orgs final - Key Terms ORGS 2010 Task Forces A task force...

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Key Terms, ORGS 2010 Task Forces A task force is a mini-organization that requires: o Clear understanding of the mandate (strategy), assignment of sub-tasks (grouping), effective communication and integration across sub-groups (linking) o Effective and regular communication with key stakeholders in the organization, “voice” of all members o Shared understanding of role of the task force, actions to foster shared identity and commitment e.g. subgroups that bridge faultlines Grouping and linking can be used to address the political and cultural aspects of the task force X-teams 5 distinctive qualities are: o External activities o Extensive ties o Expandable structures Core tier: usually present at the start of the team; carry the team’s history and identity Operational tier: do the ongoing work Outer-net tier: specialized expertise, often join to handle a task that is separable from ongoing work o Flexible membership o Internal mechanisms for execution Integrative meetings: team members share the external info each has obtained Transparent decision making: keeps people informed about the choices behind decisions Scheduling tools Ambassadorial activity: aimed at managing upward (marketing the project and the team to the company power structure) (power structure) Task coordination: managing the lateral connections across functions and the interdependencies with other units (workflow structure) Scouting: lateral and downward searches through the org. to understand who has knowledge and expertise; investigating competitors, new technology, etc. (informational structure) X-teams are appropriate when one or more of three conditions hold true: o When organizational structure are flat, spread out systems with numerous alliances rather than multilevel, centralized hierarchies
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o When teams are dependent on information that is complex, externally dispersed and rapidly changing o When a team’s task is interwoven with tasks undertaken outside the team Boundary Management The external relationships developed by the team are crucial to its actual and perceived effectiveness in the organization the need for teams to be “externally oriented” (the X -team) Challenges of boundary management: o Strategic design: Improving the flow of resources, work and information into and out of the team o Political: Identifying key stakeholders and their interests, power and influence Building coalitions with external stakeholders to further the team’s interests o Cultural: Identifying the external expectations facing the team, and changing those that lower the team’s chance for (perceived) success Faultlines Subgroups or coalitions that emerge naturally within teams, typically along various demographic lines Faultlines usually emerge under the pressure of a complex, time-dependent task Initial faultline formation is based on surface-level attributes o Usually in combination groups: age and gender, function and nationality, etc.
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  • Fall '10
  • EleanorWestney
  • team members, external stakeholders

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