welcome to mgto 321 house key, car key, hulpke best course in hkust –(no matter which prof. you...
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Welcome to MGTO 321
• House key, car key, hulpke
• best course in HKUST– (no matter which prof. YOU make it work)
• but, requires WORK
• today: – get acquainted with each other, – introduce a key concept: a good strategy helps– thoughts on GROUPS and TEAMS
Foundations of Group Behavior
One of the truly remarkable things
about work groups is that they can make
2+2=5.
Of course, they also have the capability
of making 2+2=3.
Stages of Group DevelopmentPrestage Stage I Forming
Stage II Storming Stage III Norming
Stage IV Performing Stage V Adjourning
Punctuated-Equilibrium Model
Time(Low)
(High)
First Meeting
Phase 1
Phase 2
TransitionCompletion
A B(A+B)/2
Performance
Reasons Group Members Conform to Norms
• Compliance - assenting to a norm in order to attain rewards or avoid punishment.
• Identification - associating oneself with supporters of a norm and conforming to the norm because those individuals do.
Reason Group Members Conform to Norms
• Internalization - believing that the behavior dictated by a norm is truly the right and proper way to behave.
Socialization:• The process by which
newcomers learn the roles, rules, and norms of a group.
Classic Example: How Disney Classic Example: How Disney will train its HK employees!!will train its HK employees!!
Effective Work Groups• Process Gains - Increases in potential
performance that result from new ways of motivating and coordinating members.
Social Loafing - Tendency of individuals to exert less effort when they work in a group than when they work alone.
To Reduce Social Loafing
• Make Individual Contributions Identifiable
• Make Individuals Feel That They Are Making Valuable Contributions to a Group
• Keep Group as Small as Possible
Work Groups and Work TeamsWork Groups Work Teams
Share Information
Neutral (sometimes Negative)Individual
Random & Varied
Share Information
Neutral (sometimes Negative)Individual
Random & Varied
Collective Performance
Positive
Individual & Mutual
Complementary
Collective Performance
Positive
Individual & Mutual
Complementary
Goals
Synergy
Skills
Accountability
Building Trust• Work for others’ interests as well as own
• Be a team player.
• Practice openness.
• Be fair.
• Speak your feelings.
• Show consistency in basic values.
• Maintain confidence.
• Demonstrate competence.
Shaping Team Players Selection
– ensure candidates can fulfill team roles as well as technical requirements
• Training– most people raised with ideas of individual
accomplishment can become team players.
• Rewards– reward cooperative rather than competitive
efforts
High Performance Teams• Optimal size: less than 12
members
• Abilities:
–technical expertise
–problem solving skills
–interpersonal skills
• Clearly allocated roles
High Performance Teams• Commitment to common purpose
• Specific goals
• Leadership and structure
• Individual & joint accountability
• Appropriate evaluation & reward systems
• High mutual trust
What Are the Properties of Effectively Functioning Teams?
• Results are consistent
• Criteria face valid
• People in effective teams KNOW the answer
• But this is tacit knowledge
• We must make it explicit
Key Success Factors for Teams• A clear elevating goal• Results driven structure• Competent team members• Unified commitment• Collaborative climate• Standards of excellence• External support and recognition• Principled leadership
A Clear and Elevating Goal
• What does this mean?– What is a goal?– Clarity: focused and non-political– Elevating: worth doing and personally
challenging
A Results Driven Structure• What types of results
– problem resolution team– creativity team– tactical team
• What kind of team are you?
• Team structure– roles and responsibilities– effective communication– methods for monitoring and feedback– emphasis on fact-based judgements
Competent Team Members
• Right people for the task– technical competencies– personal competencies
• Best matches– Problem: intelligent, savvy, people sensitive,
high integrity– Creative: cerebral, independent, tenacious– Tactical: loyal, committed, action oriented
Unified Commitment• What does this mean?
– spirit– loss of self– unity
• How to get it?– involvement– balancing– expectations– group task and maintenance behavior only
Collaborative Climate
• Meaning?– teamwork, whole > sum of parts, working well
together
• Four elements– honesty, openness, consistency, respect
• Total trust through involvement and autonomy
Standards of Excellence
• Standards matter
• Standards are hard work
• Standards are easy to ignore
• No resting on past performance
• Standards in this class???
External Support and Recognition
• What is this?
• Why is it important?
• Why is tangible support needed?
