Uncertainty reduction seesmembership in a group helping some people understand who they are and how they fit into the world.
This paper examined a psychological concept called social loafing as a great debility in achieving good and effective teamwork. Social loafing describes the tendency of individuals to put forth less effort when they are part of a group. Because all members of the group are pooling their effort to achieve a common goal, each member of the group contributes less than they would if they were individually responsible.
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. The behaviors that one should engage in are stipulated by and directed toward organizational goals. An airline flight crew is an example of a formal group. Informal groups are alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment in response to the need for social contact. Three employees from different departments who regularly eat lunch together is an informal group.
Our tendency to take personal pride or offense for the accomplishments of a group is the territory of social identity theory. There is no single reason why individuals join groups. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group. Social identities help us understand who we are and where we fit in with other people, but they can have a negative side as well. Probably the biggest downside is that social identities encourage in-group favoritism.
When do people develop a social identity? Several characteristics make a social identity important to a person. First, Similarity suggests it is not surprisingly, people who have the same values or characteristics as other members of their organization have higher levels of group identification. Distinctiveness suggests that people are more likely to notice identities that show how they are different from other groups. Respondents in one study identified more strongly with those in their work group with whom they shared uncommon or rare demographic characteristics. Status sees a category because people use identities to define themselves and increase self-esteem, it makes sense that they are most interested in linking themselves to high-status groups. Graduates of prestigious universities will go out of their way to emphasize their links to their alma maters and are also more likely to make donations. And lastly, Uncertainty reduction seesmembership in a group helping some people understand who they are and how they fit into the world.
This paper examined a psychological concept called social loafing as a great debility in achieving good and effective teamwork. Social loafing describes the tendency of individuals to put forth less effort when they are part of a group. Because all members of the group are pooling their effort to achieve a common goal, each member of the group contributes less than they would if they were individually responsible.
Respond to 4 postings listed below, with at least in one or mormickietanger
Respond to
4 postings listed below
, with at least in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read the postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from your own research
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on postings by providing additional insights or contrasting perspectives based on readings and evidence.
Posts should be at least 200 words
and require
some information from the text, academically reviewed paper, some significant commentary that requires knowledge of the subject matter, a web link to an article or other source
.
POST 1:
Networking: A key to successful Teamwork
A. Consider the different teams presented in your reading assignment. How do these teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? support your discussion with at least two external sources.
Teams are of different types such as Virtual teams, Problem-solving teams, cross-functional teams, self- managed teams but every team has to maintain their own boundaries to function up to the mark.
What are boundaries
Boundaries are the limitations, plans which meant for reducing distraction from outside sources and to increase the teams focus on their roles and responsibilities. They could be simple rules which are a part of the teams’ principles.
How to set boundaries
· Members need to work individually along with their team leader. Everyone of them need to understand as to what make them deviate from their works. Make a list of the important activities relating to their group project for which the team is formed and make a schedule by prioritizing their work according to their importance.
· This will help them to have an understanding of how to manage their work. Set short term and long-term goals so as to be responsible for completing the tasks.
· Remember that the boundaries can be breached. It is not possible that they will stay in place forever, sometimes the members may knowingly or unknowingly cross their boundaries.
· The team has to communicate with the other teams or members as to what extent they have set the boundaries. It will help them to have necessary support from others and they will be less disturbing to them (Guanfeng, & Zhiyang, 2011).
Internal cohesion and External ties
Internal cohesion has a positive relationship with the external ties. The level of internal cohesion defines the level of support and cooperation the members have with each other. If the cohesion is more it will not affect the members to outsource other expertise and necessary resources. B ...
Respond to 4 postings listed below, with at least in one or mormickietanger
Respond to
4 postings listed below
, with at least in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read the postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from your own research
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on postings by providing additional insights or contrasting perspectives based on readings and evidence.
Posts should be at least 200 words
and require
some information from the text, academically reviewed paper, some significant commentary that requires knowledge of the subject matter, a web link to an article or other source
.
POST 1:
Networking: A key to successful Teamwork
A. Consider the different teams presented in your reading assignment. How do these teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? support your discussion with at least two external sources.
Teams are of different types such as Virtual teams, Problem-solving teams, cross-functional teams, self- managed teams but every team has to maintain their own boundaries to function up to the mark.
