“GE’s GLOBAL VIRTUAL TEAM WANTS TO REAP THE WIND” |MODULE M 5
CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study

1. Executive Summary

General Electric Co is setting out to apply considerable financial and technological innovation to the field of wind energy.

James Lyons in charge of sourcing talent from around the world has the task of forming a team that is culturally diverse and innovative enough to design and research new techniques for developing alternative methods of harnessing wind energy.

In question within this case study is the application of teamwork competencies to maximise efficiency and effectiveness in achieving specific outcomes for developing solutions.

Different methods of effective group performance are discussed and elaborated upon as well as the interaction of the leader in establishing guiding principles in getting results.

Contrasted within this report are the views and opinions of 3 different authors in defining group and teams within organizational behaviour, describing the various groups found in organizations, stages of group development, characteristics of effective work groups and teams.

Factors that may be attributed to possible failure and the various contingency factors that have a direct relationship to a leader’s behaviour in particular to achieving specific outcomes are also discussed.

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GE’s Global Virtual Team Wants to Reap the Wind.

An emphasis on cross cultural diversity encouraging the organization to achieving social responsibility goals is elaborated upon.

Teamwork competencies promote cooperation, higher achievement and productivity than intergroup competition.

Socio-emotional cohesiveness steps to enhance the group are listed.

A classification of a syndicate group in terms of Tuckmans 7 Five-Stage Theory of group development was applied by the use of a questionnaire and instructions from a sample found in Kreitner and Kinicki 2 Organizational Behaviour.

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GE’s Global Virtual Team Wants to Reap the Wind.

PART A

1. Question 1

A definition of groups and teams is contrasted within the views of three current authors in this report to provide a model for understanding the nature of groups and teams in organisations.

It begins by defining the various types of groups and teams, reasons for their formation, and characteristics of groups and teams, a summary of objectives is defined.

OBJECTIVES :

1. Describe the various groups in organizations

2. Stages of group development

3. Characteristics of effective work groups

4. Describing various teams that exist in organisations

5. Characteristics of effective teams

Differences of the above objectives between the three authors will be clarified to determine an understanding of how each author arrives at concluding how groups and teams serve organisations.

Authors: Stephen P. Robbins, Timothy A. Judge; Gibson, Ivancevich, Donnely, Konopaske; Andrew J. DuBrin.

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VARIOUS GROUPS IN ORGANISATIONS

P. Robbins, A. Judge define groups as two or more individuals, interacting and interdependent who come together to achieve particular objectives, they can either be Formal or Informal, where in formal groups behaviours that are engaged in are stipulated by and directed towards organizational goals in contrast to informal groups these are not formally structured nor organizationally determined.

A similar comparison is made by DuBrin who says that a formal group is deliberately formed by the organization to accomplish specific tasks and achieve goals informal groups emerge over time through the interaction of workers.

Gibson, Ivancevich, Donnely, Konopaske, go a bit further in explaining that two different forms of formal groups exist known as Command and Task groups and these are driven by the demands and processes of the organization.

Informal groups are natural groupings of people in work situations who come together in response to social needs and also do not arise as a result of deliberate design but evolve naturally, also mentioning that two types of informal groups exist, Interest and Friendship groups.

STAGES OF GROUP DEVELOPMENT

These same three stages are applicable to all the authors who say all groups pass through various stages to achieve maturity.

FORMING

Learning what tasks they will be performing, how they can benefit from group membership, getting acquainted, testing their position and asking questions, this is an initial phase establishing loose but specific goals.

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STORMING

Conflict abounds during this phase, confrontations are typical and coalitions may form within the group, one or two members may be target for exclusion, a hierarchy starts to form and other members attempt to move in leadership positions.

NORMING

Cohesiveness and commitment begin to develop, the group starts to come together as a coordinated unit and harmony prevails, limits for members are established through the use of body language, group driven expectations are set.

PERFORMING

A group is ready to focus on accomplishing key tasks, issues concerning interpersonal relations and task assignments are put aside as the group becomes a well functioning unit, intrinsic motivation and creativity start to emerge as the group performs.

