obhre170
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obhre170

Course Number: EXTENSION 22338, Fall 2009

College/University: Harvard

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OBHR E-170 - THE CHALLENGES OF TEAM MANAGEMENT Spring 2008 Dr. Harold V. Langlois Tuesday, 5:30 - 7:30 p.m. TEXTS AND READINGS Culbert, S. 1996. Mind-Set Management: The Heart of Leadership. Oxford University Press, NY. Harvard Business Essentials. 2004. Creating Teams with an Edge: The Complete Skill Set to Build Powerful and Influential Teams. Harvard Business School Publishing. Lencioni, Patrick M. 2002. The...

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E-170 OBHR - THE CHALLENGES OF TEAM MANAGEMENT Spring 2008 Dr. Harold V. Langlois Tuesday, 5:30 - 7:30 p.m. TEXTS AND READINGS Culbert, S. 1996. Mind-Set Management: The Heart of Leadership. Oxford University Press, NY. Harvard Business Essentials. 2004. Creating Teams with an Edge: The Complete Skill Set to Build Powerful and Influential Teams. Harvard Business School Publishing. Lencioni, Patrick M. 2002. The Five Dysfunctions of a Team: A Leadership Fable. JosseyBass. Thompson, Leigh L. 2004. Making the Team: A Guide for Managers (2nd Edition). Pearson Education, Inc. Upper Saddle River, NJ. Selected case studies and readings are noted in syllabus and can be obtained through online Library services. Readings marked by an asterisk (*) are available on Reserve (Grossman Library). COURSE OBJECTIVES Team-based organizations focusing on shared goals and shared responsibilities must create environments that foster innovation and risk-taking, that encourage open communication and joint mastery of team processes, and that link reward systems to empowerment. This course will examine the dynamics of teamwork, including a focus on group interaction, team leadership, shared understanding and empowerment. The format of this course will be interactive, with the goal of enhancing the teamwork skills and capabilities of each participant. COURSE REQUIREMENTS Reading assignments should be completed prior to classroom discussion (Week 1 on the course outline correlates with the second class meeting). Consistent attendance is necessary in order to contribute to classroom discussions and to meet the requirements of the course. Each student will be assigned to a team that will complete a series of activities throughout the course. As part of the group process, each student will maintain a journal for recording his/her assessment of the team's interactions. Detailed instructions will be made available for these assignments. All materials submitted should be typed or word processed, and presented in proper format. Grades will be determined by a combination of the quality of classroom participation (20%), quiz (20%), the team's final case presentation and paper (30%) and the individual journal (30%). OBHR E-170 - THE CHALLENGES OF TEAM MANAGEMENT Page 1 READING ASSIGNMENTS TO BE COMPLETED Week Topic and Reading Assignment Part I: Overview of Team Management Approaches (WK1) Teams and groups in the management process What is team management? Why use teams? How are teams best used? Do team members communicate differently? Readings: Culbert, Chap. 1 HBE, Chap. 1 Thompson, Chap. 1 (WK1) Skills, conceptual understanding of group dynamics How are teams formed? What are the pitfalls? Using teams effectively; better productivity Understanding the group process Cross-functional teams; action teams Readings: Culbert, Chap. 2 Thompson, Chap. 4 (WK2) Management models aimed at greater affiliation and teamwork Leadership in the team setting; energizing team efforts Empowerment Managers and teams; cognitive perspective of management Respect for the individual team member Creating conditions for success Coaching and advising Readings: Culbert, Chap. 3, 4 HBE, Chap. 2 * Avery, C. 2000. "How teamwork can be developed as an individual skill." The Journal for Quality and Participation (Fall) 23 (4):6-13 * Prentice, W.C.H. 2004. "Understanding Leadership." Harvard Business Review (Jan):102-109 (HBR Reprint #R0401K) (WK2) Management models aimed at greater affiliation and teamwork (continued) OBHR E-170 - THE CHALLENGES OF TEAM MANAGEMENT Page 2 Readings (continued): *Katzenbach, J.R., and D.K. Smith. 