Autonomy of Team of Individuals Within an Organization
Order ID:89JHGSJE83839 Style:APA/MLA/Harvard/Chicago Pages:5-10 Instructions:
Autonomy of Team of Individuals Within an Organization
Autonomy refers to whether an individual or team of individuals within an organization has the freedom
to develop an entrepreneurial idea and then see it through to completion. In an organization that offers
high autonomy, people are offered the independence required to bring a new idea to fruition, unfettered
by the shackles of corporate bureaucracy. When individuals and teams are unhindered by organizational
traditions and norms, they are able to more effectively investigate and champion new ideas.
Some large organizations promote autonomy by empowering a division to make its own decisions, set its
own objectives, and manage its own budgets. One example is Sony’s PlayStation group, which was created
by chief operating officer (COO) Ken Kutaragi, largely independent of the Sony bureaucracy. In time, the
PlayStation business was responsible for nearly all Sony’s net profit. Because of the success generated by
the autonomous PlayStation group, Kutaragi later was tapped to transform Sony’s core consumer
electronics business into a PlayStation clone. In some cases, an autonomous unit eventually becomes
completely distinct from the parent company, such as when Motorola spun off its successful
semiconductor business to create Freescale.
Saylor URL: http://www.saylor.org/books Saylor.org 65
Competitive Aggressiveness
Competitive aggressiveness is the tendency to intensely and directly challenge competitors rather than
trying to avoid them. Aggressive moves can include price-cutting and increasing spending on marketing,
quality, and production capacity. An example of competitive aggressiveness can be found in Ben & Jerry’s
marketing campaigns in the mid-1980s, when Pillsbury’s Häagen-Dazs attempted to limit distribution of
Ben & Jerry’s products. In response, Ben & Jerry’s launched their “What’s the Doughboy Afraid Of?”
advertising campaign to challenge Pillsbury’s actions. This marketing action was coupled with a series of
lawsuits—Ben & Jerry’s was competitively aggressive in both the marketplace and the courtroom.
Although aggressive moves helped Ben & Jerry’s, too much aggressiveness can undermine an
organization’s success. A small firm that attacks larger rivals, for example, may find itself on the losing
end of a price war. Establishing a reputation for competitive aggressiveness can damage a firm’s chances
of being invited to join collaborative efforts such as joint ventures and alliances. In some industries, such
as the biotech industry, collaboration is vital because no single firm has the knowledge and resources
needed to develop and deliver new products. Executives thus must be wary of taking competitive actions
that destroy opportunities for future collaborating.
Innovativeness
Innovativeness is the tendency to pursue creativity and experimentation. Some innovations build on
existing skills to create incremental improvements, while more radical innovations require brand-new
skills and may make existing skills obsolete. Either way, innovativeness is aimed at developing new
products, services, and processes. Those organizations that are successful in their innovation efforts tend
to enjoy stronger performance than those that do not.
Known for efficient service, FedEx has introduced its Smart Package, which allows both shippers and
recipients to monitor package location, temperature, and humidity. This type of innovation is a welcome
addition to FedEx’s lineup for those in the business of shipping delicate goods, such as human organs.
How do firms generate these types of new ideas that meet customers’ complex needs? Perennial
innovators 3M and Google have found a few possible answers. 3M sends nine thousand of its technical
Saylor URL: http://www.saylor.org/books Saylor.org 66
personnel in thirty-four countries into customers’ workplaces to experience firsthand the kinds of
problems customers encounter each day. Google’s two most popular features of its Gmail, thread sorting
and unlimited e-mail archiving, were first suggested by an engineer who was fed up with his own e-mail
woes. Both firms allow employees to use a portion of their work time on projects of their own choosing
with the goal of creating new innovations for the company. This latter example illustrates how multiple
EO dimensions—in this case, autonomy and innovativeness—can reinforce one another.
Ben & Jerry’s displays innovativeness by developing a series of offbeat and creative flavors over time.
Image courtesy of theimpulsivebuy,
Proactiveness
Proactiveness is the tendency to anticipate and act on future needs rather than reacting to events after
they unfold. A proactive organization is one that adopts an opportunity-seeking perspective. Such
organizations act in advance of shifting market demand and are often either the first to enter new markets
or “fast followers” that improve on the initial efforts of first movers.