ADJOURNING

Temporary work groups are abandoned after accomplishing key tasks, important relationships and understandings have developed to bring with them should they be part of the same team in the future.

CHARACTERISTICS OF EFFECTIVE WORKGROUPS

As groups evolve through their stages of development they begin to exhibit certain characteristics;

All three authors define specific properties that shape the behaviours of groups and contribute to their uniqueness and effectiveness.

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They are described by Gibson, Ivanchevich, Donnely, Konopaske 6 as listed and the points apply to P. Robbins, Timothy A. Judge 1 view on group characteristics.

1. Structure

2. Status

3. Roles

4. Norms

5. Leadership

6. Cohesiveness

7. Conflict

Stephen P. Robbins, Timothy A. Judge 1 mention that groups are not unorganized mobs, they have properties that shape the behaviours of members and make it possible to explain and predict a large portion of individual behaviours within the group, as well as the performance of the group itself.

Gibson, Ivanchevich, Donnely, Konopaske 6 explain this more in terms of structure that evolves over a period of time, differentiation takes place on the basis of such factors as expertise, aggressiveness, power and status, the pattern of relationships among the positions constitutes a group structure.

The effectiveness criteria determining the outcome of productivity and job satisfaction is outlined in a different manner by Andrew J. DuBrin 5 and grouped in ten categories.

1. Enriched Job Design

2. Empowerment

3. Interdependence

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4. Team Efficacy

5. Right Mix and Size

6. Emotional Intelligence

7. Support for Work Group

8. Effective Group Processes

9. Group Cohesiveness

10. Familiarity with Job

DESCRIBING VARIOUS TEAMS THAT EXIST IN ORGANIZATIONS

Similar types of teams that are most likely to be found in organizations are mentioned by all the authors.

1. Cross-functional Teams

2. Virtual Teams

3. Self Directed Teams

They all share the common elements of people working together cooperatively who possess a mix of skills.

CROSS-FUNCTIONAL TEAMS

Composed of different individuals from different departments or work areas who come together on a task or project basis, monitor, standardize, and improve work processes that cut across different parts of the organization.

VIRTUAL TEAMS

A virtual team is a small group of people who conduct almost all of their collaborative work by electronic communication rather than face-to-face meetings.

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Three primary factors differentiate virtual teams from face-face teams.

1. The absence of Para verbal and non verbal cues.

2. Limited social context.

3. The ability to overcome time and space constraints.

Virtual teams suffer from less social rapport and less direct interaction among members, tend to be more task oriented and exchange less social-emotional information.

SELF- DIRECTED TEAMS

Comprising of 10 to 15 individuals who take on long-term responsibilities of their former supervisors while retaining their prior responsibilities 6.

Typically this includes planning, scheduling of work, assigning tasks to members, and collective control over the suppliers and customers.

Self-directed teams select their own members and have members evaluate each other’s performance; as a result supervisory positions take on decreased importance and may even be eliminated.

Two other authors also mention problem solving teams beginning to grow in popularity formed to discuss ways of improving quality, efficiency, and the work environment.

Problem solving team’s existence is usually short in nature and once the problem is solved the team disbands.

An example of a problem solving team may be to study space and equipment requirements needed to reconfigure production space to accommodate a new product.

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Andrew J. Dubrin 5 identifies another particular type of team formally known as a Top Management Team, although contrasted by Jon R. Katzenback who observed that few groups of top managers function as a team in the sense of the definition of team work.

Groups of top managers are teams in the sense that most major decisions are made collaboratively with all members of the top-management group included.

CHARACTERISTICS OF EFFECTIVE TEAMS

Specific characteristics relate to team effectiveness as described by Stephen P. Robbins and Timothy A. Judge 1 separating them into four general categories:

1. Resources and other contextual influences that make teams effective.

2. A team’s composition.

3. Work Design.

4. Process variables that reflect what occurs in a team and affects effectiveness.

Gibson, Ivanchevich, Donnely, Konopaske 6 mention several requirements for effective teams.

