Autonomous Team Market Grouping and Linking • Forms change with time • More complex environment leads to more need for internal complexity • Craft Æ Mass Prod Æ Mass Mkt Æ R D are getting more coordination intensive • Core technology gets more complex, but support departments can fit their technology, e.g., accounting • Organizations may change as they grow and mature, but may be “imprinted” with their founding conditions, unable to change Information Processing Demands More Linkages As task/technology increase in complexity, the need to process information increases: • • • • • all-to-all communication explodes hierarchy, rules, plans, SOPs help self-contained tasks, slack resources new communication technologies lateral relations, networks San Diego Zoo • Old zoo managed by 50 departments: animal keeping, horticulture, maintenance, food service, fund raising, education,… • As the zoo remodels by bioclimactic zone, each is run by a team, e.g., Tiger River, an Asian jungle, has a 7 person team of mammal and bird experts, horticulturalists, maintenance and construction workers, tracks its own budget • Ownership, efficiency, innovation, cross-training Alignment • • • • • • The San Diego Zoo example also shows how individuals and groups create alignment with organizational goals: Measure team-level outcomes that support organizational goals Reward team-level outcomes consistent with organization goals Career paths are coherent for all levels Information systems support team work Training and development Socialization, shared values and culture (how much at team vs..
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