1. ENT4050 Dynamic Organizing
Centre for Entrepreneurship

2. Agenda Lectures Expectations LEGO exercise Team Quiz
Chapter 1: Teams in Organizations: Fact and Myths 

3. Lectures

4. Exam information
There will be two multiple choice tests during the semester, 6-8 practical assignments and one reflection rapport that is due in the end of the semester
There are three components of grading: multiple choice (1/4), practical assignment (1/4) and reflection rapport (2/4)
Students have to pass all activities to obtain a grade in the course

5. LEGO exercise The group shall build a castle of Lego
Each participant receives a note with specific instructions
You are not allowed to talk
You can not show your instruction to your team
You will have 30 minutes to build the castle

6. Team Quiz Small teams (3 people) 10 minutes to answer the quiz
Debrief afterwards

7. Teamwork: Quiz
When it comes to conflict, the highest-performing teams should:
Encourage conflict about tasks; discourage conflict about personalities
When it comes to making decisions, teams are:
C. Better than the average of its members, but not necessarily as good as the best performer
When it comes to creativity, teams are:
Less creative than individuals
The most commonly-cited problem with regard to teamwork is:
C. Sustaining motivation
When it comes to floor-time (talking) in a typical 8-person team meeting,
B people do over 75% of the talking
The most important skills (competencies) that team members need to have are:
Task and people skills
All of the following can minimize the “free rider” problem in teams, except:
B. Increase the size of the team
An essential condition for high performance teamwork is:
C. A shared goal
The typical team is how old?
C months 7

8. What is a Team?
A group of people who are interdependent with respect to information, resources, and skills and who seek to combine their efforts to achieve a common goal

9. The characters in the team
Who are you?
What can you contribute with?
Who do you need to work with?
Personalities
Skills

10. Dream team? Flåklypa Grand Prix

11. SWOT analysis

12. SWOT
S – Strenght
W – Weakness
O – Oppertunity
T – Treath

13. Five Key Defining Characteristics of Teams
CHAPTER 1
Five Key Defining Characteristics of Teams
Exist to achieve a shared goal
Members are interdependent regarding a common goal
Are bounded and remain relatively stable over time
Members have the authority to manage their own work and internal processes
Operate in a larger social system context

14. Four Challenges of the Future That Point to the Importance of Teams
CHAPTER 1
Four Challenges of the Future That Point to the Importance of Teams
Customer service focus
Competition
Emergence of the information age
Globalization

15. Types of Teams in Organizations
CHAPTER 1
Types of Teams in Organizations
Manager-led teams
Self-managing or self-regulating teams
Self-directing or self-designing teams
Self-governing teams

16. Exhibit 1–2. Authority of Four Illustrative Types of Work Teams
CHAPTER 1
Exhibit 1–2. Authority of Four Illustrative Types of Work Teams
Design of the organizational context
Design of the team as a performing unit
Monitoring and managing performance processes
Executing the task
Area of Management Responsibility
Area of Team Responsibility
Manager-led work teams
Self-managing work teams
Self-designing work teams
Self-governing work teams
Source: Hackman, J. R. (1987). The design of work teams. In J.W. Lorsch (Ed.), Handbook of Organizational Behavior. Upper Saddle River, NJ: Prentice Hall.

17. Observations about Teams and Teamwork
CHAPTER 1
Observations about Teams and Teamwork
Companies that use teams are not more effective than those that do not
Managers fault the wrong causes for team failure (misattribution error)
Managers fail to recognize their team-building responsibilities
Experimenting with failures leads to better teams
Conflict among teams members is not always a bad thing
Strong leadership is not always necessary for strong teams
Good teams can still fail under the wrong circumstances
Retreats will not fix all conflicts between team members

18. Exhibit 1-6. Team Autonomy versus Manager Control
CHAPTER 1
Exhibit Team Autonomy versus Manager Control
Source: Thompson, L. (2006). Leading high impact teams: Tools for teams. Kellogg Executive program.

19. Exhibit 1-7. Team Longevity
CHAPTER 1
Exhibit Team Longevity
Source: Thompson, L. (2006). Leading high impact teams: Tools for teams. Kellogg Executive program.

20. Exhibit 1-8. The Most Frustrating Aspects of Teamwork
CHAPTER 1
Exhibit The Most Frustrating Aspects of Teamwork
Source: Thompson, L. (2006). Leading high impact teams: Tools for teams. Kellogg Executive program.

21. Developing Your Team-Building Skills
CHAPTER 1
Developing Your Team-Building Skills
Skill #1: Accurate diagnosis of team problems
Skill #2: Theory-based intervention
Skill #3: Expert learning