What are boundaries
Boundaries are the limitations, plans which meant for reducing distraction from outside sources and to increase the teams focus on their roles and responsibilities. They could be simple rules which are a part of the teams’ principles.
How to set boundaries
· Members need to work individually along with their team leader. Everyone of them need to understand as to what make them deviate from their works. Make a list of the important activities relating to their group project for which the team is formed and make a schedule by prioritizing their work according to their importance.
· This will help them to have an understanding of how to manage their work. Set short term and long-term goals so as to be responsible for completing the tasks.
· Remember that the boundaries can be breached. It is not possible that they will stay in place forever, sometimes the members may knowingly or unknowingly cross their boundaries.
· The team has to communicate with the other teams or members as to what extent they have set the boundaries. It will help them to have necessary support from others and they will be less disturbing to them (Guanfeng, & Zhiyang, 2011).
Internal cohesion and External ties
Internal cohesion has a positive relationship with the external ties. The level of internal cohesion defines the level of support and cooperation the members have with each other. If the cohesion is more it will not affect the members to outsource other expertise and necessary resources. B ...
Module 4 - BackgroundOrganizational Structure and CultureNote A.docxclairbycraft
Module 4 - Background
Organizational Structure and Culture
Note: All Background and Module Home materials are required unless designated as optional or general reference.
Organizational Structure and Design
The way an organization is designed and structured can have significant effects on its members and its ability to execute its strategy. In this module we will try to understand those effects and analyze the behavioral implications of different organizational designs.
An organizational structure defines how job tasks are formally divided, grouped, and coordinated. According to Robbins and Judge (2014) managers need to address six key elements when they design their organization’s structure:
Work specialization
—the extent to which activities are subdivided into separate jobs.
Departmentalization
—the basis on which jobs will be grouped together.
Chain of command
—the people to whom individuals and groups report.
Span of control
—the number of individuals that a manager can direct efficiently and effectively.
Centralization and decentralization
—the locus of decision-making authority.
Formalization
—the extent to which there will be rules and regulations to direct employees and managers.
A simple, but classical, classification of organizational designs focuses on
mechanistic
versus
organic
design. The mechanistic design is characterized by extensive departmentalization, high formalization, a limited information network, and centralization. The organic design is characterized by low formalization, flat hierarchy and the use of cross-hierarchical and cross-functional teams, free flow of information, and decentralization. Each design has advantages and disadvantages. For example, a mechanistic design is good for keeping the costs of standardized products or services down, but it inhibits innovation and creativity. Read this short summary comparing mechanistic and organic organizational structures:
Mechanistic vs. Organic Organizational Structure: Contingency Theory (2014) BusinessMate.Org
http://www.businessmate.org/Article.php?ArtikelId=44
A more sophisticated look at organizational structure considers the different ways that work is organized and coordinated to best fit the organization’s mission and objectives. Common forms are divisional structures, functional structures, team-based or process structures, and flexible structures. The key learning here is that the structure selected should match the organization’s strategy—or it will be very difficult for the organization to be successful.
The following reading explains these different structures, reviews their advantages and disadvantages, and suggests the strategic considerations for when each should be used. Though this article is on the older side, it is still right on target.
Anand, N. & Daft, R. L. (2007). What is the right organizational design? Organizational dynamics, 36, 329-344. retrieved from
http://faculty.cbpp.uaa.alaska.edu/afgjp/PADM610/What%20is%20the%20Right%20Organi ...
4 Organizational Behavior—Macro
Learning Objectives
After reading this chapter, you should be able to:
• Identify and define the types of groups found in business organizations.
• Summarize the principal theories of group dynamics.
• Analyze group performance and effectiveness.
• Discuss the role of physicians as stakeholders in health organizations.
• Apply evidence-based management principles to health organizations.
• Compare functional and dysfunctional organizations.
