McKinnon-Presentation.pptx

OutlineIntroductionAdditionalResearchSummaryIdentificationAnalysisAlternativesRecommendationsActionPlanQuestionsandDiscussionWrap-up1Additional ResearchHow to Save Good IdeasbyJeffKehoe(2010),Harvard Business ReviewDiagnosing and Fixing Dysfunctional TeamsbyAnneField(2009),Harvard ManagementSelf-Efficacy:Implications for Organizational Behaviour and Human Resource ManagementbyMarilynGist(2007),The Academy of Management ReviewWays to Build Collaborative TeamsbyLyndaGratton&TamaraErikson(2007),Harvard Business Review2Additional ResearchWhat Great Managers DobyMarcusBuckingham(2005),Harvard Business ReviewHow Does Cognitive Conflict in Design Teams Support the Development of Creative Ideas?byPetraBadke-Schaub,GabrielaGoldschmidt&MartijnMeijer(2010).Creativity Innovation Management:OxfordMending a Broken TeambyS.Tarver(2010).Training JournalDysfunctional Organization Culture:The Role of Leadership in Motivating Dysfunctional Work BehavioursbyD.Fleet,&R.W.Griffin,R.W.(2006),Journal of Managerial Psychology3Additional ResearchDecoding the Resistance to ChangebyJ.Ford&L.Ford(2009),Harvard Business ReviewStop Blaming Resistance to Change and Start Using ItbyJ.Ford&L.Ford(2010),Organizational Dynamics4IdentificationIn1992ChuckMcKinnontookjobasaManagingDirectorwithMerchantBankofCanadaChuckleadamarketingteamwithfinancialinstitutionclientsHisimmediatebossEldonFrost,whoappointedhim,thinkshighlyofthegroupExecutiveVPMargaretMadson,twolevelsaboveChuck,isurginganewstrategyforthegroupChucklikestheideabutEldonwantstostaywithtraditionalproductsMargaret&Eldonatloggerheads.Chuckwantstosatisfyboth5IdentificationChuckdiscoversaparallelteaminLAwhichisperformingwell.TeamissplitbetweenMontrealandNY.MostoftheMontrealstaffwanttomovetoNYMontrealpartdidnothaveup-to-datetechnology.ChuckprovidesitbutstafftherewouldnotuseitHeproposedthenewproducts&services(followingMargaret)buttheteamresisted6IdentificationSeveralteammembershavesignificantoperational&personalissues.Teamverydiverse-backgrounds,ages,skills,cultureDespitethegroupspoorperformance,Chuckfeltthegroupnotcompletelydysfunctional.Chuckstartsdoubtinghismanagementskills.Shouldhelookforanewjob?78SymptomsThegroupsresistancetochangeThegroupspoorworkqualityTheanimositybetweenmembersofthegroupStafftakingsickdaysimproperlyDecreasedproductcompetitivenessOB ProblemManagementhasfailedtoaddresstheproblemoftheteamsdysfunctionalbehaviourandhasnotresolvedtheissuesrelatedtoorganizationalcommitment.9Root Causes of the Symptoms10Root Causes of the Symptoms Root Causes of the SymptomsIndividualBehaviour Lackoffamiliaritywiththenewproducts:treasury,derivativeproducts,stocktransfer,lendingandtrustSituationalfactors:GeographicaldispersionDifferencesincurrenciespaidLowmotivationlowcommitment12Root Causes of the SymptomsIndividualMotivationExpectancy Theory of MotivationNotenoughtimespentonanalyzingthestaffsindividualperformancecapacitiesandabilitiesNoexplanationtotheemployeesoftheimportanceofgoodperformanceonpositiveoutcomefortheemployeesNorewardsystemsettoacknowledgeandsupportgoodperformance.Result:teammembersdidnotfeelmotivatedtodeliverahigherjobperformance13OtherOrganizationalBehaviourIssuesResistancetochangebysomeoftheteammembers:Eldon-ConservativeChuckandMargaret-OpentochangeRoot Causes of the Symptoms14ProcessLossSignificantamountoftimeandenergylostonputtingprocessesandtoolsinplaceinNewYorkandMontreal.Teamsfocusdivertedfromadoptingandusingnewproducts.CompanydidnotrealizethefullbenefitsofChucksproposedchanges.Root