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Managing Groups and Teams
Module 13
LIS 580: Spring 2006Instructor- Michael Crandall
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Roadmap
Groups and teams
Characteristics of teams
Reasons for team failure Leading teams
Improving team performance
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Groups and Teams
Group
Two or more persons who are interacting in
such a way that each person influences
and is influenced by each other person.
Team
A group of people committed to a common
purpose, set of performance goals, andapproach for which the team members hold
themselves mutually accountable.
G.Dessler, 2003
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Comparing Work Teams and
Work Groups
Prentice Hall, 2002
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The Popularity of Teams
Teams typically outperform individuals when
tasks require multiple skills, judgment, and
experience
Teams are a better way to utilize individualemployee talents
The flexibility and responsiveness of teams is
essential in a changing environment
Empowered teams increase job satisfaction
and morale, enhance employee involvement,
and promote workforce diversityPrentice Hall, 2002
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Types of Work Teams
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Virtual Team
Virtual Team
Groups of geographically and/or organizationally
dispersed coworkers who interact using a
combination of telecommunications andinformation technologies to accomplish an
organizational task.
Virtual teams may be temporary, existing only to
accomplish a specific task. Or they may be
permanent and address ongoing matters.
Membership is often fluid, evolving according to
changing task requirements.
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Group Dynamics
Group Norms
The informal rules that groups adopt toregulate and regularize group members
behavior. Group Cohesiveness
The degree of interpersonal attractivenesswithin a group, dependent on factors like
proximity, similarities, attraction among theindividual group members, group size,intergroup competition, and agreementabout goals.
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What It Takes to Be a Team
Player
Personality
Individualism versus collectivism
Interpersonal Skills
Conflict management skills
Collaborative problem solving skills
Communication skills
Management Skills Develop and establish goals
Control, monitor, provide feedback
Set work roles and assign tasksG.Dessler, 2003
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Team Member Roles
Prentice Hall, 2002
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Challenges to Creating Team
Players
Managers attempting to introduce teams
into organization face the most difficulty:
When individual employee resistance to
teams is strong
Where the national culture is individualistic
rather than collectivist
When an established organization places
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Workforce Diversitys
Effects on Teams
Fresh and multiple perspectives on issues
help the team identify creative or unique
solutions and avoid weak alternatives
The difficulty of working together may make itharder to unify a diverse team and reach
agreements
Although diversitys advantages dissipate with
time, the added-value of diverse teams
increases as the team becomes more
cohesive
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Checklist 13.1
How to Build a Productive Team
Have clear mission/purpose.
Set specific performance goals.
Compose the right team size and mix.
Have an agreed-upon structure appropriate tothe task.
Delegate the authority to make the decisionsneeded, given their mission.
Provide access to or control of the resourcesneeded to complete their mission.
Offer a mix of group and individual rewards.
Foster longevity and stability of membership.
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Characteristics of High-
performing Work Teams
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FIGURE 133
Why Teams Fail: The Leadership, Focus,
and Capability Pyramid
Source: Adaptedfrom Steven
Rayner, Team
Traps: What
They Are, How to
Avoid Them.
National
ProductivityReview. Summer
1996, p. 107.
Reprinted by
permission ofJohn Wiley &
Sons, Inc.
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Checklist 13.2
Symptoms of Unproductive Teams
Nonaccomplishment of goals.
Cautious, guarded
communication.
Lack of disagreement.
Malfunctioning meetings.
Conflict within the team.
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The Challenge of Team
Leadership
Becoming an effective team leaderrequires:
Learning to share information
Developing the ability to trust others Learning to give up authority
Knowing when to leave their teams aloneand when to intercede
New roles that team leaders take on
Managing the teams external boundary
Facilitating the team processPrentice Hall, 2002
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Leading Productive Teams
Team Leader Skills
Coaching, not
bossing
Help define, analyze,and solve problems
Encourage
participation by
others Serve as a facilitator
Team Leader Values
Respecting fellow
team members
Trusting fellow teammembers
Putting the team first
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Team Leader Roles
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Team Leader Behaviors
Druskat, V.U. & J.V. Wheeler. (2004). How to Lead a Self-Managing Team
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Typical Leader Transition
Problems
Perceived Loss of Power or Status
Unclear Team Leader Roles
Job Security Concerns The Double Standard Problem
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Stages of Team Development
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The Leaders Role in Creating a
Self-Managing Team Forming
The teams and their leaders begin working out
their specific responsibilities.
