2. Degree of Teamness on Board

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来自 IESE Business School 的课程

Analysis of Business Problems

19 个评分

IESE Business School

Analysis of Business Problems

19 个评分

课程 5（共 5 门，Specialization Foundations of Management）

When does an opportunity to increase the bottom line become a liability for long-term brand sustainability and profitability? That is the question that GAS GAS, an off-road motorcycle manufacturer, is confronting. In this culminating course, it’s time to use the business tools you have learned throughout the specialization to solve this real business problem. To help you as you develop a solution to the GAS GAS dilemma, in the Capstone you will also learn a six-step analysis of business problems methodology. By the end of the course, you will understand how to weave together considerations from accounting, finance, marketing and organizational behavior in order to arrive at a sound decision that will positively impact the firm’s future.

从本节课中

Week 4: GAS GAS Organizational Behavior Problem

All business decisions have a direct impact on people. So that the board makes the best decision possible, it is important to examine whether they have the most effective tools at their disposal from an Organization Behavior perspective. Who are the people on the board and how well do they work together as a team? Whatever they decide will affect GAS GAS employees. This is a critical consideration for leadership to take into account as they weigh the financial and marketing issues you have already discussed. Objective: To apply the organizational behavior concepts acquired in Organizational Behavior: Managing People in order to evaluate and help Ramon Puente make a decision about GAS GAS.

1. Board as Team7:53

2. Degree of Teamness on Board5:38

3. GAS GAS Employees7:10

4. Week 4 Recap2:29

Interview with Ramon Puente: The Managing People Problem6:47

与讲师见面

Carlos García Pont
Professor
Marketing Department

[MUSIC]

If we have a situation which is complex, innovative and

calls for solutions and agreement that nobody really knows,

this is the prime situation of when you want a team, because with the different

perspective and a diversity of opinions, you could come to a far better

decision than you could when there's only one single decision maker.

On the other hand, you can also say, well,

these are people with a very strong, different personal focus

on a specific area within the company with specific interests.

So can we really expect them to work as a team

as we expect from groups of people at lower levels of the organization?

This is something which is out there in order for

researchers to assess empirically and to get their heads around.

So I just want to give you a bit more information on this topic of teamness,

in order to see what we should advise for the board of GASGAS.

So top team teamness, or we can also call it behavioral integration,

as Hambrick introduced it to the literature, is really the question of,

does your top team, your boards work as a team, or

are maybe the individual members rather like lone wolves, each of the board

members focusing on their own interests and their own perspectives in the company?

So if we want to see what this teamness really is,

researchers typically talk about three dimensions.

The first is collaborative behavior.

Are the board members working together in order to achieve common goals?

The second is information exchange.

Is information exchanged and discussed openly?

Or are people using information in a way only strategically or

politically very closely thinking about what information they reveal and

whatnot, how this works together?

So, with a more open exchange of information, and with more collaborative

behavior, you would have a higher level of teamness in your top team.

The third dimension then is joint decision making.

This goes to the question of who is taking the decision?

How is the structure of the decision making process?

Often times, what we may see in a top team is that the CEO in the end

is the one pulling the decision, pulling the strings.

And the other board members may be there to give their opinion, their ideas.

But in the end, it really is the CEO who decides.

In other boards, or even in other management teams at lower level of

the organization, there is a true sense of joint decision making.

These are teams in which team members feel that when decisions are taken jointly,

meaning that everybody should really agree and have a say in what the final decision

is, these teams tend to favor,

let's say, making a decision that everybody is in agreement with

in order to facilitate the implementation of the decision afterwards.

Because when everybody is really on board on whatever the decision is that is taken,

the chances that these people will follow true and

implement the decision with a higher level of effectiveness are, of course,

much higher than in a situation in which one person is calling the shots.

Any other people, well, they probably agree and they go with it.

But if it's not really your own decision,

you're hardly likely to exert as much effort in implementing the decision

as you would when you also have been involved in the decision.

And again, do management teams

work as integrated teams with high collaborative behavior,

open information exchange, and a joint decision making process?

No, for sure not.

Should a board function like this?

Probably also not.

Is it realistic to expect this?

For sure not.

But we do know from the literature is that top team,

boards who work with a higher level of top team teamness, or

behavioral integration, as researchers tend to call it, do achieve,

in many situations, better financial results, and

also have a positive impact on the employees in the organization.

So if we think about GASGAS,

if we think about the decision process that is about to happen in these boards,

we can probably advice them to think very clearly about to what extent they want

to be a team, and to what, and if they do so, how they can implement it and

work together in order to achieve at a optimal decision.

[MUSIC]

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