Carolina Rodriguez Narvaez Maria Paula Nieto Cortez German Ivan Castelblanco Daniela

MANAGERS DILEMMA Intel Case Dadi Perlmutter

OVERVIEW
Tech Capabilities + Foresight. Strong culture of debate & confrontation. Accept practices (Theyre bounded)

Groups far of the main center have to work harder to stay in loop

New designers joined the group, challenging the status quo.

INTEL GROUP

TEAMWORKS ROLES

BEHAVIORS

In Google India, the area of R&I needs to be very creative because, in its work teams there are a lot of diversity and its people, speak different languages.

+ Work teams are one of the realities and challenges of managing in today's dynamic global environment + Each person in the group had his or her assigned role

Two or more interacting and interdependent individuals who come together to achieve specific goals:
INFORMAL GROUPS= social, these groups occur naturally in the workplace in respond to the need for social contact
FORMAL GROUPS= work groups defined by the organizations structure that have designated work assignments and specific tasks

Command Groups

Determined by the organization chart and composed of individuals who report directly to a given manager.
Task Groups
Composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands. Cross-Functional Teams Bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others jobs. Self-Managed Teams Are essentially independent and in addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations.

Groups dont always proceed sequentially from one stage to the next

1. Forming: 2 phases, the first is in which people join the group and the other is when define groups purpose, structure and leadership. 2. Storming: Intergroup conflict that occurs over how will control and what needs to be doing.

3. Norming: Develop close relationships as the group becomes cohesive and establishes its norms for acceptable behavior. 4. Performing: Groups members energy have moved from getting to know and understand each other to performing the task at hand 5. Adjourning: prepares to disband. High levels of task performance are no longer the groups top priority as attention is directed at wrapping up activities

Abilities of the groups members The size of the group The level of conflict Internal pressures on members to conform to the groups norms

Organizations strategy
Authority relationships Formal rules and regulations Availability of organizational resources Employee selection criteria Organizations performance management system Culture

A groups performance potential depends: oMembers knowledge , abilities, skills and personalitys characterisitics

Groups have an internal structure that shape members behavior and makes it possible to explain, predict and influence a large portion of individual behavior within the group as well as the performance of the group itself

Roles: Behavior patterns expected of someone occupying a given position in a social unit. In a group, individuals are expected to do certain things because of their position in the group

Norms: Standards or expectation that are accepted and shared by a group members, Norms dictate factors such as work output levels, promptness, and the amount of socializing allowed on the job

Conformity: Because people wants to be accepted by groups to which they belong, they are susceptible to pressures

Management. Stephen P. Robbins, Mary Coulter www.google.com.co/imghp?hl=es&tab=wi