ENT4050 Dynamic Organizing
Centre for Entrepreneurship
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Lectures
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18.08.09
15.09.09
29.09.09
06.10.09 Multiple Choise test (ch. 4-9)
10.11.09
24.11.09 Multiple Choise test (ch. 10-13)
01.12.09 Hand in Reflection Rapport
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Agenda
• Team assignment
• Debrief
– Includes theory from chapter 2 and 3
• Reflection Rapport
– ½ - 1 page
– Theoretical reflection
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Team assignment
– Slide show with music
• only “one” song
– Theme: Team and Motivation
• Include litterature from chp. 2 and/or 3
– Time: 1 hour
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CHAPTER 2
Integrated Model of Successful
Team Performance
• Model serves two purposes
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Description
Prescription
• Team context affects team’s ability to:
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Perform effectively
Build and sustain motivation
Coordinate people
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CHAPTER 2
Exhibit 2-1. Integrated Model of Successful Team
Performance
Organizational
Context
Team
Design
Ability
• Knowledge
• Skills
• Education
• Information
•Productivity
Motivation
• Cohesion
• Intrinsic
• Extrinsic
• Learning
Strategy
Team
Culture
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• Communication
• Coordination
• Integration
CHAPTER 2
Essential Conditions for Successful Team
Performance
• Knowledge, skill, and ability
• Motivation and effort
• Coordination strategies
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CHAPTER 2
Exhibit 2-3. The Social Loafing Effect
High
Amount of
Individual Effort
Expended
Source:
Greenberg, J.
(1996). Managing
behavior in
organizations, p.
189\. Upper
Saddle River, NJ:
Prentice Hall.
Low
One Person Working
Alone
Small
Groups
Number of People Working
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Large
Groups
CHAPTER 2
Team Performance Criteria
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Productivity
Cohesion
Learning
Integration
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CHAPTER 2
The Team Performance Equation
AP = PP + S - T
AP = actual productivity
PP = potential productivity
S = synergy
T = performance threats
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CHAPTER 3
Types of Team Pay
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Incentive pay
Recognition
Profit sharing
Gainsharing
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CHAPTER 3
Exhibit 3-5. Implementing Recognition Awards:
A Guide
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Purpose/objective
Eligibility
Program award levels
Benefit implications
Funding
Types of awards
Nomination procedures
Timing
Award presentation
Program evaluation
Source: Adapted from Gross, S. E. (1995). Compensation for teams: How to design and implement team-based reward programs. New York: AMACOM.
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CHAPTER 3
Exhibit 3-7. Pay Strategies for Four Types of Teams
Type of
Team
Parallel
Production
and Service
Project
Management
Work Focus
Pay for Performance
Supplement regular organizational structure
and perform problem-solving and workimprovement tasks (e.g., problem-solving
teams, quality circles, employee
participation teams)
Responsible for producing a project or
serve and are self-contained, identifiable
work units (e.g., manufacturing teams,
assembly teams, tactical teams, customer
sales or service teams)
Gainsharing or other business unit
plan to reward savings
Recognition rewards
Often involve diverse group of knowledge
workers, such as design engineers, process
engineers, programmers (e.g., new project
development teams)
Composed of well-trained managers; often
have stable membership; teams usually
permanent; expected to provide integration,
leadership and direction to organization
Team bonuses or business unit
bonuses if teams are
interdependent
Use individual bonuses that are
based on peer evaluations
Use bonuses based on project
success
Profit sharing and stock plans
Team or business unit bonuses
Profit-sharing and stock-based
options
Source: Adapted from Lawler, E. E. (2000). Rewarding excellence: Pay strategies for the new economy (p. 217). San Francisco, CA: Jossey-Bass.
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CHAPTER 3
Team Performance Appraisal
• What is measured?
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Job-based pay
Skill-based pay
Competency-based pay
• Who does the measuring?
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Single-source evaluations
Multi-source evaluations
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CHAPTER 3
Exhibit 3-9. 360-Degree or Multi-Rater Feedback
Suppliers’
Ratings
Superiors’
Ratings
Employee
Other Team
Members’
Ratings
Customers’
Ratings
Subordinates’
Ratings
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Source: Novak, C. J. (1997, April).
Proceed with caution when paying
teams. HR Magazine, 42(4), 73–78.
CHAPTER 3
Rater Bias
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Inflation bias
Extrinsic incentives bias
Homogeneity bias
Halo bias
Fundamental attribution error
Communication medium
Experience effect
Reciprocity bias
Bandwagon bias
Primacy and recency bias
Conflict of interest bias
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CHAPTER 3
Ratee Bias
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Egocentric bias
Intrinsic interest
Social comparison
Fairness
Listening to advice
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CHAPTER 3
Guiding Principles, Part I
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Goals should cover areas that team members can directly effect
Balance the mix of individual and team-based pay
Consult with team members who will be affected
Avoid organizational myopia
Determine eligibility (who qualifies for plan)
Determine equity method
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CHAPTER 3
Guiding Principles, Part II
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Quantify criteria used to determine payout
Determine how target levels of performance are established and
updated
Develop a budget for the plan
Determine timing of measurements and payments
Communicate with those involved
Plan for the future
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