1993. "The Discipline of Teams." Harvard Business Review (Mar). (HBR Reprint #93207) * Benis, W.C. 2004. "The Seven Ages of the Leader." Harvard Business Review (Jan):46-53 (HBR Reprint #R0401D) * Gosling, J. and H. Mintzberg. 2003. "The Five Minds of a Manager." Harvard Business Review (November):54-63. (HBR Reprint #R0311C) (WK3) Assessing Thinking and Coaching Styles, Developing listening and intervention skills Thinking Styles Coaching Styles (Analyzing, Bold, Caring) Clarification, Paraphrase, Reflection and Summarization Readings: Classroom Handouts HBE, Chap. 8; Appendix B (WK4) Team focus--dynamics, identity, efficacy and performance Encouraging innovation and creativity Creating an environment that fosters risk-taking Structuring teams in times of change; capturing breakpoint energy Evaluating team performance Readings: Culbert, Chap. 5, 6 HBE, Chap. 3 Thompson, Chap. 5, 6 * Upton, D.M. 1995. "What Really Makes Factories Flexible? Harvard Business Review (Jul/Aug):74-86 (HBR Reprint #95410) * Leavitt, H.J. and J. Lipman-Blumen. 1995. "Hot Groups." Harvard Business Review (Jul/Aug):109-116. (HBR Reprint #95405) * Hayashi, A.M. 2004. "Building Better Teams." MIT Sloan Management Review 45(2):5. (Reprint #4521). (WK5) Understanding of the transformation process Moving from individual recognition toward group recognition Breakthrough learning Encouraging empowerment Leadership and coaching Readings: Culbert, Chap. 7,8,9 Thompson, Chap. 2, 7 (WK5) Understanding of the transformation process (continued) Readings (continued): OBHR E-170 - THE CHALLENGES OF TEAM MANAGEMENT Page 3 Huey, J. 1994. "The New Post-Heroic Leadership." Fortune 129(4): 42-50. * Goleman, D. 1998. "What Makes a Leader?" Harvard Business Review (Nov/Dec):93-102 (HBR Reprint #98606) *Druskat, V. U. and S. B. Wolff. 2001. "Building the Emotional Intelligence of Groups." Harvard Business Review 79(3):81-90 (HBR Reprint #R0103E) *Edmondson, et al. 2001. "Speeding Up Team Learning." Harvard Business Review (Oct): 125-134 (HBR Reprint #R0109) * Voices. 2004. "Leading by Feel." Harvard Business Review (Jan):27-37. (HBR Reprint #R0401B) * Coutu, D.L. 2004. "Putting Leaders on the Couch: A Conversation with Manfred F.R. Kets deVries." Harv. Bus. Review (Jan):64-73. (HBR Reprint R0401F) Part II. Understanding Techniques and Acquiring Skills (WK6) Assessing the organization and redesigning work; organizing self-directed work teams Readings: HBE, Chap. 4, 6 Thompson, Chap. 9, 11 * Gilmour, C.A. 1994. "Working Beyond Paradigms Traditional Through Teamwork." Industrial Engineering 26(5): 42-43. * Majchrzak, A. and Q. Wang. 1996. "Breaking the Functional Mindset in Process Organizations." Harvard Business Review (Sept/Oct):93-99 (HBR Reprint #96505) * Sethi, R., D.C. Smith, & C.W. Park. 2003. "How to kill a team's creativity." Harvard Business Review (August):16-17 (HBR Reprint #F0208B) * Galford, R. & A. S. Drapeau. 2003. "The Enemies of Trust." Harvard Business Review (February): 89-95. (HBR Reprint #R0302G) * Druskat, V.U. and J.V. Wheeler. 2004. "How to Lead a Self-Managing Team." MIT Sloan Management Review (Summer):65-72 (Reprint#45410) (WK7) The leader as team developer, coach and advice-giver Coaching effectiveness Knowing your listeners; useful feedback Stretch goals Training team members Readings: Culbert, Chap. 12,13,14,15 HBE, Chap. 5 Thompson, Chap. 10 (WK7) The leader as team developer, coach and advice-giver (continued) Readings: (continued) OBHR E-170 - THE CHALLENGES OF TEAM MANAGEMENT Page 4 Katzenbach, J.R. and D.K. Smith. 1992. "The Delicate Balance of Team Leadership." The McKinsey Quarterly, #4. * Waldroop, J. and T. Butler. 1996. "The Executive as Coach." Harvard Business Review (Nov/Dec):111-117. (HBR Reprint #96611) * Berglas, S. 2002. "The very real dangers of executive coaching." Harvard Business Review (June):87-92 (HBR Reprint #R0206E) * Offerman, L.R. 2004. "When Followers Become Toxic." Harvard Business Review (Jan):54-63. (HBR Reprint #R0401E) *Goffee, R. and G. Jones. 2007. "Managing Authenticity: The Paradox of Great Leadership." Harvard Business Review 83(12):87-94. HBR Reprint #R0512E (WK8) Modeling team dynamics Triggering breakthrough thinking Focus on process Designing in added value Readings: Culbert, Chap. 17 HBE, Appendix C Thompson, Chap. 8 * Mueller, F. 1994. "Teams Between Hierarchy and Commitment: Change Strategies and the Internal Environment." Journal of Management Studies 31(3):383-403. *Ibarra, H. and M. Hunter. 