Intel was a major player in the computer chip industry. It was a fast-moving company, and operated in a fast-moving environment. To stay ahead of its competitors, Intel relied on a team organization in which most employees were assigned to one or more projects under the direction of team leaders. The traditional hierarchy of organizations took a back seat to the focus on team activities and project accomplishments. Team members felt responsible for meeting performance targets and acted accordingly. One team member said; we report to each other. They were dismantling more traditional vertical structures in favor of horizontal ones. They were doing so in order to avoid disadvantages common to a functional structure. (a) Using a figure to explain this team organization structure, what are the potential advantages and disadvantages of a team organization structure? (10 marks) (b) The success of Intel's transition to a team organization structure depended on managing teams effectively. Identify the key elements required in effective teamwork and the five key stages of team development. (15 marks) (a) The foundation of effective leadership is the process by which a person exerts influence over others and inspires, motivates, and directs their activities to help achieve organizational goals. A Leader's power is the ability to get someone to do something they would like to do. However, this need for power is not a desire to control for the sake of personal satisfaction, it is a desire to influence and control others for the good of the organization. Explain FIVE types of power available to managers. State why does a manager needs personal power to achieve long-term managerial effectiveness? (15 marks) (b) Discuss the five different managerial styles proposed by Blake and Mouton based on concerns relating to tasks and people. What style would you recommend and be applied to managing a project team. Give reasons to support your recommendation. (10 marks)