chapter 5: groups and teamwork amanda tumbach gary mcinenly raynard enriquez adam baker
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Chapter 5:Groups and Teamwork
Amanda TumbachGary McInenly
Raynard EnriquezAdam Baker
Groups and Teams
Groups vs. Teams4 types of teams
Groups and Teams
used as a way to better utilize employee talents. outperform individuals potential for greater outputs without increasing
inputs more flexible & responsive
Groups vs. Teams
Group: 2 or more individuals, interacting and interdependent, who have a stable relationship, common goal and perceive themselves as a group
Team: groups that work close together to a common objective, and are accountable to one another
not all groups are teams, but all teams are groups
Problem-Solving (or Process-Improvement)Teams
groups of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency and the work environment.
ideas and suggestions are shared it is found that the use of teamwork varies by
organizational size
Quality Circles most problem-solving teams use quality circles a work group of employees (about 8-10) who meet
regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions
employees participating in quality circles are required to learn further skills and methods to analyze and solve quality problems
Self-Managed (or Self-Directed) Work Teams
a group of 10-15 employees who take on responsibilities of their former managers
These responsibilities include: planning & scheduling of work assigning tasks to members collectively controlling the pace of work making operating decisions taking action on problems
teams select their own members and make evaluations on each other
Cross-Functional (or Project) Teams
a team made up of employees from about the same hierarchical level, but from different work areas who come together to accomplish a task
an effective means of allowing individuals from diverse areas within an organization or between organizations to exchange info, develop new ideas and solve problems, and to coordinate complex projects
downfall occurs in developmental stages
Includes: Task forces: temporary cross-functional teams Committees: groups composed of members from
across departmental lines Skunkworks: cross-functional teams that develop
spontaneously to create new products or work on complex problems
work in isolation
Virtual Teams
use of computer technology to tie together physically dispersed members in order to achieve a common goal
collaborate online using communication links can do all things that other teams do, and can often
be more efficient due to ease of sharing info downfall in absence of paraverbal cues, nonverbal
cues, and social contact
From Individual to Team Member
RolesNormsStatus
In order for a team to function, individuals have to achieve some balance between their own needs and the needs of the team.
Individuals bring: Personality Previous Experience
Possible pressures individual group members put on each other through expectations. Roles Norms Status
Roles
A set of expected behaviour patterns attributed to someone occupying a given position in a social unit. Role Identity Role Perception Role Expectation Role Conflict
Psychological Contract
An unwritten agreement that sets out what management expects from the employee and vice versa.
Norms
acceptable standards of behaviour within a group that are shared by the group’s members means of influencing behaviour differ among groups, communities and societies but all entities have norms formalized norms are written up in organizational
manuals that set out rules and procedures most norms in organizations are informal
Conformity
adjusting your behaviour to align with the norms of a group
Reference Groups
Status
a socially defined position or rank given to groups or group members by others
motivation acquired, ascribed significance?
Stages Of Group and Team Development
The Five-Stage Model The Punctuated-Equilibrium Model
Five-Stage Model
1. Forming The first stage of development, Characterized
form the saying “testing the waters”
2. Storming The second stage of development, know as the
power struggle or intragroup conflict stage
3. Norming The third stage of development, Characterized by
close relationships and cohesiveness
4. Performing The fourth stage of development, were the group of
team is fully functional and accepted
5. Adjourning The final stage of development for temporary
groups or teams, characterized by concern with wrapping up activities rather than task performance
The Punctuated-Equilibrium Model
Phase 1 The first meeting in which members of a team
gather to set the direction of the group. These direction become “ written in stone ”, Known as the period of inertia
Phase 2 Team moves out of the inertia stage and
recognizes that work needs to be completed
Transition
This stage is in between phase 1 and 2. The stage acts like a alarm clock, heightening members awareness to get thing done. This stage is characterized by a concentrated burst of changes. That revise the direction of the team for phase 2
Creating Effective Teams
Model of Team Effectiveness
- Work Design - Composition- Process - Context
Model of Team Effectiveness
Work Design
AutonomySkill VarietyTask IdentityTask significance
Composition
AbilityPersonalityRoles and DiversitySizeFlexibilityPreference for teamwork
Process
Common PurposeSpecific goals Team efficacyConflict
Context
Adequate ResourcesLeadershipPerformanceEvaluation and Rewards
Team Effectiveness
Work Design
Work together and collectively take responsibility for a goal or task.
This includes: Autonomy: independence Skill Variety: using different skills and talents Task Identity: ability to complete a whole and
identifiable task Task Significance: participation that has a substantial
impact
Composition
Select members with their strengths in mind and supply task that fit.
This includes: Ability Personality Roles and Diversity Size Flexibility Preference for teamwork
Ability
technical expertise problem solving and decision making skills interpersonal skills
Personality Must be careful of team selection based on
personality. This includes:
Extroversion Agreeableness Conscientiousness Emotional Stability
Groups with these characteristics are most likely to be successful.
Roles There are two types of roles:
1. Task oriented roles: performed by group members to
ensure that tasks are accomplished Ex. initiators, Information seekers, information
providers, elaborators, summarizers, consensus makers
2. Maintenance roles: carried out to ensure that group members maintain good relations Ex. harmonizers, compromisers, gatekeepers,
encouragers
Size
The smaller the group the faster the productivity. (groups consisting of 7 individuals)
The larger the group the slower the productivity, but better for gaining diverse input.
(groups consisting of 12 or more individuals)
Flexibility
Individuals who can complete more then one task or another individual’s task.
Context
Three factors that are most significant:
1. Presence of adequate resources
2. Effective leadership
3. Performance evaluation/Reward system
Adequate Resources support from management and the organization This includes:
Technology Staffing Assistance Encouragement Information
Leadership This includes looking after such things as:
Scheduling Workload Skill Development Conflict resolve How to make/modify decisions
higher expectation/positive mood = greater productivity, lower turnover, better performance
Performance Evaluation and Rewards
getting a member to be individually/jointly accountable
Some evaluations of performance: Team results Effectiveness/Team functioning Personal effectiveness
Process
Variables of the group include: Common purpose Specific Goals Efficacy Accountability: Conflict and Social Loafing
Common Purpose provides direction, momentum, and commitment for
members broader then a goal
Specific Goals facilitate clear communication help maintain employees focus on achieving results set milestones
Team Efficacy Success breads success Cohesiveness helps build team efficiency
High Productivity
Moderate Productivity
Low Productivity
Moderate to Low Productivity
Cohesiveness
Performance Norms
Low
Hig
h
What can be done to increase team efficiency?1. helping the team to achieve small successes and skill training
2. provide training to improve workers technical and
interpersonal skills
Conflict Levels Relationship conflict can effect a teams performance both
positively and negatively. Task conflict can improve team effectiveness.
Social Loafing and Accountability Social loafing is related to the size of the group. Social loafing: tendency for individuals to expend less effort
when working collectively then when working individually Successful teams make members individually and jointly
accountable.
Teams and Workforce Diversity
Advantages & Disadvantages
Teams and Work Force Diversity
Advantages Disadvantages Multiple Perspectives Ambiguity Greater openness to new ideas Complexity Multiple interpretations Confusion Increase creativity Miscommunication Increase Flexibility Difficulty reaching agreements Increase problem-solving skills Difficulty agreeing on
specific actions
Beware! Teams Aren’t Always the Answer
How do you know if teams are for you ?
Three tests can be applied
1. Can the work be done better by more then one person.
2. Does the work create a common purpose or set of goals for the people in the group that is more than aggregate of individual goals.
3. Are members of the group interdependent.