Michael Pole/CORBIS
CN
CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_04_c04_091-120.indd 91 4/24/14 2:03 PM
Section 4.1Introduction to Organizational Behavior—Macro
Staff and Executive-Level Teams Are Fundamentally Different
A motivational poster frequently found in managers’ offices displays a team of rowers to illustrate the
concept of people working together; a popular offering from the Art of Rowing company is titled Team-
work: Together We Achieve More. When most people on a team are doing similar jobs, the rowing
metaphor is very apt. However, executive-level teams are different:
Executive teams are more like baseball teams. Sure, they are all wearing one uni-
form and following one game plan, but sometimes they work alone (as in the case
of a batter), sometimes they work in pairs (pitcher throws to catcher, or shortstop
and first baseman collaborate in a double play) and only seldom do they all get in
on the action.. . . Don’t expect a team at that level to feel the same way your depart-
ment level team does. You’re not all in the same boat. So figure out the game plan,
play your position, and keep your head up to spot your chances to support your
teammates. (Davey, 2012, p. 1)
When one thinks of the ideal executive-
level team, a better metaphor might be
a company softball team—which can
include both men and women of varying
ages and ethnicities. However, company
softball teams are seldom good at playing
softball; many are formed to encourage
camaraderie among the players and sup-
porters, thereby strengthening working
relationships and organizational com-
mitment. Organizations need and value
talented individuals who can work col-
laboratively with others; being a “team
player” is an important attribute for
success in almost every type of job. Since
much of the clinical and administrative
work in health organizations is done in
groups or teams, it is important for health
care professionals to understand the work-
ings of, participate in, and lead teams.
Critical Thinking and Discussion Questions
1. What have you learned from participating in a department or management team?
2. How important is team camaraderie among executives in health care organizations?
4.1 Introduction to Organizational Behavior—Macro
Chapter 3 focused on the individual behavior in organizations. This chapter focuses
on group behavior and discusses how organizations achieve their goals by coalescing
the skills and efforts of individuals into group ...
Last Name1Wu 1ENG 104 – Prof. KingLong” Essay 2.docxsmile790243
Last Name1
Wu 1
ENG 104 – Prof. King
“Long” Essay 2 – Imagery and Metaphor
How do authors use imagery and/or metaphor to communicate additional key information about what’s happening in a story, without actually coming out and telling us?
These are the questions I want you to think about as you write your first essay. The first draft is due via Blackboard, no later than Monday, February 28, at11:59 pm. Here is the formal essay topic. Do not simply answer these questions in order, but they should be addressed somewhere in your essay. Make sure your essay “flows” nicely, organically, naturally:
Think of several of the stories we have read over the last few weeks. Imagery is very important in all of them, not just to describe the scene more clearly, but also to give the reader clues about what characters are thinking and feeling, or to give us an “emotional read” on a setting – what is the prevailing atmosphere or mood.
Consider AT LEAST THREE of the following stories, and discuss how what the protagonists of each see with their eyes gives the readers clues about their nature, personality, thoughts, fears, hopes, beliefs, or worries:
· “Never” by H.E. Bates
· “The Gift of the Magi” by O. Henry
· “The Story of an Hour” by Kate Chopin
· “A Worn Path” by Eudora Welty
You must have the following:
· A clear thesis statement
· 1200+ words
· Correct MLA formatting and typesetting, including a proper heading, header, and title
· Proper paragraphing, and at least 5 paragraphs
· Evidence/quotations in each section of your essay, clearly presented and carefully explained
· Proper citation of outside source(s), if you use any (not required in this essay)
Your essay must incorporate at least THREE of the following literary concepts and/or the following literary terms:
· Setting/set
· Imagery
· Protagonist/main character/title character
· Theme
· Metaphor
· Symbol(-ism)
LECTURE NOTES 112
Leadership in Organization (Part II)
I. Leading Change in Organizations
(a) Resistance to Change
One of the most important and difficult leadership responsibilities is to guide and facilitate the process of making a major change in an organization. People tend to resist major change in organizations for many reasons as follows: Lack of trust; belief that change is unnecessary; belief that the change is not feasible; economic threats; relative high cost; fear of personal failure; loss of status and power threat to values and ideals; and resentment of interference.
(b) Influencing Organization Culture
@ A major function of culture is to help us understand the environment and determine how to respond to it, thereby reducing anxiety, uncertainty, and confusion. The internal and external problems are closely interconnected, and organizations must deal with them simultaneously.
@ Ways to influence culture
Primary Ways
Secondary Ways
· Attention
· Reactions to crises
· Role modeling
· Allocation of rewards
· Criteria for selection and dismissal
· ...
