scandura ppt 09

CHAPTER 9:GROUP

PROCESSES AND TEAMS

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 2

AGENDA• Group vs. team• Team development• Team effectiveness• Team decision making• Team challenges


WHY TEAMS MATTER:“THE ORANGE REVOLUTION”• Teams help with• Creativity• Lean workforces• Commitment• Employee learning• Productivity


WHAT IS A TEAM? A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable.


GROUPS VS. TEAM• Work group—interacts primarily to share information and make decisions to help one another perform within each member’s area of responsibility

• Work team—generates coordinated effort; individual efforts result in a level of performance greater than the sum of individual inputs


• A work group interacts to share information with other members of the group • Not responsible for a collective work

product• A work team’s members

depend on one another and must interact to create something that no one person on the team could create.

• Work teams create Synergy

GROUP VS. TEAM (CONTINUED)


WORK TEAMSWhy are teams so popular?• Increased competition forced

restructuring for efficiency and effectiveness• Teams may:• Better utilize employee talents• Be more flexible and responsive

to change• Increase motivation


TEAM PURPOSE

• Shared purpose• Specific goal• Feedback process• Team charter


STAGES OF TEAM DEVELOPMENT

1 •Forming:•Uncertainty about purpose, structure, and leadership

2 •Storming:•Intragroup conflict as members resist constraints

3 •Norming:•Group is cohesive with strong group identity

4 •Performing:•Group fully functional and working toward goals

5 •Adjourning:•For temporary groups: breaking up


PUNCTUATED EQUILIBRIUMTransition between an earlier phase of

inactivity of a team followed by a second phase of significant acceleration toward task completion


TEAM PERFORMANCE CURVE

Sources: Adapted from: Katzenbach, J. R. & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization. NY: Harper Business; Tuckman, B. (1965) Developmental Sequence in Small Groups. Psychological Bulletin, 63, 384–399; Tuckman, B. & Jensen, M. (1977) Stages of Small Group Development. Group and Organizational Studies, 2, 419–427.


DETERMINING TEAM EFFECTIVENESS• Leaders must measure output to determine effectiveness.• Output can be defined differently.

MODEL OF TEAM EFFECTIVENESS

13

Source: 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, 23, 239–290.


ADDITIONAL EFFECTIVENESS MEASURES• Team learning• Team creativity


COHESION• Cohesion: Team spirit experienced in high-performing teams• Cohesive groups perform better because they are more motivated and able to organize tasks around a common goal


IS YOUR GROUP COHESIVE?• How well do members get along with each

other?• How well do members stick together (i.e.,

remain close to each other)?• Would you socialize with the members of your

group outside of class? • How well do members help each other on the

project?• Would you want to remain a member of this

group for future projects or in future courses?


TEAM NORMS

• Defined as informal and interpersonal rules that team members are expected to follow• May be explicit or implicit


TEAM METRICS• Task metrics—the “what” of teamwork• Process metrics—the “how” of

teamwork• Individual development metrics—

the “learning” in teamwork (how much individuals are developing new skills and learning from being on the team)


TEAM MENTAL MODELS

• Team members’ shared, organized understanding and mental representation of knowledge about key elements of the team’s relevant environment


TEAM MENTAL MODELS(CONTINUED)• Serve 3 Functions

1. Allow team members to interpret information similarly

2. Shared expectations concerning the future

3. Develop similar reasoning as to why something happens

TEAM MENTAL MODELS

•

Source: Mohammed, S., Ferzandi, L., & Hamilton, K. (2010). Metaphor no more: A 15-year review of the team mental model construct. Journal of Management, 36(4), 876–910. p. 892.