Saylor URL: http://www.saylor.org/books Saylor.org 67
Consider Proactive Communications, an aptly named small firm in Killeen, Texas. From its beginnings in
2001, this firm has provided communications in hostile environments, such as Iraq and areas impacted by
Hurricane Katrina. Being proactive in this case means being willing to don a military helmet or sleep
outdoors—activities often avoided by other telecommunications firms. By embracing opportunities that
others fear, Proactive’s executives have carved out a lucrative niche in a world that is technologically,
environmentally, and politically turbulent. [3]
Risk Taking
Risk taking refers to the tendency to engage in bold rather than cautious actions. Starbucks, for example,
made a risky move in 2009 when it introduced a new instant coffee called VIA Ready Brew. Instant coffee
has long been viewed by many coffee drinkers as a bland drink, but Starbucks decided that the
opportunity to distribute its product in a different format was worth the risk of associating its brand name
with instant coffee.
Although a common belief about entrepreneurs is that they are chronic risk takers, research suggests that
entrepreneurs do not perceive their actions as risky, and most take action only after using planning and
forecasting to reduce uncertainty. [4] But uncertainty seldom can be fully eliminated. A few years ago,
Jeroen van der Veer, CEO of Royal Dutch Shell PLC, entered a risky energy deal in Russia’s Far East. At
the time, van der Veer conceded that it was too early to know whether the move would be
successful. [5] Just six months later, however, customers in Japan, Korea, and the United States had
purchased all the natural gas expected to be produced there for the next twenty years. If political
instabilities in Russia and challenges in pipeline construction do not dampen returns, Shell stands to post
a hefty profit from its 27.5 percent stake in the venture.
Building an Entrepreneurial Orientation
Steps can be taken by executives to develop a stronger entrepreneurial orientation throughout an
organization and by individuals to become more entrepreneurial themselves. For executives, it is
important to design organizational systems and policies to reflect the five dimensions of EO. As an
example, how an organization’s compensation systems encourage or discourage these dimensions should
Saylor URL: http://www.saylor.org/books Saylor.org 68
be considered. Is taking sensible risks rewarded through raises and bonuses, regardless of whether the
risks pay off, for example, or does the compensation system penalize risk taking? Other organizational
characteristics such as corporate debt level may influence EO. Do corporate debt levels help or impede
innovativeness? Is debt structured in such a way as to encourage risk taking? These are key questions for
executives to consider.
Examination of some performance measures can assist executives in assessing EO within their
organizations. To understand how the organization develops and reinforces autonomy, for example, top
executives can administer employee satisfaction surveys and monitor employee turnover rates.
Organizations that effectively develop autonomy should foster a work environment with high levels of
employee satisfaction and low levels of turnover. Innovativeness can be gauged by considering how many
new products or services the organization has developed in the last year and how many patents the firm
has obtained.
Similarly, individuals should consider whether their attitudes and behaviors are consistent with the five
dimensions of EO. Is an employee making decisions that focus on competitors? Does the employee
provide executives with new ideas for products or processes that might create value for the organization?
Is the employee making proactive as opposed to reactive decisions? Each of these questions will aid
employees in understanding how they can help to support EO within their organizations.
K E Y T A K E A W A Y
Building an entrepreneurial orientation can be valuable to organizations and individuals alike in
identifying and seizing new opportunities. Entrepreneurial orientation consists of five dimensions: (1)
autonomy, (2) competitive aggressiveness, (3) innovativeness, (4) proactiveness, and (5) risk taking.
Autonomy of Team of Individuals Within an Organization
RUBRIC
Excellent Quality
95-100%
Introduction 45-41 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Literature Support
91-84 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Methodology
58-53 points
Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score
50-85%
40-38 points
More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.
83-76 points
Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.
52-49 points
Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality
0-45%
37-1 points
The background and/or significance are missing. No search history information is provided.
75-1 points
Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.
48-1 points
There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
You Can Also Place the Order at www.collegepaper.us/orders/ordernow or www.crucialessay.com/orders/ordernow
Autonomy of Team of Individuals Within an Organization