Running head ORGANIZATIONAL THEORY ANALYSIS REPORT1ORGANIZATIO.docxcharisellington63520
Running head: ORGANIZATIONAL THEORY ANALYSIS REPORT 1
ORGANIZATIONAL THEORY ANALYSIS REPORT 17M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
Britiney Spann
Argosy University
M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
INTRODUCTION
The purpose of writing this assignment is to conduct a literature review of the Bolman and Deal model of four frameworks for leadership (1997) and also to analyze Celestial Corporation case. Organizations today are facing challenges and opportunities due to the constantly changing world of business (Padma & Nair, 2009). Meyer and Allen (1997) states that the biggest challenge for the researchers will be to determine how commitment is affected by the many changes such as increased global competition, re-engineering and downsizing that are occurring in the world of work. Bolman and Deal sifted through the complex theories and literature and combined with their own analyses, theories and experience devised a four-frame model as a way of understanding organizations and leadership within organizations (McCabe, 2003). The model’s design depends upon multi-frame thinking and application. Each frame is an important piece of an organization or organizational life. Bolman and Deal (2007) suggest that each individual has personal as well as preferred frames that they use for information gathering, making judgments and to explain behavior.
LITERATURE REVIEW
Four Frame Model
The Four Frames outlined by Bolman and Deal are: Structural, Human Resource, Political and Symbolic.
The Structural frame focuses on the architecture of the organization. The structural frame is a task-oriented frame, considered as more traditional approach to manage and design organizations. This approach is thought to be most useful when goals and information are clear, when cause-effect relations are well understood, when technologies are strong and there is little conflict, low ambiguity, low uncertainty, and a stable legitimate authority (Bolman & Deal, 2007).
The Human Resource (HR) frame is more about understanding people and their relationships. The HR frame examines the interplay between organizations and people (Zolner, 2010). This approach purports that organizations may be highly productive, creative and energizing places. The leader who operated from this perspective empowers people through participation and makes possible attempts to satisfy people’s need to do a job well.
The Political frame emphasizes power, competition, scarce resources; and sees organizations as jungles. The political leader should be able to deal with political reality of organizations.
The Symbolic frame assumes that humans will create and use symbols to make meaning out of chaos, clarity out of confusion and predictability out of mystery (Zolner, 2010). This frame focuses on meaning and faith. This context engages the heart and head of the members and it focuses on.
Running head ORGANIZATIONAL THEORY ANALYSIS REPORT1ORGANIZATIO.docxtoltonkendal
Running head: ORGANIZATIONAL THEORY ANALYSIS REPORT 1
ORGANIZATIONAL THEORY ANALYSIS REPORT 15M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
Name
Argosy University, San Diego Campus
M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
INTRODUCTION
The purpose of writing this assignment is to conduct a literature review of the Bolman and Deal model of four frameworks for leadership (1997) and also to analyze Celestial Corporation case. Organizations today are facing challenges and opportunities due to the constantly changing world of business (Padma & Nair, 2009). Meyer and Allen (1997) states that the biggest challenge for the researchers will be to determine how commitment is affected by the many changes such as increased global competition, re-engineering and downsizing that are occurring in the world of work. Bolman and Deal sifted through the complex theories and literature and combined with their own analyses, theories and experience devised a four-frame model as a way of understanding organizations and leadership within organizations (McCabe, 2003). The model’s design depends upon multi-frame thinking and application. Each frame is an important piece of an organization or organizational life. Bolman and Deal (2007) suggest that each individual has personal as well as preferred frames that they use for information gathering, making judgments and to explain behavior.
LITERATURE REVIEW
Four Frame Model
The Four Frames outlined by Bolman and Deal are: Structural, Human Resource, Political and Symbolic.
The Structural frame focuses on the architecture of the organization. The structural frame is a task-oriented frame, considered as more traditional approach to manage and design organizations. This approach is thought to be most useful when goals and information are clear, when cause-effect relations are well understood, when technologies are strong and there is little conflict, low ambiguity, low uncertainty, and a stable legitimate authority (Bolman & Deal, 2007).
The Human Resource (HR) frame is more about understanding people and their relationships. The HR frame examines the interplay between organizations and people (Zolner, 2010). This approach purports that organizations may be highly productive, creative and energizing places. The leader who operated from this perspective empowers people through participation and makes possible attempts to satisfy people’s need to do a job well.
