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INB301 > Lecture 6: Team & Leadership. Organisational Design > Flashcards

Lecture 6: Team & Leadership. Organisational Design Flashcards

1
Q

List 5 Key resources for IT start-ups

A
  1. Leader and team
  2. Relationships and Networks
  3. Business Plan
  4. Assets - especially intellectual property
  5. Cash - think cash last (but cash is oxygen)
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2
Q

Why create a team?

A
  • solve problems
  • create artefacts
  • make decisions
  • bring about change
  • achieve common goals
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3
Q

So what to consider when developing a team?

A
  1. Recruit the right people
  2. ensure right “chemistry”
  3. share similar values and attitudes
  4. accept their roles in the teams
  5. accept the vision as a team
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4
Q

List the 4 stages of Team development

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing

there is a 5: Mourning

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5
Q

Explain the behaviour of the team during

Forming and Storming phases

A

Forming

Team is a set of individuals. Probing, testing each other.

Storming

Internal conflicts arise between leadership and principles

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6
Q

Explain the behaviour of the team during the

Norming and Performing StagesNO

A

Norming

Team creates norms, rules of behaviour and processes

Performing

The team becomes mature and capable

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7
Q

List the behaviour of the individuals in the team

in all 4 stages

A

Forming

Polite, Impersonal, Guarded

Storming

Confrontation, Opt-out, Motivation issues, Feeling stuck

Norming

Getting organised, Setting processes, giving feedback, confronting issues

Performing

Closeness, flexible, tolerant, supportive, sharing

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8
Q

Team Management

List the behaviour of the individuals in a team

A

Forming

Visionary, Autocratic, Dominance

Storming

Coach, Benevolent, Influence

Norming

Trouble-shooter, Consultative, Conscientiousness

Performing

Manager, Participative, Steadiness

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9
Q

List the Management tasks and Communication of the four phases: Forming, Storming, Norming, Performing

A

Forming

  • Plan, Communicate, Tell

Storming

  • Organise, Motivate, Sell

Norming

  • Direct, Educate, Involve

Performing

  • Control, Administer, Delegate
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10
Q

What does Leadership mean? Explain as a Property and as a Process

A

As a process:

A process of social- influence in which a person can enlist the aid and support of others in the accomplishment in a common task.

As a property

Leadership is the set of characteristics attributed to individuals who are perceived to use such influence successfully.

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11
Q

Give examples of types of Leaders

A
  • Autocrates
  • Participative
  • Democratic
  • Laissez- Faire
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12
Q

Explain Autocrates leadership

A

Make decisions and issue orders and instructions

Advantages: quick decision making, less skilled workers can be hired, short-term success

Disadvantages: Inhibits the innovative power of workers, has a negative impact on the organisational productivity in med - long term

Suits: short term projects, wide span of control, low skilled workforce/monotonous work

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13
Q

Explain Laissez-Fair Leadership

A

Used to describe a leader who leaves his/her colleagues to get on with their work.

Advantages: increases morale of employees by striving for higher job satisfaction

Disadvantages: can make employees feel insecure, result in reduced feedback to employees

Suits: employees who are highly skilled, experienced and educated. Employees have pride in their work and are capable of independently completing it successfully.

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14
Q

What two main types of Leaderships are used in the IT profession?

A

Democratic:

Promotes the sharing of responsibility, the exercise of delegation and continual consultation

Adv: Positive work environment, creative thinking

Dis: Delay in decision making, Employees may be unwilling to participate

Participative:

Leaders take all decisions in consultation with their followers

Adv: physcological involvement, motivational, reduction in turnover and absemteeism.

Dis: Lengthy and “boring” decision making

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15
Q

Familiarise with Maslow’s Hierarchy of needs

A
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16
Q

Why have business partners?

A
  1. Faster marketing
  2. Broader product offering
  3. Complementarities
  4. Focus on core competence
  5. More efficient use of capital
  6. Economies of scale
  7. Unique customer knowledge or expertise
  8. Access to new markets
17
Q

Name and explain 2 organisational designs

A
  1. Strategic Level - the composition and relationships of organisational units, processes, tehnology and organisation-wide systems
  2. Operational Level - organisational subunits and their work resources, reward systems and work environment or individual jobs
18
Q

Structural Dimensions are?

A
  1. Formalisation (roles, rules and procedures)
  2. Specialisation (division of labour)
  3. Hierarchy of authority (span of control)
  4. Centralisation (decision making)
  5. Professionalism (education, training)
  6. Personal ratios (% of total no. of employees)
19
Q

Types of orgnisational structures.

A
  • Traditional
    • simple
    • functional
    • divisional
  • Contemporary
    • team
    • matrix
    • project
20
Q

Explain simple, functional and divisional organisational structures.

A
  • Simple
    • small business start ups
    • usually one principal and all employees report to them
    • Employees share functions
    • Little policy or procedures.
  • Functional
    • staff with similar functions and roles are grouped together
    • e.g. production, marketing and sales, accounting
  • Divisional
    • each division is self-contained. with own responsibilites, operates independently of each other
21
Q

Explain Team/Matrix/Project

A
  • The organisation is made up of teams.
  • structure is fluid and team compositions will change
  • team may sometimes focus on specific projects
  • teams can be virtual
  • management is centralised and can be based on programs of work
22
Q

What are several types of ownerships?

A
  1. Sole Trader
  2. Partnerships ( and Joint Ventures)
  3. Company
  • not discussed: Trust and Association
23
Q

Explain what a Sole trader is?

A
  • You are the firms sole owner and have complete control
  • you own all assets and are responsible for all debts
  • you reap all profits
  • simple business structure
  • tax advantages when profits are lower
  • relatively easy to shut down
24
Q

Explain partnership as a ownership.

A

General partnership: all parties are equally responsible for the management of the business and each has unlimited liability for debts and obligations

Limited Partnership: where one or more partners has limited ownership and obligations. Partners share profits in accordance with their partnership agreement. If one partner leaves, a new partnership needs to be constituted

25
Q

Explain what company ownership is?

A
  • Can be owned by one or more people via shares
    • Privately held or publicly traded
  • Has limited liability (unless guarantees are in place)
    • Shareholders are not responsible for company debt
  • Must be registered
  • Has considerable reporting responsibilities
  • Directors are held to account for activities

INB301 (10 decks)

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