These requirements include top-level commitment and provision of clear goals summarized into general categories:

1. Top-level commitment and clear goals.

2. Management-Employee Trust.

3. Willingness to take risks and share information.

4. Time, resources and a commitment to training.

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Andrew J. Dubrin 5 highlights managerial actions and organizational practices that facilitate teamwork.

1. Creating an urgent constructive purpose.

2. Empowering the group to determine how to meet objectives.

3. Promoting the attitude that working together effectively is the established norm.

4. Using a consensus decision making style.

5. Feed team members valid facts and information that motivates them to work together.

6. Using language that fosters cohesion and commitment.

CONCLUSION

Groups and teams are composed of individuals who have common attributes and a specific vision to accomplish goals.

Communication is an essential element of a properly functioning group, understanding the objectives to be achieved and set challenging goals.

To be effective teams must have a meaningful purpose that provides direction, momentum and commitment.

Groups and teams should encompass all the attributes that make up different structures utilizing all the methods available to them, cross-functional method of operations, being self directed and technology oriented.

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GE’s Global Virtual Team Wants to Reap the Wind.

PART B

Question 1 Table 1

CROSS ANALYSIS OF TEAM COMPETENCIES AND CASE STUDY OUTCOMES

|ITEM |COMPETENCIES |IMPLICATION |CASE STUDY OUTCOMES |
|1 |LEADERSHIP BECOMES A SHARED ACTIVITY |NO SHARED ACTIVITY |FULCRUM OF THE PROJECT |
| | | |TRADITIONAL STRUCTURE |
| | | |A LOW DEGREE OF COORDINATION WITH OTHER |
| | | |WORKGROUPS |
|2 |ACCOUNTABILITY SHIFTS FROM STRICTLY INDIVIDUAL |TEAMWORK |COLLABORATIVE SKILLS |
| |TO BOTH INDIVIDUAL AND COLLECTIVE | |TRAINING AND WORKSHOPS |
| | | |COORDINATED EFFORT |
| | | |LINES OF COMMUNICATION |
| | | |CROSS FUNCTIONAL SYSTEM |
|3 |THE GROUP DEVELOPS ITS OWN PURPOSE OR MISSION |PURPOSE AND MISSION |GETTING RESULTS-A NEW GENERATION OF LAND BASED |
| | | |WIND TURBINES |
| | | |WORKING INDEPENDENTLY-DEVELOPING THEIR OWN |
| | | |PROJECTS |
|4 |PROBLEM SOLVING BECOMES A WAY OF LIFE |PROBLEM SOLVING |BEING INNOVATIVE IN NEW DEVELOPMENTS |
| | | |CORE DESIGN TOOLS BEING CREATED |
| | | |DEVELOPING SOLUTIONS |
|5 |EFFECTIVENESS IS MEASURED BY THE GROUP’S |EFFECTIVENESS |A NEW GENERATION OF LAND BASED WIND TURBINES |
| |COLLECTIVE OUTCOMES AND PRODUCTS | |A WIND FARM IN INNER MONGOLIA |
| | | |SMALLER PROJECTS PROVIDING CLEAN WATER |

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Teamwork

Lyons is the fulcrum of the project, charged with marshalling talent from around the world 2 and with knowledge of individual skills and cultural traits 2 he proposes matching them to achieve maximum effectiveness.

The Fiedler Contingency Model proposes that effective group performance depends on the match between the leader’s style and the degree to which the situation gives control to the leader 1.

There is a less participative role displayed by Lyons, preferring rather to provide his team with information, support or other resources necessary for them to achieve their goals, a formal authority system does exist with a low degree of coordination with other workgroups on the part of the leader.

As displayed within the Path-Goal Theory-Table 21 there is included other leadership behaviours that may influence specific outcomes in relation to performance and satisfaction.

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PATH-GOAL THEORY Table 21

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In accordance with the Path-Goal Theory study, contingency factors have a direct relationship to leadership behaviour therefore performance and satisfaction is dependant on all the variables being specific to the four individual leadership behaviours.