The Political frame emphasizes power, competition, scarce resources; and sees organizations as jungles. The political leader should be able to deal with political reality of organizations.
The Symbolic frame assumes that humans will create and use symbols to make meaning out of chaos, clarity out of confusion and predictability out of mystery (Zolner, 2010). This frame focuses on meaning and faith. This context engages the heart and head of the members and it fo ...
IN THIS SUMMARY
Joseph A. Raelin’s The Leaderful Fieldbook is a practical guide for those committed to transforming conventional leadership and organizations into “leaderful practices” and “leaderful organizations.” It is a how-to volume for implementing the theories and principles presented in Raelin’s previous book, Creating Leaderful Organziations. Raelin maintains that the paradigm of the leaderful organization is more effective in 21st century organizations than conventional leadership initiatives. It is a newer alternative to the traditional model of leadership, which invests resources in particular individuals who hold positions near the top of a vertical hierarchy. The leaderful model applies to the modern organization where vertical hierarchies are less prevalent and networks, relationships, and partnerships are no longer defined by geography or rank.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/leaderful-fieldbook
Implementing communities of practice in a matrix organizationAndrew Muras, PMP
Presented at ASEM's (American Society of Engineering Management) annual conference in October 2014. It's based on work done at Pearl Harbor Naval Shipyards.
Some people say it dilutes a leader’s authority if subordinates are .pdffckindswear
Some people say it dilutes a leader’s authority if subordinates are allowed to give feedback to the
leader concerning their perceptions of the leader’s performance. Do you agree?
Solution
WHAT IS LEADERSHIP
The first thing that we must do is to differentiate between the role of leadership and the functions
of leadership. The role of leadership refers to a position of authority in some organizational
hierarchy, while the function of leadership refers to the activities and processes that move a
group or organization towards the accomplishment of its goals. Many people think of leadership
has something that the formal leader does. However, leadership can be viewed is any act by any
group member that advances the effectiveness of the group. For groups to be effective, it is
generally believed that four functions must be performed, that is, four things must happen:
In some cases, the former leader performs all these functions. However, in most organizations
these functions are performed by a variety of people, structural mechanisms, and cultural
mechanisms. The role of leadership becomes more important in determining the effectiveness of
the group when other mechanisms fail to fulfill these functional imperatives.
LEADERSHIP EFFECTIVENESS AND HOW IS IT ASSESSED
Returning to the above discussion of leadership as the acts of the formal authority figure or
leadership as the mechanism to perform certain functions, we must distinguish between the
effectiveness of \"leadership\" and the effectiveness of an individual would referred to as the
leader. There is the conceptual question of what is leadership effectiveness and the practical
question of how do we evaluate individuals in leadership roles. The application question is: Is
Joe Torres an effective coach? Is Jack Welch an effective CEO? From the practical perspective,
the issues get very blurred depending upon who is doing the evaluation and the purpose of the
evaluation.
Ways In Which Leader Effectiveness Is Evaluated
Leaders are constantly been evaluated by organizational members, superiors, and the public.
There are four basic ways in which these groups evaluate the effectiveness of a leader.
Sometimes a particular group will use different approaches at different times. There is no one
best way or most appropriate way to evaluate a leader. The appropriate approach depends upon
the purpose to which the evaluation is to be used. Among the many reasons to evaluate a leader
are to determine whether leader should remain in the position, to help the leader develop his or
her leadership skills, and to improve the performance of a group. Listed below are the four
fundamental approaches used to evaluate leaders
Three variants of the normative process or mental model approach uses characteristics of the
leader as a metric of leader effectiveness. These characteristics can be viewed as predictors of
leadership success. The stronger the mental model supporting the relationship between these
characteristics a.
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
In 2012, The New York Times (Dementia Behind Bars, 2012) wrote that "… the prison system [in the United States] could soon find itself overwhelmed with chronic medical needs". This presentation goes over the main points of this societal area.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Purpose of Mini-Lecture & Learning Outcomes
• Recognize the fundamental differences between groups
and various kinds of teams.
• Grasp the rationale for team formation and appreciate
what important outcomes are typically expected from
performing teams.
• Be familiar with common recommendations (and
recognized pitfalls) on the subject of developing and
sustaining high-performance teams.
