MAN 2319/2320/2321/2322 Team Management

APPLIES TO ACADEMIC YEAR 2016/2017
Norwegian version

MAN 2319/2320/2321/2322 Team Management


Responsible for the course
Trond Kjærstad, Donatella de Paoli

Department
Department of Communication and Culture

Term
According to study plan

ECTS Credits
30

Language of instruction
Norwegian

Introduction
The program Team Management is about how you achieve performances through teams, as work mode and leadership approach. Team is about working democratically, flexible, performance oriented and involving. Team means to work through others with others. Team gives the opportunity to realize oneself through learning and working in interaction with others. In a digitalized and competence based work life, team has achieved a renewed attention because it is the most appropriate work mode. Performances, competence leadership, creativity and innovation, decisions and processes are the themes in the program. This program is relevant for participants and managers of teams from different industries and organisations, where team is used as organizing principle for market or client orientation, as development of projects, as change mode, innovating principle, to improve the work climate or development of competence based environments amongst other.

In this program you will learn more about what creates good performances in teams and how people can be lead in different types of team processes. We are based in the established research about work groups- and teams, but renew these perspectives by impulses from psychology, newer leadership theories, humanistic perspectives and art.
You will learn theories about team organizing, team performances and processes, as well as how to handle and lead different processes in teams. The program has five main themes, as starting point for each module.

Learning outcome
Acquired knowledge:

  • Knowledge of different forms of teams and ability to identify these
  • Knowledge of basic task based group- and team theory
  • Knowledge of team situations and the appropriate use of team competence
  • Knowledge about team performances and how to improve them
  • Knowledge of research based team knowledge about how to lead different teams
  • Knowledge about teams in practice and the ability to evaluate challenges through cases from work life, history and cultural expressions

Acquired skills:
  • To implement performance improvements in teams
  • To improve cooperative skills in teams
  • To develop and lead own team with appropriate tools and approaches

Acquired attitudes:
  • An overall perspective in how team theory is connected to organizations and theory
  • An increased understanding in the complexity in human interaction
  • Take responsibility for own behavior as team participant and as teamleader

Prerequisites
Bachelor degree, corresponding to 180 credits, and 4 years of work experience. Please consult our student regulations.

Compulsory reading
Books:
Bang, Henning og Thomas Nesset Midelfart. 2012. Effektive ledergrupper. Gyldendal akademisk. Del 1-4, 146 sider
Bauman, Zygmunt. 2000. Savnet fellesskap. Cappelen akademisk. Sidene 33-95 + etterordet 192-216
Campbell, Joseph. 2008. The hero with a thousand faces. 3rd ed. New World Library. Del 1, kap.1, 2 og 4, 70 s.
Hein, Helle Hedegaard. 2013. Primadonnaledelse : når arbejdet er et kald. Gyldendal Business
Katzenbach, Jon R., Douglas K. Smith. 1993. The wisdom of teams : creating the high-performance organization. Harvard Business School Press. Prolog, kap 1,3,5,6,8, 109s
Morgan, Gareth. 1993. Imaginization : the art of creative management. Sage. Kap 1-4, 9-10 og Appendix A, 109s
Shakespeare, William. 2002. Kong Richard III's liv og død. Aschehoug
Sunstein, C.R. and Hastie, R. 2015. Klokere. Fra gruppetenkning til smarte grupper. Cappelen Damm Akademisk. (164 s)
Thompson, Leigh L. 2015. Making the team : a guide for managers. 5th ed. Pearson. (kap 1,2,4,5,6,7,8,9,11, 232 s)
Wheelan, S.A. 2013. Creating effective teams. 4th. Sage
Zweig, Connie and Steve Wolf. 1997. Romancing the shadow : a guide to soul work for a vital, authentic life. Ballantine Books. Introduksjon, kap. 1, 7-9, 140s

Collection of articles:
Alvesson, M.. 2011. Hvordan motivere individer - Personalkonsepter, organisasjonsidentitet og drivkrefter. Magma. nr. 3/11. (s33-40)
Amabile, T. og Khaire, M.. 1996. Kap. 4: A Theoretical Framework. Creativity in Context. Harvard University, Westview Press
Amabile, T.. 1998. How to kill creativity.. Harvard Business Review. Sept-Oct.
Andersen, S & Sæther, Ø.. 2008. Mobilizing Competence for Performance. Themenschwerpunkt Personalführung. 11/08
De Paoli, D.. 1996. Lederskapets TAO. I Tanke, følelse, handling - perspektiver på lederutvikling. Cappelen Akademiske Forlag
Hedegaard Hein, H.. 2009. Motivation av højtspecialiserende medarbejdere.. Motivation - motivationsteori og praktisk anvendelse.. Hans Reitzels Forlag. Kap. 9
Katzenbach, J. R.. 1997. The myth of the top management team. Harvard Business Review. November-December. p. 82-91
Lewicki, R. and Bunker, B. B.. 1995. "Trust in Relationships". Jossey Bass Wiley. Chapter 5; in Bunker,B.B and J.Z. Rubin eds. Conflict, cooperation and justice s 133-173
Madsen Sandvik, A.. 2011. Ledelse av kunnskapsarbeid.. Magma. nr. 3/11. (s 56-63)
Mathieu, J.,M.T. Maynard, T. Rapp and L. Gilson. 2008. Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future. Journal of Management. 34; 41
Richards, R.. 2007. Everyday Creativity: Our hidden potential.. American Psychological Association. Kap. 1
Tjosvold, D. 1995. "Cooperation Theory, Constructive controversy and effectiveness: Learning From Crisis". San Francisco: Jossey Bass.. Chapter 4 in Guzzo, R. A and E. Salas, eds. Team effectiveness and decision-making in organizations, s 79-112

