【正文】 apability and acting with pace, pride and passion. 187。 Tata Motors: 187。Yesin Adam Smith’s ideal world of perfect petition where an ‘invisible hand’ ensures maximum benefit for all. 187。Do other stakeholders have a claim? 187。 Establishing objectives helps us clarify to ourselves and to others what our goals are. 187。Sound objectives must be “SMART”: ? Specific ? Measurable ? Achievable (realistic—but yet challenging) ? Resultoriented ? Timebound J. Singh XLRI 187。 Reduced load on higher management 187。 Assessment of SWOT 187。 Setting objectives the SMART way 187。 People overestimate their abilities 187。 Goals are not reviewed / revised 187。 Specify what is to be achieved—but allow sufficient freedom about how to achieve it. 187。 Monitor progress—and take prompt corrective action J. Singh XLRI 187。 Some managers let the intray define the nature of their work and the clock its limit. 187。 Most executives could redesign their work, set clear objectives, contribute far more, and work an hour or less a day. J. Singh XLRI J. Singh XLRI J. Singh XLRI 187。 Aligned team: Purpose J. Singh XLRI J. Singh XLRI J. Singh XLRI 187。 3 = Sometimes 187。 voting is kept to a minimum. 7. Open munication: team members feel free to express their feelings about their work and team processes. 8. Clear roles: Each member is assigned a clear responsibility and accountability 9. Shared leadership: The formal leader allows others to assume leadership depending on their skills and circumstances 10. Selfassessment: The team periodically stops to review how well it is functioning—and improve. J. Singh XLRI 187。 Factors leading to team effectiveness: ? Context + Adequate resources + Leadership structure + Climate of trust + Performance evaluation reward system ? Composition + Abilities of members + Personality + Size + Diversity J. Singh XLRI 1. Mismatched needs ? Symptom: People with private agendas working at crosspurposes ? Solution: Get hidden agendas on the table 2. Confused goals ? Symptom: People don’t know what they are supposed to do ? Solution: Clarify the reason the team exists。 work on improving relations 7. Bad leadership + Symptom: Tentative, inconsistent, and even stupid leadership at times + Solution: Leader must learn to serve the team。 design rewards that make teams feel safe J. Singh XLRI 12. Lack of trust + Symptom: Defensive behavior。 1994) J. Singh XLRI 187。 Initiative ? To solve problems, improve and innovate ? Take ownership ? Can you list the initiatives you have taken in the last 6 months to strengthen your team? J. Singh XLRI 187。 Search for an appropriate fit among: ? Strategy: + Domain / Business / Market + Objectives Goals ? Organization Mode: + Differentiation – Integration ? Organizational Profile + Age / Size / Technology ? Integrating Individuals + HR Philosophy / Practices J. Singh XLRI 187。 Individual / Social / Cultural ? How well people fit into the design ? Power relations ? Fit with people’s values beliefs ? Effect on tone / operating style of anization J. Singh XLRI 187。 IndividualWork 187。 FormalInformal anization J. Singh XLRI 187。 Key influences: size. age, technology, strategy, environment. J. Singh XLRI 187。 How much differentiation? J. Singh XLRI 187。 Departmentalization: ? Functional ? Product ? Process ? Time ? Geographical ? Matrix J. Singh XLRI 187。 What span of control? ? Inversely related to of hierarchical levels ? If span is too narrow?excessive control ? If span too wide?loss of control ? Routineness / plexity of task and petence of people are key influences. 187。 Disadvantages: ? Unable to cope with increasing diversity in products, customers, locations, markets… ? Functional (or ‘tribal’) mindset?poor munication / coordination。 Two variants: ? Separate product divisions supported by central support (functional) services。 Transfer Price debates。 Horizontal flow of Product responsibility 187。 suited to projects. J. Singh XLRI 187。 Examples: Beton Nike 187。 authority in situational expertise Team management Authoritarian Risk averse Seatofthepants decisions Mechanistic。 Low nAch Skilled。 mechanistic Complex Stable market Organization men Responsive。 Stages in growth: ? Entrepreneurial stage + Crisis of leadership ? Growth through direction + Crisis of autonomy ? Growth through delegation + Crisis of control ? Growth through coordination + Crisis of red tape ? Growth through collaboration 187。 Stages in decline: ? Blinded ? Inaction ? Faulty action ? Crisis。 Cultural / Political change 187。 Lack of coordination 187。 Poor work flow 187。 Poor munication 187。 Skepticism 187。 Does the chosen design direct sufficient attention to sources of petitive advantage? 187。 Does the design provide coordination solutions for problematic unittounit relations? 187。 There is a world of difference between the design as it is drawn on paper and the shape it takes in real life. 187。 Unfortunately, behavior takes far more time to change than redrawing structures. J. Singh XLRI 演講完畢，謝謝觀看！