2007. "How Leaders Create and Use Networks." Harvard Business Review 85 (1):40-47 (HBR Reprint #R0701C) *Ancona, D., et al. 2002. Comparative Advantage of X-Teams." MIT Sloan Management Review 43(3):33-39. (Reprint #4333) * Majchrzak, A., et al. 2004. "Can Absence Make a Team Grow Stronger?" Harvard Business Review (May):131-137. (HBR Reprint #R0405J) (WK9) Communication in the team setting Open, shared, accurate, unbiased information Building shared understanding Dialogue and team briefing Team member coordination and monitoring Organizational decision support system (ODSS) Readings: Culbert, Chap. 10,11 HBE, Chap. 7 (WK9) Communication in the team setting (continued) Readings: (continued) Thompson, Chap. 12, Appendix 1 OBHR E-170 - THE CHALLENGES OF TEAM MANAGEMENT Page 5 * Stevens, M.J. and M.A. Campion. 1994. "The Knowledge, Skill and Ability Requirements for Teamwork: Implications for Human Resource Management." J. of Management 20(2): 503-530. * Manzoni, J-F. 2001. "A better way to deliver bad news." Harvard Business Review (Sept.):114-119 (HBR Reprint #R0209J) * Ready, D.A. 2002. "How storytelling builds next-generation leaders." MIT Sloan Management Review 43(August):63-69 (Reprint #4346) * Denning, Stephen. 2004. "Telling Tales." Harvard Business Review (May): 122-130. (HBR Reprint #R0405H) *Guber, P. 2007. "The Four Truths of the Storyteller." Harvard Business Review 85(12):53-59. (HBR Reprint R0712C) * Butler, T. and J. Waldroop. 2004. "Understanding "People" People. Harvard Business Review (June):78-89. (HBR Reprint #R0406E) * Brett, J. K. Behfar, and M.C. Kern. 2006. "Managing Multicultural Teams. Harvard Business Review (November):84-91. (HBR Reprint #R0611D) (WK10)Performance evaluation Team Role Questionnaire Personal Style Assessments Evenness of team member participation Compensation and teams (link rewards with empowerment) Team based incentives Joint mastery of team processes Readings: Culbert, Chap. 16 Thompson, Chap. 3, Appendix 4 * Meyer, C. 1994. "How the Right Measures Help Teams Excel" (The Team Dashboard). Harvard Business Review 72(3):95-103. (HBR Reprint #94305) Ross, T.L. 1994. "Self-Management and Gain-sharing: A Winning Duo. Journal for Quality and Participation 17(3): 10-15. * Nicholson, N. 2002. "How to motivate our problem people." Harvard Business Review (Jan):57-65 (HBR Reprint #R0301D) (WK11)When teams don't work, what happens? Misuse of the team process; what keeps teams from working? Pathological organizations Reward systems that discourage teamwork OBHR E-170 - THE CHALLENGES OF TEAM MANAGEMENT Page 6 (WK11)When teams don't work, what happens? (continued) Team myths; how to overcome obstacles; getting unstuck Conflict resolution skills Readings: Lencioni, Part I: The Fable (p. 1-184). Cohen-Rosenthal, E. 1994. "On Arrogance and Participation." Journal for Quality and Participation 17(2):58-64. Filipczak, B., J. Gordon, M. Hequet and M. Picard. 1994. "Cross-Functional Obstacles." Training 31(5):125-126. *Levy, P. F. 2001. "The Nut Island Effect--When Good Teams Go Wrong." Harvard Business Review 79(3):51-59 (HBR Reprint #R0103C) *Gratton, L., A. Voigt and T.J. Erickson. 2007. "Bridging Faultlines in Diverse Teams." MIT Sloan Management Review 48(4):22-29. (WK12)Best practices for team effectiveness Turning teams around Problem finding and problem solving Skill transference Team management cycles Readings: Culbert, Chap. 18 Lencioni, Part II: The Model (p. 185-220). * Cusumano, M.A. 1997. "How Microsoft Makes Large Teams Work Like Small Teams." MIT Sloan Management Review 39(1): 9-20. Part III. A. B. C. D. E. F. G. Research and Report on Team Dynamics Formation of teams (Week 4) Begin journal activity for team process (Week 4) Selection of team case study (Week 5) First weekly case analysis by teams (Week 5) Presentation of team case assignments (Week 13-15) Submission of individual journals (Week 14) Submission of formal report of final case (Week 15) OBHR E-170 - THE CHALLENGES OF TEAM MANAGEMENT Page 7
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