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Leadership - chapter 14

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Jennifer Marsh

on 15 January 2013

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Transcript of Leadership - chapter 14

Chapter 14 14.1 - Team Culture 14.2 - Defining Organizational Culture Shared by all members of the organization

Provides stability

Shared learning through cognitive, behavioural, & emotional elements

Affects an organization both internally & externally Team Culture: the shared perception of how the team should operate to accomplish its goals

Includes values, roles, beliefs, and norms

Reduces anxiety & improves communication

Main cultural values of work teams:
Trust Establishing team culture early is crucial to a team's success

It's difficult to change an existing culture

Early behaviour patterns define a team's future Common Features of Cultures Team and Organizational Culture Successful Team Cultures Collaborative

Supportive Organizational Culture: The shared values, beliefs, and norms of an organization.

Organizational culture affects an organization's:
Operating procedures
Decision making
Employee behaviour Organizational Subcultures: Networks of groups that develop their own styles of operating and interacting

Subcultures in an organization with shared beliefs and values = strong organizational culture 14.3 - Dimensions of Organizational Culture Individualism vs. Collectivism Vs.
Loose ties with one another
Responsible for only themselves
Seek individual achievement and recognition
Have trouble committing to team goals Individualism Collectivism Value ties between people
Look after one another
Interests of the social group or team are priority Power and Status Vs. High-power Cultures Status oriented
Respect is shown to leaders
Accepting of the leader’s decisions
Reduced creativity and independence. Low-power Cultures Egalitarian
People are less willing to accept the authority of others
Team members take more initiative
Creates more conflicts Uncertainty and Risk Avoidance Vs. Risk-avoidance Cultures Uncertainty
Value social harmony & stability
Want rules and norms that define behaviour
Dislike change Risk-taking Cultures Value change
Action oriented
Open to new ideas
Conflict is considered positive 14.4 - Organizational Culture & Teamwork A Supportive Culture for Teamwork People are an asset to be developed
People grouped together by skill and expertise
Participative management structure with few organizational levels
A friendly environment Control Cultures


Commitment Cultures Teams & Cultural Change Organizational culture is NOT easy to change
It's a long term process to develop a culture supporting teamwork
Employee involvement & teamwork must be valued & rewarded
Cultural change may occur within subcultures Implementing Teams in Difficult Organizational Cultures Examine the culture to select strategies for change
Selected actions need to be both important and acceptable to the existing culture
Traditional organizations use teams with supervisors (incremental approach) 14.5 - Transnational Teams Composed of individuals from different cultures
Activities span national borders
Teams represent perspectives of local organizations, cultures, & markets
Challenge = integrate cultural diversity
3 main concerns:
Local responsiveness
Global efficiency
Organizational learning Characteristics of Transnational Teams High cultural distance creates problems

It is difficult to interpret behaviour, communicate, and interact with team members

A team leader creates a common social identity Our Team's Culture Collectivism
Low-power culture
Risk avoidance Team Activity Of the 3 dimensions of culture:
Individualism vs. collectivism
High-power culture vs. low-power culture
Risk takers vs. risk avoiders

Where does your team fit on each of the 3 dimensions?

In your team, answer the above question to come up with a team culture. (3 minutes)
Full transcript