TEAM DECISION MAKINGStrengths

Generate more complete information and knowledge

Increased diversity of views

Increased acceptance of a solution

Weaknesses Takes longer Conformity

pressures Discussions can be

dominated by one or a few members

Ambiguous responsibility for the final outcome


TEAM DECISION-MAKING OPTIONS• Participation in decisions• Brainstorming• Consensus• Multi-voting• Nominal group technique• Stepladder


BRAINSTORMING• Separates idea generation from evaluation• Produces many new ideas• Stimulates creativity• Group meets together• Much group interaction


ONCE BRAINSTORMING IS COMPLETED• Capture all the ideas• Prioritize them•Discuss key ideas•Decide on a course of action


CONSENSUS

• Discussing ideas and deferring final decision until everyone can say they have been heard and will support the final decision•


MULTI-VOTING1. Display the list of options2. Number (or letter) all items3. Decide how many items must be on the final list4. Working individually, each member selects five items 5. Tally the votes6. If a decision is clear, stop7. Repeat voting process steps 4 and 5 until decision reached.


NOMINAL GROUP TECHNIQUE• 1. Each team member writes ideas on 3x5 cards • 2. Each member presents one idea to the team. Cards

collected and redistributed randomly to team first• 3. Discussion continues until all ideas heard /

recorded• 4. Team discusses ideas and asks clarification

questions• 5. Each team member silently ranks ideas

independently. Highest ranking item is team decision.


STEPLADDER• 1. Present the task• 2. Two-member discussion• 3. Add one member• 4. Repeat by adding one member at a time• 5. Final decision by consensus


TEAM CHALLENGES

• Groupthink• Social Loafing


GROUPTHINKConformity-seeking tendency of the group that results in compromised decision making Symptoms of groupthink are• Group rationalization• Direct pressure• Suppression (keeping silent) • Illusion of unanimity


MINIMIZING GROUPTHINK

• Limit group size (≤10)• Encourage group leaders to actively seek input from all members and avoid expressing their own opinions• Appoint a “devil’s advocate”


CHALLENGES TO TEAMWORKSocial loafing• Reduction in motivation and effort when individuals work collectively compared with when they work individually or coactively.• Occurs in larger teams


VIRTUAL TEAMS• Team members are geographically

dispersed and meet through electronic methods• Unique challenges:• Take more time to get things done• Technology problems• Have Less social support• Share less information

Leadership Practices of Virtual Team Leaders

How do Virtual Team Leaders do it?

1. Establish and Maintain Trust Through the Use of Communication Technology

• Focusing the norms on how information is communicated • Revisiting and adjusting the communication norms as the team

evolves (“virtual get-togethers”) • Making progress explicit through use of team virtual workspace • Equal “suffering” in the geographically distributed world

2. Ensure Diversity in the Team is Understood, Appreciated, and Leveraged

• Prominent team expertise directory and skills matrix in the virtual workspace

• Virtual sub-teaming to pair diverse members and rotate sub-team members

• Allowing diverse opinions to be expressed through use of asynchronous electronic means (e g. electronic discussion threads)

VIRTUAL TEAM LEADERSHIP

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications.



3 Manage Virtual Work-Cycle and Meetings

• All idea divergence between meetings (asynchronous idea generation) and idea convergence and conflict resolution during virtual meetings (synchronous idea convergence)

• Use the start of virtual meeting (each time) for social relationship building

• During meeting—ensure through “check-ins” that everyone is engaged and heard from

• End of meeting—ensure that the minutes and future work plan is posted to team repository

4 Monitor Team Progress Through the Use of Technology

• Closely scrutinize asynchronous (electronic threaded discussion and document postings in the knowledge repository) and synchronous (virtual meeting participation and instant messaging) communications patterns

• Make progress explicit through balanced scorecard measurements posted in the team’s virtual workspace





5. Enhance External Visibility of the Team and its Members

• Frequent report-outs to a virtual steering committee (comprised of local bosses of team members)

6. Ensure Individuals Benefit from Participating in Virtual Teams

• Virtual reward ceremonies • Individual recognition at the start of each virtual meeting • Making each team member’s “real location” boss aware of the

member’s contribution




LEADERSHIP IMPLICATIONS• Team leadership matters• Empower the team• Avoid social loafing and groupthink• Use appropriate team decision-making methods

OPEN-ACCESSSTUDENT RESOURCES• Checklist action plan

• Learning objective summaries

• Mobile-friendly quizzes

• Mobile-friendly eFlashcards

• Video and multimedia resources

• SAGE journal articles

edge.sagepub.com/scandura

scandura ppt 09

Economy & Finance