• Have learned of two perspectives, viz., the functional
perspective and the conflict, power, and status
perspective, that have enriched our understanding of
teams and how they might be primed.
• Have taken part in a class activity, conceptualized to
promote awareness of two additional perspectives on
theories of small groups.
All the time more,
medium- and large
organizations rely on
teams to formulate
critical strategies and
carry out operational
tasks. Increasingly,
therefore, people are
expected to cross-train
and function as effective
members of team. After
this mini-lecture, you
should:
3. What's in a Word?
Groups of people are integral part of social life: but, the mere mere fact that they have
something in common does not make them a team; they might be brought together by common
interests, yet comprise mutually independent individuals holding separate goals.
"A team [however] is a small number of people with complementary skills who are committed
to a common purpose, set of performance goals, and approach for which they hold themselves
mutually accountable" (Katzenbach & Smith, 1993, p. 112). Governed by circumstances and
events, the common purpose is to run things, recommend things, or make or do things,
depending on which the challenges to teaming will differ (Katzenbach & Smith, 1993).
From different purposes, it follows that not all teams are the same: various types of teams help
organizations in distinct ways. For one, teams may be virtual or face-to-face; they may also be
ad hoc or ongoing, and if they are permanent may take on new tasks as time goes on.
Depending on purpose, their configuration can vary too: five common types, each with distinct
strengths (but also built-in limitations), include management teams, multi-functional teams, self-
directed teams, special purpose teams, and working teams.
4. The Rationale for Team Formation & The Expectations
Teams are not inevitably the best arrangement for what an organization seeks to bring
about: they should only be used when the challenge is complicated or complex; requires
inter-group cooperation and coordination; imposes tight deadlines; requires widespread
commitment; and has important organizational consequences. In such circumstances, some
recurring primary expectations from teams will be that they:
• Broaden what individuals can do from a wider range of ideas and a greater array of
talents and skills.
• Are more effective and efficient than individuals working singly.
• Impart team members with new skills and learnings from colleagues.
• Provide relief when a team member faces difficulties.
• Amplify ownership of what their members are doing.
• Groom leaders.
• Sustain momentum from shared vision.
5. Developing & Sustaining High-Performance Teams:
Recognized Pitfalls & Common Recommendations (1)
Haas & Mortensen (2016)
• Compelling Direction
• Strong Structure
• Supportive Context
• Shared Mindset
Lencioni (2002)
• Inattention to
Results
• Avoidance of
Accountability
• Lack of
Commitment
• Fear of Conflict
• Absence of Trust
6. Developing & Sustaining High-Performance Teams:
Recognized Pitfalls & Common Recommendations (2)
Massachusetts Institute of Technology
(n.d.)
• Shared understanding of mission
• Commitment to goals
• Clearly defined roles and
responsibilities
• Agreed-upon ground rules
• An established decision-making
model
• Effective group processes including
commitment to open communication,
mutual accountability, and
appropriate self-evaluation
Society for
Human
Resource
Management
(n.d.)
• Purpose, Goals, and
Roles
• Talent, Skills, and
Work Ethics
• Incentives,
Motivation, and
Efficacy
• Leadership
• Conflict and
Communication
• Power and
Empowerment
• Norms and
Standards
7. Perspectives on Teams
Poole and Hollingshead 2005) define and describe nine interdisciplinary
perspectives on theories of small groups: (1) functional, (2) psychodynamic, (3)
social identity, (4) conflict, power, and status, (5) symbolic–interpretive, (6) feminist,
(7) network, (8) temporal, and (9) evolutionary. [Vitally, Poole and Hollingshead
(2005) compare and contrast findings from research across (1) group composition,
(2) group structure, (3) group projects, (4) interaction, (5) group actions/outcomes,
(6) change over time, and (7) ecology.]
Comparing and contrasting deepens understanding by broadening vista: by
showcasing nine perspectives, Poole and Hollingshead (2005) open up the very
different assumptions that organizational members can make about teamwork,
which probably explains why there is so much talk on the subject but also
comparatively little productive action. Vitally, regarding teamwork, differing
perspectives shine a light on what the concept (and practice) of synergy might then
be taken to mean and what the conditions for achieving that could be.