Recommended reading
Books:
Cass R. Sunstein & Reid Hastie. 2015. Klokere - fra gruppetenkning til smarte grupper. 1. utgave på norsk. Cappelen Damm Akademisk. 192 sider
Leonard-Barton, Dorothy, Walter C. Swap. 1999. When sparks fly : igniting creativity in groups. Harvard Business School Press
Wheelan, Susan A. 2016. Creating effective teams : a guide for members and leaders. 5th ed. Sage

Course outline
1st course module – Team Performances
2nd course module – Leadership of competence based teams in a digital time
3rd course module – Creative team processes - Study tour to Barcelona
4th course module – Leadership- and decision making teams
5th course module – Processes in teams

Computer-based tools


Learning process and workload
The programme is conducted through five course modules, a total of 150 lecturing hours.

Project tutorials differ in each Master of Management program. It will consist of personal tutorials and tutorials given in class. Generally the students may expect consulting tutorials, not evaluating tutorials. The total hours of tutorials offered is estimated to two hours pr. students following an ordinary Master of Management program. For students taking the program as their final Master of Management program the tutorials offered are estimated to a total of six hours per term paper.


Examination
The students are evaluated through a term paper, counting for 18 credit hours and an individual written exam, counting for 12 credit hours. Both evaluations must be passed to obtain a certificate for the program. The term paper may be written individually or in groups of maximum three persons.

For students taking this program as the final Master of Management Program the following applies:
The students are evaluated through a term paper, counting for 24 credit hours and an individual written exam, counting for 6 credit hours.The term paper may be written individually or in groups of maximum two persons.
Both evaluations must be passed to obtain a certificate for the program.
Examination code(s)
MAN 23191 - term paper; accounts for 100 % to pass the program MAN 2319, 18 credits
MAN 23201 - written exam; accounts for 100 % to pass the program MAN 2320, 12 credits
Both evaluations must be passed to obtain a certificate for the program.

For students taking this program as the final Master of Management Program the following applies:
MAN 23211 - Term paper; counts for 100 % to pass the program MAN 2321, 24 credits
MAN 23221 - individual written exam; counts for 100 % to pass the program MAN 2322, 6 credits
Both evaluations must be passed to obtain a certificate for the program.

Examination support materials
All aids are allowed + calculator TEXAS INSTRUMENTS BA II PlusTM.

Re-sit examination
At the next ordinary exam.

Additional information
1. module - Team Performances
Subgoal
The module presents central theories and problems within teamorganizing and- development, and gives a basic understanding of the premises for team performances and interventions to improve these.

Themes
  • team as work mode, work groups vs. teams
  • team in an organisational perspective
  • team classification /team in the perspective of organisational practice and leadership
  • team performance and synergies
  • diversity in teams - team roles
  • teamleadership in relation to the traditional leadership role
  • Status team research and standard 'team tools'
  • intervention strategies for optimizing team work

2. module - Leadership of competence based teams in a digital time
Subgoal
The module will give an overview of relevant theories and perspectives of team leadership of high competent people, including how to lead these in a digital time. The module will focus at challenges and related leadership perspectives to be used.

Themes
  • team work in professional organizations and types of competence based teams
  • leadership of teams in a digital time - virtual teams
  • professionalizing, collectivism vs individualism
  • the shadow - personal destructivity in teamwork
  • leadership of competence based teams: self-leadership, co-leadership and primadonna leadership
  • learning processes in teams
  • conflict and conflict handling
  • tools for team development

3. module - Creativity in teams
Subgoal
The module will give an understanding of how creativity, entrepeneurship and innovation can be developed in teams. Communication influence the common perception and reality of teams. We will be handling communication and what processes, spaces, context, improvisations, techiques and metafores stimulating creativity in teams. This module will be held in Barcelona - a city known for entrepreneurship and creativity.

Themes
  • Creativity and innovation in teams
  • Processes hindering and stimulating creativity
  • Everyday creativity
  • The use of metaphors in creative processes
  • Art and aesthetics in creative processes
  • The importance of space and place as inspiration of creativity
4. module - Leadership groups and decisionmaking teams
Subgoal:
The purpose of this module is to give the participants insight of the challenges of leadership- and decisionmaking teams, but also to give participants competence to improve decision making in own teams or leadership teams and to coach these teams.

Themes
  • leadership groups - a real team or a pseudo team?
  • decisions and decision making processes in teams
  • tasks and challenges demanding teamwork in leadership groups
  • composition of leadership groups and decision making teams
  • conflict of lojalty and trust in leadership groups
  • conflicts in leadership groups

5. module: Team processes

Subgoal:
The module will give a deeper understanding of the internal dynamics of teams and their impact on team effectiveness. We will look at the central paradox at the heart of real teamwork: That mutual dependency and accountability is a prerequisite both for success and conflict and lack of trust.

Themes:

· The importance of focused communication
· Getting the most from diversity
· Trust in teams
· Conflict and conflict management
· Team learning

Semesters

Translations