Information Systems for Global Business Environment, Case Study Example

Using Table 11-1, what must be done to turn Google’s HR group into a team?

High performance teams are usually self-directed. Managers ought to establish achievable goals for the teams within their organizations, so that groups that exist within Goggle’s HR can function as a team. More importantly these managers ought to be assertive leading effectively from behind. Teams do not always like to be fed information. Astute team management gives team members scope for making sound decision with subtle guidance. Precisely, for Google HR group real tem status cohesiveness must be established. This distinguishes a team from a group. Groups may have a common goal, but every member functions independently based on their specific agendas as in the example given in Google HR. In this way goals are not achieved (Hackman, 2002).

As such, Google HR group members must first realize achievements are obtained through a collective purpose. Even though each member has distinct skills to contribute these skills must forge the cohesiveness of the team because individual successes are collectively team achievements. There is shared leadership and every member is accountable to the team for success. If one team member fails it is the team’s failure and together the member is reinstated and strengthened (Hackman, 2002). These are some important changes, which ought to be considered in upgrading the group into a team status. Individuality has to subside and collectivity surface. This is the main principle of team management and team work.  Groups may have goals, but no mission. Undertakings may emerge from an hazard thought, which was not adequately scrutinized before application. Team leadership evaluates these issues before any implementation is executed.

Explain how Google’s HR team members could have been instructed in the teamwork competencies from Table 11-3.

They could have been instructed in team work competencies through modelling by management. For example, in the shared task models/situation assessment competency, when leaders are engaging group members in a task this presents an opportunity for information dissemination through showing how to behave as a team member and leader. Each competency could be communicated in this method from time to time. It does not need a workshop to do teach teamwork competencies because employees will forget after they leave the group.

How important is trust to a cross-functional team?

Trust is essential to success of a cross function team because every team member is responsible for accomplishing a specific task on the group’s behalf. Therefore, if one team member fails to complete his/her part of the assignment the entire project could fail. Therefore, trust becomes a core principle guiding in achieving high level of performance within the team.

Describe how managers can build trust among cross-functional teams, which comprise diverse backgrounds and differing perspectives.

Managers can allow team members to organize an interactive forum among themselves whereby they get to know each other better. Getting to know a team member beyond the skills he/she brings to the team builds trust. The skill is not the person. A professional demonstrates skills with integrity. Every team member may not have reached that level of integrity. Therefore, getting to know the personality builds trust. Managers could achieve this through socialization activities. Playing games in a completion atmosphere bring out many hidden virtues in an individual, which might not be expressed while executing his/her skills as a team member. Eating together is another social event that can help team members learn about and understand each other in building trust (Parcon, 2006).

Explain which type of cohesiveness, socio-emotional or instrumental, is more important in this type of cross-functional team.

In my opinion and experience working with cross-functional teams socio-emotional cohesiveness appears to be far more effective in realizing goals. While both have their advantages and disadvantages, it must be realized that no real cohesiveness occurs without strong bounding of participants. Bounding is socio-emotional, instrumental seems functioning at odds with each other from a distance, which nullifies cohesiveness.

What strategies would you offer Google’s Laszlo Bock to help in creating, developing, and leading effective cross-functional work teams?

Two major strategies are conducting a systems analysis to determine cross- function work team deficiencies. Second is adapting a cross functional work team theory applicable to the organization and implementing its assumptions in stages evaluating each step as the team progresses from one stage to the next.

References

Hackman, J.  (2002). Leading teams: Setting the stage for greater performances. New York: Harvard Business School Press

Parcon, P. (2006). Develop Your Team Building Skills.  Lotus Press