Presentation on theme: "Using SDWT for MBA Man Com Or, How Self Directed Work Teams Make the Leap from Industry to University Aline Wolff Stern School of Business New York University."— Presentation transcript:
Using SDWT for MBA Man Com Or, How Self Directed Work Teams Make the Leap from Industry to University Aline Wolff Stern School of Business New York University
Teamwork is the fuel that allows common people to attain uncommon results. Wearing the same shirts doesnt make you a team. The goal is not to have a team, but to increase productivity and employee satisfaction. Talent wins games, but teamwork and intelligence wins championships.
Teamwork is the quintessential contradiction of a society grounded in individual achievement. Self-Directed Work Teams rely on impact factors: Self - interest Belief in the teams vision Support and cooperation Shared goals New member integration Authenticity and recognition Quotes from Grant M. Bright
What about organizations today? We used to think that we knew how to run organizations. Now we know better. They need to be global and local…small but big…centralized and decentralized. They expect workers to be … autonomous and more of a team, managers to be more delegating and more controlling. –CB Handy, The Age of Paradox
What we know about teams in industry IFortune 1000 Companies H87% use teams for functional purposes: quality H98% use project teams (cross- functional, short and long term) H47% use permanent work teams as their organizational structure ISource: Lawler and Cohen, 1992!
What is a self-directed work team, anyway? IA small number of people (5-9, optimally) IComplementary skills (diversity a plus) ICommon purpose (starts with a mission) IPerformance goals (establish, track, meet, evaluate) ICommon approach (agreement about work style, rules) IMutual accountability (not the boss but ourselves) HSource: Katzenbach and Smith
Applying SDWT to the MC curriculum ITeam rights and responsibilities IAssignments for MC goals IPoint values for team and individual assignments ISimilarities to workplace teams: multi- tasking, diversity, electronic communication IResults?
Defining teams: rights and responsibilities IRights HSelf-defined missions HAbility to fire free-loaders HSelf-determined meetings: time, place, duration, mode IResponsibilities HTeam executive summaries H30% of grade: teamwork HRotating leadership HOngoing communication: team-mates, class, instructor
MC goals for class teams IActive listening INon-verbal communication ICommunication climate IMeeting management HAgenda HPre-meeting documents HWritten meeting records HFollow up, minutes, preparation loop IBrainstorming techniques IElectronic meetings and tools
How the class works ICourse outline: include teams ITeam and individual assignments ITeam points IIndividual points
Faculty teamwork: walking the talk IPre-semester meetings HConsensus, cooperation, commitment IBi-weekly meetings during the semester HFocusing, improving, comparing notes IConstant e-mail dialogue HBulletin boards and broadcast messages HIdea, assignment and resource sharing
Results: the students speak IMy overall experience with my team has been very positive. We have not only helped each other become better communicators, but have also become friends outside of class. II definitely gained the most in this class though the interactions and work with my team members. You have to rely on your teammates. IAs a team member, I learned to trust other members. Without this mutual trust, group work would be impossible.
II learned how to contribute to my team according to my strengths while allowing others to contribute with their strengths. IIn this group, my personal goal was to let the group organize as a team and not always jump in and take charge -- it really made a difference in the team experience. IIt is natural for me to be the leader of whatever group I am in. But I wanted my teammates to assert themselves so we could get their ideas. IWe taught each other and offered insight for improvement.