Reframing Organizations, 4th ed.
Chapter 5
Organizing Groups and Teams
The Power of Teams
 Teams are vital to organizational
performance
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Transplant surgeon Peter Minnich: the team is
as important as the surgeon
High-performance commando team: fluid,
lateral structure for planning, top-down
structure for execution
 Top-performing teams need the right
blueprint of roles and relationships
Organizing Groups and Teams
 Tasks and Linkages in Small Groups
 Teamwork and Interdependence
 Determinants of Successful Teamwork
 Team Structure and Top Performance
 Saturn: The Story Behind the Story
Tasks and Linkages in Small Groups
 Structural Options
 Situational Variables Influencing Structure
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What is our goal?
What needs to be done?
Who should do what?
How should we make decisions?
Who is in charge?
How do we coordinate efforts?
Tasks and Linkages in Small Groups (II)
 Situational Variables, con’t.
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What do individuals care about most?
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Time
Quality
Participation
What are special skill and talents of members?
What is the relationship between groups?
How will we determine success?
Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations
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One Boss
Dual Authority
Simple Hierarchy
Circle Network
All Channel Network
Figure 5-1: One Boss
Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations
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One Boss
Dual Authority
Simple Hierarchy
Circle Network
All Channel Network
Figure 5- 2: Dual Authority
Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations

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


One Boss
Dual Authority
Simple Hierarchy
Circle Network
All Channel Network
Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations





One Boss
Dual Authority
Simple Hierarchy
Circle Network
All Channel Network
Tasks and Linkages in Small Groups
(III)
 Basic Structural
Configurations





One Boss
Dual Authority
Simple Hierarchy
Circle Network
All Channel Network
Teamwork and Interdependence
 Baseball
 Football
 Basketball
Determinants of Successful
Teamwork
 Determining an appropriate structural design
 Nature and degree of task interaction
 Geographic distribution of members
 Where is autonomy needed, given the team’s
goals and objectives?
 Should structure be conglomerate,
mechanistic, or organic?
 Task of management:
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fill out line-up card
prepare game plan
Influence flow
Team Structure and Top
Performance
 Six distinguishing characteristics of high-
performing teams
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Shape purpose in response to a demand or
opportunity
Specific, measurable goals
Manageable size
Right mix of expertise
Common commitment
Collectively accountable
Saturn: The Story Behind the Story
 Quality, Consumer Satisfaction, Customer
Loyalty
 Employees granted authority
 Assembly done by teams – Wisdom of
Teams
 Group Accountability
Conclusion
 Every group evolves a structure, but not always one
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that fits task and circumstances
Hierarchy, top-down tend to work for simple, stable
tasks
When task or environment is more complex, structure
needs to adapt
Sports images provide a metaphor for structural
options
Vary the structure in response to change
Few groups have flawless members; the right
structure can make optimal use of available
resources