Running head: OB CASE STUDY #2 1

Manuel Rivera OB Case Study #2

MGT361 - Organizational Behavior Siena Heights University

6/11/2013

OB CASE STUDY #2 2

Question #1: Turning Google’s HR Team into a True Team

According to Katzenbach and Smith, a true team is defined as a small group with

complementary skills who hold themselves mutually accountable for common purpose, goals,

and approach. Though Google is a successful company within its own right, the case study does

not offer sufficient information as to whether the HR groups have leadership that becomes a

shared activity, accountability that shifts from individual to collective (and vice verse), develops

its own purpose or mission, mind-set that says problem solving becomes a way of life, and that

effectiveness is measured by the group’s collective outcomes and products (Katzenbach &

Smith, 1999).

Question #2: Informed ahead of time on Teamwork Competencies

Assuming that Google didn’t inform the groups ahead of time of the teamwork

competencies, I would say that this would be of great value to the Google HR groups. For

instance, if the groups would have been informed of “Organizes and Manages Team

Performance.” This teamwork competency speaks to helping teams establish specific,

challenging, and accepted team goals. As thirds of Google’s HR groups have specific duties,

they would benefit from the monitoring, evaluations, and providing of feedback on team

performance. This helps identify alternative strategies and/or reallocates resources to address

feedback on team performance (Donahue & Klimoski, 2004). Continuous feedback, evaluation,

and support can help any group become a team to be success. These types of teamwork

competencies (pg. 306), can assist in the cross-functional training of all three thirds HR

groups…which is one step that I would have recommended to Google before their HR groups

started.

OB CASE STUDY #2 3

Question #3: Trust in cross-functional teams

Trust is a very important part of cross-functionalism. As the text states, Cross-

functionalism is defined as a team made up of technical specialists from different areas (Kreitner

& Kinicki, 2013). According to the text, a couple of ways to build trust among cross-functional

team members who bring a diverse array of backgrounds and perspectives is:

• Make sure everyone is involved

• Arrange periodic face-to-face meetings, team-building exercises, and leisure activities

• Encourage collaboration between and among team members on subtasks (Kreitner & Kinicki, 2013, pg. 319)

Question #4: Type of Cohesiveness; Socio-emotional or Instrumental more important

Reading the case study and based only on it, I would say that the Instrumental

Cohesiveness is more important. As the text explains, instrumental cohesiveness regularly

updates and clarifies the group’s goal(s), gives every group member a vital “piece of the action,”

channels each group member’s special talents toward the common goal(s), recognizes and

equitably reinforces every member’s contributions, and frequently reminds group members they

need each other to get the job done (Kreitner & Kinicki, 2013, pg. 316).

With that being said and though not mentioned in the case study, I would have to socio-

emotional cohesiveness is most important. There are many articles online where you can find

examples of how Google goes out of its way to create a teamwork and very specific culture.

Everything from free meals, gyms, laundry service, and shuttle service, to casual dress attire and

volleyball games for their employees. The culture is definitely one of teamwork.

Question #5: Advice to Laszlo Bock

Managing a cross-functional team requires a leader who understands what every member

of his/her team brings to the table. This leader needs to know what they are capable of doing, the

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resources they need to accomplish it, and the support or autonomy to accomplish set goal(s). A

good leader needs to know when to lead and also when to allow other members of a team to lead.

A great leader needs to understand that teamwork shouldn’t end or be held within the confines of

your office or workspace. Social activities can lead to quicker trust building and overall team

cohesiveness.