Teams vs. Groups
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COMMERCE 2BA3 ORGANIZATIONAL BEHAVIOUR Class 5 Groups and Teamwork
Dr. Christa Wilkin
Brain Teasers 2
LANG4UAGE
search and
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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
8
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
9
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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