03.05 - Working Across Cultures

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En provenance du cours de University of Michigan

Leading Teams

827 notes

University of Michigan

Leading Teams

827 notes

Cours 4 sur 5 dans Specialization Leading People and Teams

In this course, you will learn how to build your team, improve teamwork and collaboration, and sustain team performance through continuous learning and improvement. Specifically, you will learn best practices for composing a team and aligning individual and team goals. You will also learn how to establish roles, build structures, and manage decision making so that your team excels. This course will also help you manage critical team processes such as conflict resolution and building trust that have a profound impact on your team’s performance. You will discuss some of the best ways to harness the productive potential of teams while mitigating the risks and traps of teamwork. In modern organization, most of work is done in teams, yet the results of teamwork are exceptionally mixed. Many teams are poorly designed and structured, fraught with dysfunctional conflict, experience coordination breakdowns and serious motivation challenges. As a result, many teams fail to realize their potential and frequently underperform even individuals working on similar tasks. After completing this course, you will acquire a set of tools and practices that enable you to effectively set up, run, evaluate, and continuously improve your team. Such insights will both make you a more effective team leader but also a standout contributor in team settings.

À partir de la leçon

Managing Team Dynamics

It is common to see teams working on identical tasks and having similar access to organizational resources and talent produce systematically different performance outcomes. This occurs because we mismanage team processes, or how teammates work on the task and interact with one another during teamwork. In this module, you will learn how to recognize most typically process hurdles in teamwork and how to overcome them, thus creating high-performing teams.

03.01 - Coordination12:16

03.02 - Common Information Effect7:07

03.03 - Social Loafing5:16

03.04 - Language4:32

03.05 - Working Across Cultures2:55

03.06 - Managing Conflict8:44

03.07 - Resolving Task Conflicts4:52

03.08 - Recap: Manage Team Dynamics3:11

Rencontrer les enseignants

Scott DeRue, Ph.D.
Edward J. Frey Dean at the Ross School of Business
Management and Organizations, Ross School of Business
Maxim Sytch, Ph.D.
Associate Professor of Management and Organizations Michael R. and Mary Kay Hallman Fellow
Management and Organizations, Ross School of Business

So I think this is the biggest challenge for managers today,

because as you build out teams, if you're a global organization,

then not only do you have people all over the world, but

that means there's leadership outside, for us it's the US.

And it can be really challenging, so I think the first thing you need to do

is you need to make sure that each of the centers where you

have employees understands what your core culture is, right.

If you're all [INAUDIBLE], it doesn't mean it looks the same.

So, I've been on a mission the last several

years to get to every office where we have more than 300 employees around the world.

In fact, about to leave on a trip to Dubai and Mumbai and Singapore and Hong Kong.

And having recently been to both Budapest and Glasgow and some of these you know,

not our core offices.

So, you've got London and Tokyo and Hong Kong and

one of the things you see and it's a beautiful thing to see.

You walk in and you know you're in a Morgan Stanley office and

you can feel the culture and it's palpable and

you can take these people and you can relocate them.

So, then you start to look at how does that actually happen and

I think the leadership needs to travel and connect face to face with people.

Responsibility for big decision making can't just sit in our case in New York.

Because once you make the other centers feel like they have no power

in the decision making or the product development.

Then they're just followers and what you wanna make sure is that you have people

who are being thoughtful and thinking.

And so, decentralized decision making,

common culture leadership that knows each other, bring people together

as often as possible, keep calls sensitive to regional issues.

So, for example, in my department, we have a rule that

global calls can only take place on Tuesdays and Thursdays because for

our people in Asia, they don't get to have dinner with their families,

because they were having calls every night during the week and so taking three nights

off the table literally they now know Tuesdays and Thursdays.

And it comes with the job right?

If you're gonna work for Morgan Stanley you're gonna work in Asia, there's

gonna be calls, but your family now can have expectations and in can manage it.

So be thoughtful about what their issues and concerns are and

when you do hold global meetings and calls have them participate,

by having them be passive listeners they're not participating.

They're online, they're watching TV,

sitting back with a beer, you need to make sure that they are really engaged.

So where you can use video and use technology, where you can actually

see each other and it just completely forces people to engage differently.

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