8. The Functional Perspective on Teams
The functional perspective is "A normative approach to describing and predicting
group performance that focuses on the functions of inputs and/or processes" (Poole &
Hollingshead, 2005, p. 24).
Continuing interest in Taylorism probably explains the predominance of the functional
perspective on small groups in organizations: its core assumptions are that "(1) groups
are goal oriented; (2) group behavior and performance varies in quality and quantity
and can be evaluated; (3) interaction processes have utility and can be regulated;
[and] (4) internal and external factors influence group behavior and performance via
interaction" (Poole & Hollingshead, 2005, p. 22).
Research from the functional perspective encompasses the seven areas of group
decision-making, social combination approach, groupthink, collective information
sharing, group brainstorming, conflict management, and an external view of group
condition. The functional perspective being so widespread, concern across the seven
areas spans (when it does not permeate) the operating environment of most small
groups in most organizations.
9. The Conflict, Power, & Status Perspective on Teams
"The conflict, power, and status perspective examines the underlying causes and effects
of preference, choice, and resource asymmetries among actors in groups" (Poole &
Hollingshead, 2005, p. 141).
There is an inevitability to conflict, say Poole and Hollingshead (2005). The core
assumptions of the conflict, power, and status perspective are that "(1) actors want to
maximize their own outcomes or the outcomes of their groups; (2) interdependence
among actors drives group interactions […]; (3) many group interactions are mixed-
motive […]; (4) actors often have different preferences, choices, and resources; [and]
(5) as a result, conflict, power, and status differences among actors are inevitable"
(Poole & Hollingshead, 2005, pp. 141–143).
Research within and across the three areas of conflict, power, and status is extremely
varied. Research on conflict has to do with resources (both material and social) and
information; research on power investigate redistribution, exchange, and power-
balancing mechanisms (including values, preferences, and emotions); research on status
leans on expectation states theory and status construction theory, among others.
10. Functional & Conflict, Power, & Status Perspectives on
Lencioni (2002)
The Five Dysfunctions of a Team, the title of Lencioni (2002), openly
advertises the author's perspective on teams. Lencioni (2002) is a business
fable about a technology company and proposes five sure ways to fix,
nay, reverse engineer a "broken" team. But, Lencioni (2002) is not based
on research and the practical recommendations it makes lack empirical
support.
Because it is straightforwardly fictitious and exclusively preoccupied with
dysfunction, Lencioni (2002) offers no scope for psychodynamic, social
identity, symbolic–interpretive, feminist, network, temporal, or
evolutionary perspectives on teams: Lencioni (2002) is much the poorer
for that. The conflict, power, and status perspective is given short shrift
too: power and status are not referred to; and conflict is defined
narrowly as productive ideological conflict that should be mined.
11. Functional & Conflict, Power, & Status Perspectives on
Lencioni (2002)
For each of the nine perspectives on theories of small groups, Poole and Hollingshead (2005)
isolate (1) a definition of the perspective, (2) key assumptions, (3) types of groups, (4) key
theories, (5) dominant research methodologies, (6) strengths, and (7) weaknesses. For each
also, Poole and Hollingshead (2005) isolate key findings from research on (1) group
composition, (2) group structure, (3) group projects, (4) interaction, (5) group
actions/outcomes, (6) change over time, and (7) ecology. For the functional perspective and
the conflict, power, and status perspective, the material in the Annex reproduces the key
assumptions, strengths, and weaknesses and the findings from research on group composition,
change over time, and ecology in Poole and Hollingshead (2005). Envisioning Lencioni (2002)
through these lenses (and those of the other seven perspectives) is informative.
12. Group Activity: Fill in the Blanks
The Psychodynamic
Perspective
• Key Assumptions
• …
• …
• Strengths
• …
• …
• Weaknesses
• …
• …
The Feminist Perspective
• Key Assumptions
• …
• …
• Strengths
• …
• …
• Weaknesses
• …
• …
13. Annex: The Functional Perspective on Teams: Key
Assumptions, Strengths, & Weaknesses
Key
Assumptions
• Groups are goal oriented
• Group performance is evaluated
• Interaction processes have utility and can be regulated
• Internal and external factors influence group performance via
interaction
Strengths
• Ability to predict and explain group performance via static inputs and
processes
• Empirical base for the development of interventions to improve group
performance
Weaknesses
• Does not address groups that have a socioemotional purpose
• Difficulty in defining and measuring "effective" performance
• Task-performing groups may have goals other than effective
performance
• Cannot detect or explain nonlinear processes
Source: Extracted from Poole, M., & Hollingshead, A. (Eds). (2005). Theories of small groups:
Interdisciplinary perspectives. Thousand Oaks, CA: Sage Publications.
