Date post: | 23-Dec-2015 |
Category: |
Documents |
Upload: | neal-henderson |
View: | 218 times |
Download: | 0 times |
Chapter 8
TeamDynamics
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
8-2
Teamwork at Reckitt Benckiser
From self-led production teams in the UK to volunteering and extreme hiking team-building activities in Brazil (as shown in this photo), household products manufacturer Reckitt Benckiser thrives on a team spirit.
8-3
What are Teams?
Groups of two or more people Exist to fulfill a purpose Interdependent -- interact and influence each other Mutually accountable for achieving common goals Perceive themselves as a social entity
8-4
Many Types of Teams
• Departmental teams
• Production/service/ leadership teams
• Self-directed teams
• Advisory teams
• Task force (project) teams
• Skunkworks
• Virtual teams
• Communities of practice
8-5
Informal Groups
Groups that exist primarily for the benefit of their members
Reasons why informal groups exist:1. Innate drive to bond
2. Social identity -- we define ourselves by group memberships
3. Goal accomplishment
4. Emotional support
8-6
Advantages/Disadvantages of Teams
Advantages1. Make better decisions, products/services
2. Better information sharing
3. Increase employee motivation/engagement- Fulfills drive to bond- Accountable to team members, who monitor performance- Team members are benchmarks of comparison
Disadvantages1. Individuals better/faster on some tasks
2. Process losses
3. Social loafing
8-7
How to Minimize Social Loafing
Make individual performance more visible• Form smaller teams• Specialize tasks• Measure individual performance
Increase employee motivation• Increase job enrichment• Select motivated employees
8-8
Team Effectiveness Model
• Task characteristics
• Team size
• Team composition
Team Design
• Accomplish tasks
• Satisfy member needs
• Maintain team survival
TeamEffectiveness
• Team development
• Team norms
• Team cohesiveness
• Team trust
Team Processes
•Rewards
•Communication
•Org structure
•Org leadership
•Physical space
Organizational and Team Environment
8-9
PSA Peugeot Citroën’s Team Space
PSA Peugeot Citroen, Europe’s
second largest automaker, set
up an “obeya room” (shown
here) to speed up team decision
making. The room, which is
plastered with charts and notes
on key issues, creates a unique
team environment that
encourages face-to-face
interaction to quickly resolve
those issues.
8-10
Organization/Team Environment
Reward systems
Communication systems
Organizational structure
Organizational leadership
Physical space
8-11
Team’s Task Characteristics
Teams are better at tasks that:• are sufficiently complex (require teamwork)• can be divided into more specialized roles
requiring frequent coordination • are well-structured (easier to coordinate)
Teams preferred with higher task interdependence• Extent that employees need to share materials,
information, or expertise to perform their jobs.
8-12
Levels of Task Interdependence
Sequential
Pooled
Reciprocal
Resource
A B C
A B C
A
B C
High
Low
8-13
Team Size
Smaller teams are better because:• need less time to coordinate roles and resolve
differences• require less time to develop• more member involvement, thus higher
commitment
But team must be large enough to accomplish task
8-14
Team Composition
Effective team members must be willing and able to work on the team
Effective team members possess specific competencies(5 C’s in diagram)
Coordinating•Align work with others
•Keep team on track
Communicating•Share information freely, efficiently, respectfully
•Listen actively
ConflictResolving
•Diagnose conflict sources
•Use best conflict-handling strategy
Comforting•Show empathy•Provide psych comfort
•Build confidence
Team Member Competencies
8-15
Team Composition: Diversity
Team members have diverse knowledge, skills, perspectives, values, etc.