Causes of the Symptoms15Root Causes of the SymptomsCorporateLearningChucksunawarenessofthekeyoperationalsuccessfactorsinLABenefitfromdocumentedbestpractices,lessonslearnedandothersharedcorporateknowledge16Root Causes of the SymptomsSelf-efficacyChucksinabilitytoaddressandresolvethevariousorganizationalbehaviourproblems.Poorperformanceappraisals:“qualitycontributor”insteadof“exceptional”.Thismayinhibiteffort,leadingtopoorperformance,disappointingoutcomesandeventually,discouragement(Gist2007).17Impact of OB Problem&Immediate Issues 1.Impactontheteam2.Impactontheorganization3.Impactonexternalstakeholders4.ImpactonChuck18Impact on the teamNegativeimpactontheteammembersperformanceandmoraleDiscouragedbecausethenegativebehaviouroftheircolleagues19Impact on the organizationCompanysreputationandprofitabilitywillbenegativelyaffectedThecompanywillnotbeabletolaunchnewproductsorimplementnewpracticesCompanysmarketsharewilldecline20ImpactonExternalStakeholdersShareholderswillstartlosingtrustinthecompany;willreducethecompanyscapitalandfurthererodeitsprofitabilityCustomerswillstarttoquestionthestaffsabilitiestoservethemCustomersmaytaketheirbusinesselsewhere21Impact on ChuckRatedqualityperformerImpactedhispersonallifeHestartedthinkingofotherworkoptions22AlternativesDecision CriteriaWithintheteam/ChuckscapacitytoimplementCostConsistentwithorganizationalgoalsandobjectivesEffective(produceameasurableimprovement)23Alternatives#1 Building a new teamProsConsEstablishdesirablenormsIncreasesteamtrust(swifttrust)Hirenewemployeeswith5CsAttainadegreeofgoalcongruenceCostsofseverances,hiringandtrainingMaybebeyondChucksauthority(capacity)NegativeeffectonthemembersmoraleShareholdersandcustomersloseconfidence24Alternatives#2 Dealing with the existing dysfunctional teamProsConsRetaininggoodmembersTrainingexistingmemberswithlesscostWithinChucksauthoritytocarryonteambuildingactivitiesDysfunctionalnormsaredeeplyingrainedWilltakealongtimetoseetheresults(highperformance)DoesnothavethesupportfromEldonImplementingnewstrategywillbedifficult25Alternatives#3 Chuck leaves his positionProsConsForChuckEliminatenumerousconflictsAllocatemoretimetohisfamily(achievebetterwork/lifebalance)ForMBCVacancytohireamorecompetentmanagerForChuckPossiblyfacesimilarproblemsanddysfunctionalteams(loseconfidence)ForMBCErodethegroupsmoraleand,Hurtstakeholdersconfidence26Recommendations SelectionofAlternative1ChuckstayswiththeBankRemovedysfunctionalteammembers,createnewteamRe-establishpositivenorms,greaterteamcohesionClearlyestablishexpectations27JustificationSatisfiesdecisioncriteriaBestopportunitytorealignteamandcooperategoalsImprovesorganizationalcommitmentthroughimprovedteamcompositionFreshstartforChuck28Action PlanChuckshouldstaywithMBCThe“nicemanager”approachisnotworkingAction PlanShort-term(within the next 2-3 months)Seeksupportfromseniormgmt.todismisstheweakmembersInitiateahiringprocesstofindqualifiedprofessionalsConsiderimplementingaMyers-BriggsTypeIndicatorpersonalitytestingAlignteamgoalswithcompanygoalsClearlycommunicateoperationalprocedures,expectednormsanddesiredshort-termoutcomesEncouragepositiveteamcohesionTakemanagementtrainingtoimprovehismanagementskillsAction PlanLong-term(within the next 1-3 years)Seeksupportfromseniormgmt.fornewcorporatestrategyComprehensivetrainingprogramtoeducateworkersonwhattoexpectinnewstrategyRegularperformanceappraisalsRegularmeetingswithteammemberstodiscussprogress,issuesandpossibleneedforimprovementDevelopareasonablework-lifebalanceQuestions?