Principled Leadership
• Consistency
• Courage
• Standards
• Communications skills
• Promotes the other 7 factors
• Leaders create leaders
What Is a Case?
• A description of an actual situation, commonly involving a decision, a challenge, an opportunity, a problem or an issue faced by a person (or persons) in an organization.
• Allows you to step figuratively into the position of a particular decision maker.
• Field-based with the visit of an organization and collects the data.
• The product of a carefully thought-out process.
The Opening Paragraph
Typical Structure of a Case
Organization Background
Specific Areas of Interest
Specific Problem or Decision
Alternatives
Conclusion(Task)
Why Do We Do Cases?
• Examine real life situations
• Practice our analytical tools
• Engage in discussion of issues/answers
• Develop professional attitudes
Why use Cases?
• Cases allow you to take an active role in your learning.– More enjoyable than a lecture.
• But, you must be prepared in each class.
• You contribute to the class:– by teaching others,– by actively participating,– by taking risks,– by learning from the instructor and classmates.
Inventory of Skills Developed by the Case Method
• Analytical skills
• Decision making skills
• Application skills
• Oral communication skills
• Time management skills
• Interpersonal or social skills
• Creative skills
• Written communication skills
Preparing for a Case
• Two forms of preparation for a case:– Individual preparation– Group discussion
• small group
• large group
• Individual preparation– Look at the summary of the case.– Look at the assignment questions.– Look at topic assigned that day
Analyzing the Case - 7 Steps
• Defining the issue
• Analyzing the case data with focus on causes and effects as well as constraints and opportunities
• Generating alternatives
• Selecting decision criteria
• Analyzing and evaluating alternatives
• Selecting the preferred alternative
• Developing an action and implementation plan
Analyzing Cases
• One method:– Read the case.
• Pay the most attention to the opening paragraph and concluding paragraphs.
– Read the assignment questions.• These can help guide more detailed analyses.
– Do a detailed analysis.
Deliverables
• Issue identification
• Analysis and alternatives
• Recommendations for action
• Implementation plans
Defining the Issues
• Produce a clear and comprehensive statement of the issue(s) involved in the case.
• Clearly identified key concern(s), problem(s), decision(s), challenge(s) or opportunity(ies).
• 3 things to be considered:– Immediate and basic issues
– Importance
– Urgency
Generating Alternatives
• Be creative and think widely
• Consider constraints and opportunities
• Be realistic and plausible
Selecting Decision Criteria
• Provide the basis for evaluation or assessment measures
• Common decision criteria:– Quantitative:
• profit, cost, return on investment, market share, capacity, delivery time, risk, cash flow, inventory turn, productivity, staff turnover, time to complete, growth rate, quantity
– Qualitative:• competitive advantage, customer satisfaction, employee morale
corporate image, ease of implementation, synergy, ethics, flexibility, safety, visual appeal, obsolescence, cultural sensitivity, motivation, goodwill
Analyzing and Evaluating Alternatives
• List the key advantages and disadvantages of each alternative.
• Compare and contrast each alternative against the selected criteria by Alternative Analysis Matrix.
• Short vs long term
• Predicting outcomes
• Quantitative vs qualitative analysis
Alternatives and Criteria
• Alternatives are the different actions the company can take.– These are usually provided in the case.– Students can suggest their own options.
• How to select among the options?– Need to establish criteria.– Criteria emerge from your analysis.– Criteria can be qualitative or quantitative.
Alternatives and Criteria• Examples of criteria
– profit, cost, return on investment– market share– competitive advantage– ease of implementation
• Once criteria are established– compare alternatives to criteria– alternative that best matches criteria should be the
one selected
Example Alternatives and Criteria Criteria Independent Joint Venture Acquisition
Profitability inyear 2
4 5 3
25 percentmarket share byyear 4
3 4 5
Maintain controlover day-to-dayoperations
5 2 4
Develop strongmarketingcapabilities
1 4 5
Note: 5 = highest, 1 = lowest
Action and Implementation• All cases must conclude with an action
plan.– No action plan, no decision, means analysis is
incomplete.
• Action plan includes– recommended decision– suggestions for implementation of decision
• Action plan should answer the questions– who, what, when, where and how.
Exercise• Read the Robin Hood case.
• Get together in groups.
• Identify:– The decision to be made– The decision maker– The context of the case
• Be prepared to write these items on the board if called upon