Dependant on the non-participative role the outcomes of performance and satisfaction may be affected.

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The team’s effectiveness may be complemented by the composition of these outcomes in relation to the competencies displayed in Table 2 1.

Lyons multinational group of experts have developed the concept of working together cooperatively as a team in order to accomplish the same goals and objectives, they have introduced a manner of working such as collaborating, training and workshops in order to help themselves work together in a cohesive group and accomplish their goals, there is a coordinated effort through better lines of communication such as emails, teleconferencing and clear deadlines 2.

Also utilizing a cross functional method of operations they created a team made up of employees from diverse parts of the operation within the organization, and allowing people to exchange information, develop new ideas, solve problems and coordinate complex projects, taking opportunities to work in various parts of the organization trading engineers from Bangalore to Salzbergen 2.

Developing its own mission created a common and meaningful purpose that provided direction, momentum, and commitment for the members that got them results on a new generation of land based wind turbines and to working independently in developing their own projects.

Small successes build the team confidence developing an increasingly stronger performance record leading the team to future successes.

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Innovation in new developments, learning about core design tools being created and developing solutions has become a problem solving way of life, the quality of their outcomes is reflected by the team’s outputs such as the current projects they have developed, they have been organized into a relatively focused model 1 which summarizes what makes the team effective.

Objective measures of the team’s productivity have been met that reflect the team’s contributions.

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1.2 Question 2

1.2.1 Teamwork Failure

The cause of possible failure on the part of Lyons team may be attributed to certain factors.

As discussed in Path-Goal Theory there are various contingency factors that have a direct relationship to a leader’s behaviour in particular to achieving specific outcomes.

Path-Goal Theory refers to a focus on helping employees find the correct path to goal attainment 5 Table 2 1, it indicates that the leader should choose the right leadership style to match the contingency factors in order to achieve results 5.

Lyons exhibiting a high initiating structure defined and structured his role and those of his employees in the search for goal attainment this included organizing work, work relationships and goals.

Shared leadership defines the shifting of specific functions to the work units. A group functions more effectively when all its members accept responsibility for the life and work of the group.

Non-participative leadership may have a debilitating effect on how a team functions. The key proposition relates to motivation, satisfaction and long term performance 5, the effect of no-participative leadership does not fit in with the aspect of the modern organisation and its emphasis on teamwork.

This denies the group members the opportunity to advise the leader consequently the work group has less valuable input for the leader.

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The team may be excessively task orientated which may cause the build up of resentment later on among members because relationship and individual needs are not adequately addressed.

There may be examples of self-orientated behaviour that is doing things at the expense of the group and others, such as arriving late for meetings, ignoring team norms, having side conversations or withholding information that the team could use, other examples of self-oriented behaviour that is likely to interfere with the group’s functioning are:

• Controlling or aggressive behaviour - Intimidating other group members, stating a position in a way that brooks no opposition. • Condescending – Putting down the contributions of others. • Blocking - Arguing too much on a point; rejecting ideas without considering them; resisting stubbornly, reiterating a point after it has been discussed and rejected, changing the subject or continuing to raise objections when the group attempts to settle on a decision. • Dominating - Asserting authority, status or superiority, excessive talking, interrupting or overriding others' comments. • Avoiding - Ignoring relevant information, ideas and feelings. • Recognition seeking - Horseplay, recounting unrelated personal experiences, pontificating. • Withdrawal - Refusing to participate in group discussions, giving off non-verbal signals of disapproval or opposition; missing meetings; arriving late, leaving early. • Pairing up – Creating a caucus within the group of people who protect and support one another while ignoring the relationship functions. • Dependency – Counter dependency – A pattern of leaning on or resisting anyone in the group whom represents authority or expertise.

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1.3 Question 3

1.3.1 Cross Functional Teamwork

The organization began using a team that is composed of individuals from different departments and work areas that came together on a task or project basis trading engineers from Bangalore and Salzbergen for a week or two at a time, they cut across different parts of the organization.

