Teams vs. Groups

January 22, 2018 | Author: Anonymous | Category: Science, Health Science, Neurology
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COMMERCE 2BA3 ORGANIZATIONAL BEHAVIOUR Class 5 Groups and Teamwork

Dr. Christa Wilkin

Brain Teasers 2

LANG4UAGE

search and

I'm world

thought an

Last Class 3

 

Content and process theories of motivation Money and job design as a motivator

THIS CLASS  Groups and teamwork

Agenda 4

    

Team development Team structure Team decision-making Types of teams Ultimate Student Chair task

5

CH 7: GROUPS AND TEAMWORK

Question 6

What is your best/worst team experience?  Describe the behaviours of team members/ team as a whole and what made it so good/bad?

Teams vs. Groups 7



Teams are generally distinguished from groups by:  Team

goals: groups don’t need to have goals  Shared leadership  Shared accountability  Self-developed mission  Continuous problem-solving 

Formal vs. Informal  Established

by organizations vs. emerging naturally  E.g., work on project vs. play on softball team

Typical Stages of Team Development

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 



Teams develop through a series of stages over time Each stage presents the members with a series of challenges they must master in order to achieve the next stage Not all teams go through these stages

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Individual Task: Put the Stages in Order 

 





Storming: Conflict often emerges; sorting out roles and responsibilities is often at issue Adjourning: Group disperses after achieving goals Forming: What are we doing here?, what are others like?, what is our purpose? Performing: The group devotes its energies toward task accomplishment Norming: Norms are agreed on and the group becomes more cohesive

Punctuated Equilibrium Model 10

How teams with deadlines are affected by first meetings and crucial midpoint transitions  Phase 1: first meeting to midpoint of existence, little progress is made  Midpoint Transition: need to move forward is apparent  Phase 2: decisions and approaches are played out 

Comparing Both Models 11

Team Structure 12

 

What is the ultimate team size? Additive Task 



Disjunctive Task 



Team performance is dependent on the sum of the performance of individual members

Team performance is dependent on the performance of the best member

Conjunctive Task 

Team performance is limited by the performance of the poorest member

Team Size 13



As groups become larger, they suffer process losses  Performance

difficulties that result from the problems of motivating and coordinating larger groups

Diversity in Teams 14

 Diverse

teams might take longer to do their forming, storming and norming  Diverse teams sometimes perform better when the task requires cognitive, creativity-demanding tasks and problem solving rather than routine work

Question 15



When will teams perform better than individuals?

Teams vs. Individuals 16

 

Group members differ in skills and abilities Some division of labour can occur

Quiz Question 17

One reason for members reporting less satisfaction in larger groups is A) individual members can identify less easily with the success of the group. B) opportunities for participation increase in larger groups. C) people are less inhibited about participating in larger groups. D) conflict and dissension are less likely in larger groups. E) they have more time to develop friendships with other group members.

Team Norms 18

  

Acceptable standards of behaviour within a team Agreed upon by members Relate to  Performance

 e.g.,

how hard to work  Appearance  Social interaction  Allocation of resources  e.g., assignments

Team Roles 19





Positions in a group that have a set of expected behaviours attached to them Role ambiguity 



Lack of clarity of job goals or methods

Role Conflict 

Exists when faced with incompatible role expectations 



Something unethical, demands in other roles at home

Both can result in job disatisfaction, stress reactions, lower commitment, and turnover

Team Cohesiveness 20





The degree to which a group is especially attractive to its members. Increase cohesiveness:  Threat:

External threat to the survival of a group  Success: Groups become more cohesive when they successfully accomplish an important goal  Size: Larger groups have a more difficult time becoming and staying cohesive  Toughness of initiation: Groups that are tough to get into tend to be more attractive than those easy to join

Team Cohesiveness 21



Consequences of Cohesiveness  More

participation in group activities  More conformity  More success  In

more cohesive groups, individual performance is similar

Question 22



What is social loafing?

Social Loafing 23





Members exert less effort when working in teams than working alone Factors that affect:  Team

size (+)  Team produces single output (e.g., report) (+)  Interestingness of the task (-)  Importance of objective (-)  Value team membership and objectives (-)

How to Manage Social Loafing 24

 

Discuss expectations Make individual performance more visible  Specialize  Feeling



not be aware of poor performance

Make tasks more interesting and important  Divide



that inputs are necessary for team success

Increase performance feedback  Might



tasks

tasks based on expertise and preference

Punishment warnings in advance (deter)

Question 25



Why would you want to use groups to make decisions rather than individuals?

Group Decision Making 26

 Groups

or teams can make higher-quality decisions than individuals  Generate

 Increases

more ideas and evaluate them better

decision acceptance and commitment

Disadvantages 27

Time  Conflict  Domination  Groupthink 

Groupthink (Teamthink) 28







The capacity for group pressure to damage the mental efficiency, reality testing, and moral judgment of decision making groups Develops because of too much cohesiveness, concern for approval and isolation of the group E.g., video of Asch experiment

Video Clip 29



Challenger Disaster

Question 30



Take a moment to think about three concepts from the lecture that you can apply to your groups

Types of Teams 31



Process-improvement teams 



Self-managed teams 



e.g., Teams in class

Cross-functional 



e.g., Team to improve efficiency of manufacturing a product

e.g., Team with people from HR, marketing, accounting

Virtual Teams 

e.g., Team that spans the globe

Ultimate Student Chair 32

Team Simulation Exercise  Simulating a virtual, cross-functional team with a very big challenge  Form teams of 5 people  Representing two separate offices of a full-service consulting company

Ultimate Student Chair 33

Client briefing details on handout

 

 

20 minutes to prepare Each team will have half of its members located on one side of the room and can only communicate with them via email. Five minutes (max) to present your ideas One or two people per team will present to class

Ultimate Student Chair 34



How was the coordination among team members? 

 

and across offices, specifically?

How did you make decisions? What did you do well / not so well?

35

QUESTIONS?

Summary 36

 

Team progress will depend on which stage team is in Teams are not necessarily more effective than individuals  Require

management: Establish norms (expectations), divide up labour/assign roles, build cohesiveness, manage social loafing

Hopefully Together Everyone Achieves More (TEAM)

For Next Class 37



Read chapter 8 on influence, socialization, and culture, and chapter 9 on leadership

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