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Essay Plan: Introduction:

CALM Resources

Management and Organisational Behaviour: Essay Planning Essay Question: Discuss how teams and taskforces can be used to promote innovation.

The global economy is an extremely tough environment to continually operate successfully in (Gryskiewixz et al 1999, pg 6). In an endeavour to adapt, many successful companies have seized on the innovative benefits associated with using taskforces and teams (Bartol et al 2001, pg 475; Reich 1987: pg 77 ). Innovation relates to challenging a definition, going outside it and a willingness to do things differently (Gryskiewixz et al 1999, pg 178). How innovation is promoted utilising taskforces and teams will be the focus of discussion in this essay. Firstly, the terms workforces and teams will be considered and, secondly examples of successful ogranisations using these structures to promote innovation will be looked at. Paragraph 2 Taskforces : A taskforce is created for a specific task and on completion of the group's objectives is dissolved - expand on definition. References: Bartol et al 2001, pg 476; Ivancevich et al 1990, pg 450, Peters et al 1988, pg 130; Stoner et al 1985, pg 399. I would elaborate here on the relevance / agreement between / different angles of these references; even just a point form summary of their positions. If you are using them due to examples of innovation, outline the examples. Paragraph 3 Teams : A temporary taskforce is ineffective if a product or technological breakthrough is moving through new and improving stages (Ivancevich et al. Pg 450).

 A team is a permanent structure where products, ideas or problem solving are fostered - References Bartol et al 2001, pg 475-476; Reich et al 1987, pg 77; Nutting et al 1996, pg 47. Do all organizations use the word 'team' correctly? If not, maybe you should elaborate on the misuse / colloquial use. Three team structures are: entrepreneurial (Peter et al 1988, pg 133), self managed and virtual (Barton 2001, pg 476; Lipnack et al 1997, pgs xvii-xviii). Discuss structure of each. Could give quick definition of each. Examples of organisations utilising entrepreneurial, self managed and virtual structures to promote innovation to be provided in Paragaphs 4, 5 and 6 Paragraph 4 Entrepreneurial team example: "Big companies stay innovative by behaving like small entrepreneurial ventures" (Quinn et al 1985, pg. 73). 3M and Hewlett Packard form small teams that look like entrepreneurial start ups (Quinn et al 1985, pg 81) - explain why. Could give keywords of explanation. Paragraph 5 Self-managed team example: A case study of an Australian automotive components manufacturer reported self managed teams have a high degree of autonomy which coupled with the interaction between team members and technology enables innovativeness in problem solving, new processes and products (Mrkic et al 2000, pg 5) - explain why. Could give keywords of explanation. Research how self managed teams have been successfully used by the Japanese - and its link to the automotive industry. Two sources: CutcherGershenfeld et al 1994 and / or Nonaka 1990, pgs 27-38. Paragraph 6 Virtual Team examples: Monsanto Life Sciences - part of Monsanto's business success has been due to the establishment of a network of scientists and researches around the world (Sharp 2003, pgs 34, 37) - expand. Could give keywords of explanation. Conclusion Innovation is an element critical to an organisation's survival. Importantly, the structure of teams can vary depending on the type of industry and environmental elements organisations are affected by. As illustrated above, many large

organisations have kept competitive edges and cemented good economic growth by enabling creativity and innovation to be driven by task forces and teams. There needs to be a linking phrase / sentence between your 1st and 2nd sentence: at the moment they are 2 independent and unrelated ideas.. References : Bartol, K., Martin, D., Tein, M. and Matthews, G., 2001, Management, A Pacific Rim Focus , 3 rd Edition, McGraw-Hill, Sydney, , pgs 475-476. Cutcher-Gershenfeld, J., Nitta, M., Barrett, B., Belhedi, N., Bullard, J., Coutchie, C., Inaba, T., Ishino, I., Less, S., Lin, W., Mothersell, W., Rabine, S., Ramanand, S., Strolle, M., &Wheaton, A., 1994, "Japanese Team-Based Work Systems in North America: Explaining the Diversity", California Management Review, Vol. 37(1), pgs 42-64. Gryskiewixz, S., 1999, Positive Turbulence , 1 st Edition, Jossey-Bass Publishers, San Francisco, , pp 6, 178. Ivancevic, J. & Matteson, M., 1990, Organizational Behavior and Management , BPI Irwin, Homewood, Boston, , pp 450. Lipnack, J. & Stamps J., 1997, Virtual Teams , John Wiley & Sons Inc., USA pp xvii-xviii. Mrkic P. & Teicher, J., 2000, Teams and Innovation: A Case Study of an Australian Automotive Components Manufacturer , Monash University, Caufield East, Victoria, Working Paper No. 68/00 - November, p 5. Nonaka, I, 1990, "Redundant, overlapping organisation: A Japaenese approach to managing the innovation process", California Management Review, Spring, pp 27-38. Nutting, J, Cielens, M & Strachan, J, 1996, The Business of Communicating, 3 rd Edition, McGraw-Hill Book Company, Sydney, pg 47 Sharp, D, 2003, Knowledge Management Today: Challenges and Opportunities, Information Systems Management , Spring, pgs. 32-37 Peters, T, Waterman, R, 1988, In Search of Excellence , Harper & Row, Sydney, pgs 130, 133 Quinn, J, 1985, Managing innovation: controlled chaos, Harvard Business Reivew , Vol. 63 Issue 6, Nov./Dec., pgs. 73, 79-81

Sharp, D, 2003, Knowledge Management Today: Challenges and Opportunities, Information Systems Management , Vol. Spring, pgs. 34, 37 Stoner, J, Collins, R, Yetton, P, 1985, Management in Australia , Prentice-Hall of Australia Pty Ltd, Parramatta, Australia, pg 399