Recruiting materials experts from down the hall who developed the composites for the fan blades of the GE90 aircraft engine, design teams in Grenville, South Carolina and Salzbergen, Germany , engineers from Peterborough, Ontario tackling the generators and the Shanghai engineers 2 among others, created a cross functional group effort on the projects.

More than a cross functional group it encompasses cross cultural diversity as well, recognizing people from different racial and ethnic groups, appreciates demographic and cultural diversity, thereby including everybody, encouraging this helps the organization achieve social responsibility goals and could bring a competitive advantage to the firm.

An effective cross-functional team can reduce the amount of time a project might otherwise take to complete if it consists of representatives of departments critical to the project’s completion 6.

A major advantage of cross-functional groups is that they enhance communication across groups thereby saving time 5 also offering the advantage of a strong customer focus because the team orients itself towards satisfying a specific internal or external customer or group of customers.

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Cross-functional teams are an effective means for allowing people from diverse areas within an organization to exchange information, develop new ideas, solve problems, and coordinate complex projects.

Forces managers to maintain close contact with all organizational groups upon whose support they must rely on for project success.

It places emphasis on developing communication skills as a politically intelligent response for keeping the support of resource providers to ensure resource availability to the cross-functional group.

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1.4 Question 4

1.4.1 Teamwork Competencies and Virtual Teams

Work teams are created for various purposes and thus face different challenges 2 and no team can achieve its performance potential without developing these competencies.

As shown in Table 3 2 the competencies define the evolution of a team from initiation to producing outputs that bring value to an organisation.

EVOLUTION OF A TEAM - TABLE 32

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Some groups already possess the interpersonal skills to be effective team players, many don’t have the necessary team skills, faced with such situations team work competencies may be needed.

Forming workplace teams and urging employees to be good team players are good starting points on the road to be effective teams 2.

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Lyons has a group that has not yet melded into a true team and would do well to make sure his team possess the teamwork competencies as identified in Table 4 2

TEAMWORK COMPETENCIES - TABLE 42

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Effective teamwork through cooperation, trust and cohesiveness are important factors in determining organizational success, their efforts are systematically integrated to achieve a collective objective 2.

Cooperation promotes higher achievement and productivity than cooperation with intergroup competition.

Maintaining and building trust by having open communication, keeping members informed by explaining policies and decisions and providing accurate feedback.

To be available and approachable, providing help, advice, coaching and support for team members.

Delegating in the form of real decision-making authority, actively listening to ideas of others, to be quick to give credit and recognition to those who deserve it and making sure all performance appraisals and evaluations are objective and impartial.

To be consistent and predictable in daily affairs, and demonstrating good business sense, technical ability and professionalism.

Maintaining cohesiveness by keeping task groups small and making sure performance standards and goals are clear and accepted.

Lyons can take steps to enhance group cohesiveness:

SOCIO-EMOTIONAL COHESIVENESS

▪ Keep the group relatively small.

▪ Strive for favourable public image to increase the status and prestige of belonging.

▪ Encourage interaction and cooperation.

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▪ Emphasize member’s common characteristics and interests.

▪ Point out environmental threats (e.g., competitors’ achievements) to rally the group.

INSTRUMENTAL COHESIVENESS

▪ Regularly update and clarify the group’s goal(s).

▪ Give every group member a vital “piece of the action”.

▪ Channel each group member’s special talents toward the common goal(s).

▪ Recognize and equitably reinforce every member’s contributions.

▪ Frequently remind group members they need each other to get the job done.

1.4.2 Virtual Teams

Most high-tech companies make use of virtual teams, strategic alliances in which geographically dispersed companies work with one another are a natural fit for virtual teams.

Lyons team may be ready to work as a virtual team if trust is cultivated early in then process, that the technology fits the purpose of the collaboration and as Bansi Phansalkar mentioned, they all speak the same language of technology which is a virtual team competency also if all members of the group need to receive the same information quickly.

