Increasing the effectiveness of management teams

effect is the result of a cooperation between cut-e and Bang & Midelfart and is an online tool to help measure and develop the effectiveness of management teams.

effect gives a management team an insight into its own strengths and development areas as well as providing concrete suggestions on how to improve its effectiveness.


Prof Henning Bang on Management Team Effectiveness

Webinar: Maximise team effectiveness

This webinar explains how management teams can be supported and coached into increased effectiveness using the cut-e questionnaire effect. Bang & Midelfart’s 40 years of research into management teams effectiveness is the core of what is captured and measured with effect. The model has been tested in with over 100 management team development in the last 15 years.

How was effect developed and what is it based on?

Associate professor Henning Bang (PhD) has been leading a research project into such team effectiveness at the Department of Psychology, University of Oslo, Norway since 1981. The main aim of this project is to identify the indicators of a high performing management team and the factors that predict, influence or are associated with such performance.

After carrying out a comprehensive review of international research published over the past 35 years and looking at empirical research on more than 200 management teams, the research team under Dr Bang has proposed a comprehensive model for management team effectiveness.

This model consists of 24 factors and forms the basis of the effect tool. Using this online questionnaire, effect asks each management team member to evaluate the team performance as a whole on each of these factors. Their evaluation is then compared to a norm group consisting of over 200 management teams.

Through effect, organisations are able to assess and diagnose how their management teams may develop. cut-e offers the online tool, training and supporting consultancy services if required.

How do you make an effective management team within a flat organisation?

That's a great question and, whilst it sounds as though it should be quite easy to do, in practice it’s difficult to do well – and that’s because in a relatively flat organization, there are number of different people with different functional expertise bringing different perspectives and approaches to the management team. Also, it can be challenging because there is often pressure to include as many people as possible in management teams within flat organizations. Here are four tips to help answer the question: 

  • First of all, you need to consider the make-up of the team, who is represented and whether there is adequate representation of skills, insights, and operational responsibility. 
  • Secondly, in terms of processes, ensure that you set out the clear parameters that the team operates within and the processes that are to be followed and ensure that every management team member understands these.
  • Thirdly, emphasize the importance of preparation for the team meetings so that each team member joins the meeting ready to discuss and decide on action. 
  • And finally, help to implement these actions and decisions by adding some structure and accountability. 

Reference reading

Bang, H., Fuglesang, S. L., Ovesen, M. R., & Eilertsen, D. E. (2010). Effectiveness in top management group meetings: The role of goal clarity, focused communication, and learning behaviour. Scandinavian Journal of Psychology, 51, 253-261.

Cannon, M. D. & Edmondson, A., (2005), Failing to Learn and Learning to Fail (Intelligently). Long Range Planning, no. 3, 299-319.

Cohen, S. G. & Bailey, D. E., (1997). What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite. Journal of Management, vol. 23 no. 3, 239-290.

De Wit, F. R. C., Jehn, K. A. & Greer, L. L., (2012). The Paradox of Intergroup Conflict - A Meta-Analysis. Journal of Applied Psychology, 360-390

Distefano, J. J., Maznevski, M. L. (2000). Creating value with diverse teams in global management. Organizational Dynamics, vol. 31 no. 1, 124-153

Edmondson, A., (1999). Psychological safety and learning behavior in work teams. ProQuest Psychology Journals,  vol.  96 no. 6, 1258-1274

Edmondson, A. & McLain Smith, D., (2008). Too hot to handle? How to manage relationship conflict. Rotman Magazine, vol. 49 no. 1, 6-31

Edmondson, A. & Lei, Z., (2014). Psychological Safety - The history, renaissance and future of an interpersonal construct.

Friedman, V., Lipshitz, R. & Popper, M., (2005). The Mystification of Organizational Learning. Journal of Management Inquiry

Kozlowski, S. & Bell, B., (2001). Work Groups and Teams in Organizations. Cornell University ILR School

Mathieu, M., Maynard, T., Rapp, T. &Gilson, L., (2008). Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Futur. Journal of Management

Salas, E., Sims, D. & Burke, S., (2005). Is there a "Big Five" in Teamwork?. Small Group Research

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