Training is the leaders main task.
Storming
Questions typically arise regarding who is leading
the team and what its structure and purposeshould be.
The leader ensures that team members continue to
learn and eventually exercise leadership skills.G.Dessler, 2003
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The Leaders Role in Creating a
Self-Managing Team (contd) Norming
Team members agree on purpose, structure, andleadership and are prepared to start performing.
The leaders job is to emphasize the need for theteam to temper cooperation with the responsibilityto supervise its own members.
Performing
A period of productivity, achievement, and pride asthe team members work together to get the jobdone.
AdjourningG.Dessler, 2003
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How to Improve Team
Performance Select members for skill
and teamwork.
Establish challengingperformance standards.
Emphasize the tasksimportance.
Assign whole tasks.
Send the right signals.
Encourage social
support. Make sure there are
unambiguous teamrules.
Challenge the group
regularly with fresh facts
and information.
Train and cross-train.
Provide the necessary
tools and material
support.
Encourage emotionally
intelligent team
behavior.
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Providing an Organizational Context
That Supports Teams
Team Work
Approach
Organizational
Structure
OrganizationalSystems
Organizational
Policies
Employee
Skills
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FIGURE 135
Designing Organizations to
Manage Teams
Source: Adapted from James H. Shonk, Team-Based
Organizations (Homewood, IL: Irwin, 1997), p. 36. G.Dessler, 2003
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Pros and Cons of Group Decision
Making
Pros
More points of view
More ways to define the
problem More possible
solutions/alternatives
More creative decisions
Stronger commitment todecisions
Cons More disagreement and
less problem solving
Desire for consensus(groupthink)
Domination by a singleindividual
Less of commitment to
the group decision
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FIGURE 137
Signs That Groupthink May Be a
Problem
Source: Adapted from information provided in Irving James, Group Think: Psychological
Studies of Policy Decisions and Fiascos, 2nd ed. (Boston: Houghton Mifflin, 1982).G.Dessler, 2003
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Improving Group Decision
Making Devils-Advocate Approach
The group appoints a person to prepare
a detailed counterargument that lists
what is wrong with the groups favoredsolution and why the group should not
adopt it.
The aim is to ensure
a full and objective
consideration of the
solution proposal.G.Dessler, 2003
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Improving Group Decision
Making (contd)
Brainstorming
A creativity-stimulating technique in which prior
judgments and criticisms are specifically forbidden
from being expressed and thus inhibiting the freeflow of ideas, which are encouraged.
Brainstorming rules:
Avoid criticizing others ideas until all suggestions are out
on the table. Share even wild suggestions.
Offer many suggestions and comments as possible.
Build on others suggestions to create your own.
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Improving Group Decision
Making (contd)
The Delphi Technique A multistage group decision-making process aimed
at eliminating inhibitions or groupthink through
obtaining the written opinions of experts workingindependently.
Process steps Identify the problem.
Solicit the experts individual opinions on the problem.
Analyze, distill, and then resubmit these opinions to otherexperts.
Continue this process for several more rounds until theexperts reach a consensus.
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Improving Group Decision
Making (contd)
The Nominal Group Technique1. Each group member writes down his or her ideas
for solving the problem at hand.
2. Each member then presents his or her ideas orally,and the person writes the ideas on a board forother participants to see.
3. After all ideas are presented, the entire group
discusses all ideas simultaneously.4. Group members individually and secretly vote on
each proposed solution.
5. The solution with the most individual votes wins.
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Improving Group Decision
Making (contd)
The Stepladder Technique1. Individuals A and B are given a problem to solve,
and each produces an independent solution.
2. A and B develop a joint decision, and meet with C,who has analyzed the problem and arrived at adecision.
3. A, B, and C discuss the problem and arrive at a
consensus decision, and are joined by D, who hasanalyzed the problem and arrived at a decision.
4. A, B, C, and D jointly develop a final groupdecision.
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Improving Group Decision
Making (contd)
How to Lead a Group Decision-MakingDiscussion1. See that all group members participate and
contribute.2. Distinguish between idea getting and idea
evaluation.
3. Do not respond to each participant or dominate the
discussion.4. Direct the groups effort toward overcoming
surmountable obstacles.
5. Dont sit down.G.Dessler, 2003
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Next Time
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Martha Choe, Director of Global Libraries
Program, Bill & Melinda Gates Foundation
Read the articles, and come prepared todiscuss library leadership issues