The team needs to develop a sense of purpose and shared goals, Lyons must be able to set a vision for the team and be able to help resolve conflicts between members and assist members in overcoming obstacle’s, however they already are using established remote-communication tools such as teleconferencing.

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As mutual trust is a contributing factor it will be critical later in the process when problems, disagreements and deadlines stress the relationships of members, Wayne F. Cascio and Stan Shurygailo5 observe that in a virtual team trust is established by repeatedly setting expectations and then delivering results that meet or surpass those expectations.

Lack of trust often lowers overall productivity and just one pessimistic in the group might undermine trust in the entire virtual team.

1.5 Question 5

1.5.1 Teambuilding Activities

Team Building is the process of improving collective performance it is a process of awareness-building.

Commitment to team building activities is predicated on commitment to overall direction and goals, offsite events should be designed to specific outcomes and goals such as:

▪ Foster a sense of teamwork

▪ Develop leadership skills

▪ Improve communications

▪ Instil loyalty

▪ Improve motivation

▪ Learn from challenges

▪ Build trust

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As a management consultant recommendation survival based team building activities may develop these competencies and give work groups a change to be creative in interesting and provocative situations, they help participants understand and improve the fundamentals of team dynamics.

▪ They help illustrate group synergy.

▪ The teams experience first-hand the exciting benefits of group thinking and discussion.

▪ It provides groups with a safe, non-threatening environment for surfacing team conflict.

▪ Group members are free to learn real lessons about how their behaviour affects others.

▪ Spark new learning that can be transferred easily back to the workplace.

▪ Train team leaders in team facilitation skills.

▪ Improve active listening, probing and confronting behaviours in a realistic setting.

▪ Introduce an organisational change, such as the transition to self-managing teams.

▪ Interject a fun activity into an otherwise serious agenda.

▪ Assess group member competence.

▪ Supplement outdoor experiential learning.

The effectiveness of most survival exercises depend to some degree on removing the participants from their everyday, familiar circumstances.

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PART C

1.1 Question 1

A theoretical model developed to explain how certain groups change over time was developed by Bruce W .Tuckman7.

Patterns of change and continuity were researched aspects of a group were studied to determine the quality of the output produced by the group, the type and frequency of its cohesiveness, the existence of conflict etc.

After review a model describing five linear stages that a group will go through in its unitary sequence of decision making was developed (Tuckman & Jensen 1977 7), the five stage model described these phases as the following:

1. FORMING

2. STORMING

3. NORMING

4. PERFORMING

5. ADJOURNING

Application of the questionnaire on page 333 Organizational Behaviour, Robert Kreitner, Angelo Kinicki 2 determined our syndicate group to be in the Norming Stage averaging 60 points on the Arbitrary Norms Scorecard Page 334 Organizational Behaviour et.al 2.

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The questionnaire and instructions from page 333 Organizational Behaviour, Robert Kreitner, Angelo Kinicki 2 scored the following points:

Very False Very True (Or Never) (Or Always)
|1 |Members are clear about group goals |1 |
|40 - 59 |A long way to go |STORMING |
|60 - 79 |ON THE RIGHT TRACK |NORMING |
|80 - 100 |Ready for group dynamics graduate school |PERFORMING |

CONCLUSION

The group started to work more effectively, together there is a sense of togetherness or attraction to being part of a group.

This is the beginning of cohesiveness a set of group-driven expectations is communicated within the group.

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CONCLUSION

In concluding this report teams and group behaviour within organizations were examined and how they can alter an individual’s motivation or needs. Organizational Behaviour is the behaviour of groups, the interaction and the activities within groups in an organizational setting. Particular types of criteria of teams and groups were discussed and reasons why leaders form teams as well as the requirements for forming effective teams. Effective teamwork through cooperation, trust and cohesiveness are important factors in determining organizational success, their efforts are systematically integrated to achieve a collective objective 2.

Patterns of change and continuity were researched aspects of a group were studied to determine the quality of the output produced by groups, the type and frequency of cohesiveness and the existence of conflict.

Survival based team building activities to develop competencies and give work groups a change to be creative in interesting and provocative situations were discussed and to help participants understand and improve their fundamentals of team dynamics.