14. Annex: The Functional Perspective on Teams: A Short
Selection of Findings from Research
Group Composition
• Increased group size is negatively related to effective processes (e.g., social loafing and
blocking) and equality of participation, and positively related to range of abilities
• History among group members improves group performance
Change Over Time
• Phases and activities in different phases serve different functions over time
• There is no universal order of group development that predicts success or failure of group
decision making
Ecology
• The physical environment (e.g., crowding, proximity, privacy) influences group interaction
and performance
• The temporal environment determines opportunities, rhythms, and pacing of the team
Source: Extracted from Poole, M., & Hollingshead, A. (Eds). (2005). Theories of small groups:
Interdisciplinary perspectives. Thousand Oaks, CA: Sage Publications.
15. Annex: The Conflict, Power, & Status Perspective on Teams:
Key Assumptions, Strengths, & Weaknesses
Key
Assumptions
• Actors want to maximize their own or their group's outcomes
• Interdependence drives group interactions
• Many group interactions are mixed-motive
• Actors often have different preferences, resources, and choices
• As a result, conflict, power, and status differences among actors are
inevitable
Strengths
• Rigorously tested theoretical development of fundamental ideas
• Theoretical development within particular fields is cumulative
Weaknesses
• Lack of theoretical integration across subareas
• Change in power structures over time has been little studied
Source: Extracted from Poole, M., & Hollingshead, A. (Eds). (2005). Theories of small groups:
Interdisciplinary perspectives. Thousand Oaks, CA: Sage Publications.
16. Annex: The Conflict, Power, & Status Perspective on Teams:
A Short Selection of Findings from Research
Group Composition
• Larger size is often, although not always, related to poorer coordination ability in conflict
over resources
• Diversity […] has been linked to lower levels of cooperation and to conflict in many types
of group interactions, affecting group process and performance […]
Change Over Time
• Expectation of future interaction tends to increase cooperation
• Longitudinal research indicates that different patterns of conflict are likely to result in
different group outcomes
Ecology
• Environmental uncertainty results in significantly lower rates of cooperation
• Conflict over resources leads to power differences that are palliated by status hierarchies
Source: Extracted from Poole, M., & Hollingshead, A. (Eds). (2005). Theories of small groups:
Interdisciplinary perspectives. Thousand Oaks, CA: Sage Publications.
17. Annex: References (1)
Coleman, P. (2018). Conflict intelligence and systemic wisdom: Meta-competencies for
engaging conflict in a complex, dynamic world. Negotiation Journal, 34(1), 7–35.
Haas, M. & Mortensen, M. (2016). The secrets of great teamwork. Harvard Business Review,
94(6), 70–76.
Katzenbach, J., & Smith, D. (1993). The discipline of teams. Harvard Business Review, 71(2),
111–120.
Katzenbach, J., & Smith, D. (2011). The discipline of teams. In HBR's 10 Must Reads: On
Managing People (pp. 175–194). Boston: Harvard Business School Publishing Corporation.
Lencioni, P. (2002). The five dysfunctions of a team. San Francisco: Jossey-Bass.
Massachusetts Institute of Technology. (n.d.) The basics of working on teams. Retrieved from
https://hr.mit.edu/learning-topics/teams/articles/basics.
18. Annex: References (2)
Mikkelsen, E., & Clegg, S. (2018). Unpacking the meaning of conflict in organizational conflict
research. Negotiation and Conflict Management Research, 11(3), 185–203.
Poole, M., & Hollingshead, A. (Eds). (2005). Theories of small groups: Interdisciplinary
perspectives. Thousand Oaks, CA: Sage Publications.
Society for Human Resource Management. (n.d.). Developing and sustaining high-performance
work teams. Retrieved from https://www.shrm.org/
Thomas, K., & Kilmann, R. (1974). Thomas–Kilmann conflict mode instrument. Mountain View, CA:
Xicom, a subsidiary of CPP, Inc.