Advantages• view problems/alternatives from different perspectives • broader knowledge base• better representation of team’s constituents
Disadvantages• take longer to become a high-performing team• more susceptible to “faultlines” • increased risk of dysfunctional conflict
8-16
Existing teams might regress back to an earlier stage of development
Forming
Storming
Norming
Performing
Adjourning
Stages of Team Development
8-17
Team Development asMembership and Competence
Two central processes in team development
1. Team membership formation • Transition from “them” to “us”• Team becomes part of person’s social identity
2. Team competence development• Forming routines with others• Forming shared mental models
8-18
Team Roles
A set of behaviors that people are expected to perform
Some formally assigned; others informally
Informal role assignment occurs during team development and is related to personal characteristics
8-19
Team Building
Formal activities intended to improve the team’s development and functioning
Types of team building• Clarify team’s performance goals• Improve team’s problem-solving
skills• Improve role definitions• Improve relations
8-20
Team Norms
Informal rules and shared expectations team establishes to regulate member behaviors
Norms develop through:• Initial team experiences • Critical events in team’s history • Experience/values members bring to the team
8-21
Preventing/Changing Dysfunctional Team Norms
State desired norms when forming teams
Select members with preferred values
Discuss counter-productive norms
Introduce team-based rewards that counter dysfunctional norms
Disband teams with dysfunctional norms
8-22
Team Cohesion
• The degree of attraction people feel toward the team and their motivation to remain members
• Both cognitive and emotional process
• Related to the team member’s social identity
8-23
Teamsize
Memberinteraction
• Smaller teams tend to be more cohesive
• Regular interaction increases cohesion• Calls for tasks with high interdependence
Membersimilarity
• Similarity-attraction effect• Some forms of diversity have less effect
Influences on Team Cohesion
8-24
Teamsuccess
External challenges
• Successful teams fulfill member needs• Success increases social identity with team
• Challenges increase cohesion when not overwhelming
Somewhat difficult entry
• Team eliteness increases cohesion• But lower cohesion with severe initiation
Influences on Team Cohesion (con’t)
8-25
Team Cohesion Outcomes
1. Motivated to remain members
2. Willing to share information
3. Better social support
4. Resolve conflict effectively
5. Better interpersonal relationships
6. Better performance But only if norms are aligned with org goals Also, effect of performance on cohesion might be
stronger than vice versa
8-26
Team Norms Support
CompanyGoals
Team Norms Oppose
CompanyGoals
High Team Cohesion
Low Team Cohesion
Team Cohesion and Performance
Low taskperformance
Moderatelyhigh task
performance
Moderatelylow task
performance
High taskperformance
8-27
Trust in Teams
Positive expectations one person has of another person in situations involving risk
Three levels of trust
Swift trust• New team members tend to have moderate or
higher trust in co-workers• Trust is fragile in new relationships – based on
assumptions, not experience – so easily broken
8-28
Three Levels of Trust
Identification-based Trust
Knowledge-based Trust
Calculus-based Trust
High
Low
8-29
Self-Directed Teams at Whole Foods Markets
Whole Foods Markets organizes employees around self-directed teams, responsible for a particular store area. These teams have considerable autonomy to operate their store section.
8-29
8-30
Self-Directed Teams Defined
Cross-functional groups organized around work processes, that complete an entire piece of work requiring several interdependent tasks, and that have substantial autonomy over the execution of those tasks.
8-30
8-31
Self-Directed Team Success Factors
Responsible for entire work process
High interdependence within the team
Low interdependence with other teams
Autonomy to organize and coordinate work
Work site and technology support team communication/coordination
8-32
Virtual Teams
Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks
• Increasingly possible because of:- Information technologies- Knowledge-based work
• Increasingly necessary because of:- Organizational learning- Globalization
8-33
Virtual Team Success Factors
Member characteristics• Communication technology skills• Self-leadership skills• Emotional intelligence
Flexible use of communication technologies
Fairly high task structure
Opportunities to meet face-to-face
8-34
Team Decision Making Constraints
Time constraints• Time to organize/coordinate• Production blocking
Evaluation apprehension• Belief that others are silently evaluating you
Peer pressure to conform• Suppressing opinions that oppose team norms
Groupthink• Tendency in highly cohesive teams to value consensus
at the price of decision quality• Concept losing favor – study specific elements
8-35
General Guidelines forTeam Decisions
1. Team norms should encourage critical thinking
2. Sufficient team diversity
3. Ensure neither leader nor any member dominates
4. Maintain optimal team size
5. Introduce effective team structures
8-36
Constructive Conflict
People focus their discussion on the issue while maintaining respectfulness for others having different points of view.
Problem: constructive conflict easily slides into personal attacks
8-37
Brainstorming
Team structure in which participants try to think up as many ideas as possible.
Four specific rules to follow• Speak freely• Don’t criticize• Provide as many ideas as possible• Build on others’ ideas
Dismissed by research, but embraced by some of the world’s most creative firms• Reason: Brainstorming works under specific conditions
but lab studies haven’t replicated those conditions
8-38
Evaluating Brainstorming
Strengths• Produces more creative ideas (under some conditions)• Less evaluation apprehension when team supports a
learning orientation• Strengthens decision acceptance and team
cohesiveness• Sharing positive emotions encourages creativity
Weaknesses• Production blocking still exists• Evaluation apprehension exists in many groups
8-39
Electronic Brainstorming
Relies on networked computers to submit and share creative ideas
Strengths -- more creative ideas, minimal production blocking, evaluation apprehension, or conformity problems
Limitations -- too structured and technology-bound
8-40
Describeproblem
IndividualActivity
TeamActivity
IndividualActivity
Write downpossiblesolutions
Possiblesolutionsdescribedto others
Vote onsolutionspresented
Nominal Group Technique
Chapter 8
TeamDynamics