It placed emphasis on developing communication skills as a politically intelligent response for keeping the support of resource providers to ensure resource availability to the use of cross-functional groups.

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REFERENCES

1. Stephen P. Robbins, Timothy A .Judge 9Th Ed; Essentials of Organizational Behaviour; Pearson International Edition.

2. Robert Kreitner, Angelo Kinicki; Organisational Behaviour; 7th Ed; McGraw-Hill International Edition.

3. Teamwork Wikipedia; The Free Encyclopaedia, http // en.wikipedia.org / wiki / Teamwork.

4. Http – www.Sciencedirect.com – Science _ob =Article. URL.

5. Andrew J. Dubrin 3rd Ed; Fundamentals of Organizational Behaviour; Thomson South Western.

6. Gibson, Ivancevich, Donnely, Konopaske 12th Ed; Organizations, Behaviour, Structure, Processes; McGraw-Hill Irwin.

7. Http: //en.Wikipedia.Org / Wiki _ Development # Tuckman.27S – Stages.

8. Micheal Armstrong; Performance Management’, 3RD Ed., Key Strategies and Practical Guidelines; Kogan Page, 2006, The Process of Performance Management, Ch 2, pp 15-33.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

OB in Action Case Study
GE’s Global Virtual Team Wants to Reap the Wind.

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ENVIRONMENTAL
CONTIGENCY FACTORS

• Task Structure • Formal Authority System • Work Group

SUBORDINATE
CONTIGENCY FACTORS

• Locus of Control • Experience • Perceived Ability

LEADER BEHAVIOUR

• Directive • Supportive • Participative • Achievement Orientated

OUTCOMES

• Performance • Satisfaction

A WORK GROUP BECOMES A TEAM WHEN,

1. LEADERSHIP BECOMES A SHARED ACTIVITY.

2. ACCOUNTABILITY SHIFTS FROM STRICTLY INDIVIDUAL TO BOTH INDIVIDUAL AND COLLECTIVE.

3. THE GROUP DEVELOPS ITS OWN PURPOSE OR MISSION.

4. PROBLEM SOLVING BECOMES A WAY OF LIFE, NOT A PART-TIME ACTIVITY.

5. EFFECTIVENESS IS MEASURED BY THE GROUP’S COLLECTIVE OUTCOMES AND PRODUCTS.

SOURCE: Condensed and adapted from Robert Kreitner and Angelo Kinicki, Organizational Behaviour(Mc Graw – Hill International Edition 7 th Ed) , p 341 Table 11 - 1

ORIENTS TEAM TO PROBLEM – SOLVING SITUATION
Assists the team in arriving at a common understanding of the situation or problem,
Determines the important elements of a problem situation, seeks out relevant data related to the situation or problem.
ORGANIZES AND MANAGES TEAM PERFORMANCE
Helps team establish specific, challenging, and accepted team goals, monitors, evaluates and provides feedback on team performance.
Identifies alternative strategies or relocates resources to address feedback on team performance.
PROMOTES A POSITIVE TEAM ENVIRONMENT
Assists in creating and reinforcing norms of tolerance, respect and excellence, also recognizes and praises other team member’s efforts.
Helps and supports other team members.
Models desirable team member behaviour
FACILITATES AND MANAGES TEAM CONFLICT
Encourages desirable and discourages undesirable team conflict.
Recognizes the type and source of conflict confronting the team and implements an appropriate strategy.
Employs “win – win” negotiation strategies to resolve team conflicts
APPROPIATELY PROMOTES PERSPECTIVE
Defends stated preferences, argues for a particular point of view, and withstands pressure to change position for another that is not supported by logical or knowledge – based arguments.
Changes or modifies position if a defensible argument is made by another team member.
Projects courtesy and friendliness to others while arguing position

SOURCE: Condensed and adapted from Robert Kreitner and Angelo Kinicki, Organizational Behaviour(Mc Graw – Hill International Edition 7 th Ed) , p 341 Table 11 - 3

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