Upload
ralf-hubbard
View
212
Download
0
Embed Size (px)
Citation preview
Chapter 7Teams in Organizations
Synergy is the goal
Chapter 7 Study Questions
What are teams and how are they used
in organizations?
When is a team effective?
What are the stages of team
development?
How can we understand teams at work?
7-2Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Team
Group of people brought together to use
complementary skills to achieve a common
purpose for which they are collectively
accountable.
7-3Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Teamwork
Occurs when team
members accept and live
up to their collective
accountability by actively
working together so that
all their respective skills
are best used to achieve
team goals.
7-4Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
What Teams Do
Teams that recommend things
Established to study specific problems and
recommend solutions to them.
Teams that run things
Have formal responsibility for leading organizations
and their component parts.
Teams that make or do things
Work units that perform ongoing tasks.
7-5Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.7-6
Why are teams important in organizations?
Formal teams
› Created and officially designated to
serve a specific organizational
purposes.
› May be permanent or temporary and
vary in size and composition.
Copyright © 2012 John Wiley & Sons, Inc.7-7
Why are teams important in organizations?
Informal groups
› Emerge and coexist as a shadow to the
formal structure and without
any assigned purpose or
endorsement.
› Types of informal groups
Friendship groups
Interest groups
Why are teams important in organizations?
Social network analysis – identifies
the informal groups and networks of
relationships that are active in an
organization.
7-8Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.7-9
Why are teams important in organizations?
Cross-Functional and Problem-Solving Teams
› Cross-functional teams or task forces
Members brought together from different functional departments or
work units to achieve horizontal integration and better lateral
relations.
› Problem-solving teams
Created temporarily to serve a specific purpose by dealing with a
specific problem or opportunity.
› Employee involvement team
Meet regularly to collectively examine important workplace issues
Quality circles meet periodically to discuss and make proposals for
ways to improve quality.
Why are teams important in organizations?
Functional silos problem
Occurs when members of functional units
stay focused on matters internal to their
function and minimize their interactions
with members dealing with other
functions.
7-10Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Employee involvement team
Teams whose members meet regularly to
collectively examine important workplace
issues.
Quality circle - small team that meets
periodically to discuss and develop solutions
relating to quality and productivity.
7-11Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Self-managing teams
Teams are empowered to make the
decisions needed to manage themselves
on a day-to-day basis.
Duties often replace those that were
traditionally performed by the manager.
7-12Copyright © 2012 John Wiley & Sons, Inc.
Figure 7.2 Organizational and Management Implications of Self-Managing Teams
7-13Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Multiskilling
Team members are expected to perform
many different jobs – even all the of the
team’s jobs – as needed.
7-14Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Advantages of self-managing teams
Productivity and quality improvements.
Production flexibility and faster response to
technological change.
Reduced absenteeism and turnover.
Improved work attitudes and quality of
work life.
7-15Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Disadvantages of self-managing
teams
May be hard for some team members to
adjust to the “self-managing”
responsibilities.
Higher-level managers may have problems
dealing with the loss of the first-line
supervisors. 7-16Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Virtual Team Members convene and work
together through computer
mediation rather than
interacting face-to-face .
Can accomplish same tasks
as face-to-face teams, but are
free from geographic barriers.
7-17Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Advantages of virtual teams
Brings together individuals who may be
located at great differences from one another.
Offers obvious cost and time efficiencies.
Focuses task accomplishment and decision
making by reducing the emotional
considerations that may surface in face-to-
face meetings.
7-18Copyright © 2012 John Wiley & Sons, Inc.
Why are teams important in organizations?
Disadvantages of virtual teams
Members of virtual teams can have
difficulties establishing good working
relationships.
The lack of face-to- face interactions limits
the role of emotions and non verbal cues in
the communication process.
7-19Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.7-20
When is a team effective?
Effective Team
› One that achieves high levels of task
performance, member satisfaction,
and team viability.
Copyright © 2012 John Wiley & Sons, Inc.7-21
When is a team effective?
Effective teams achieve high levels of:
› Task performance
Members attain performance goals regarding quantity,
quality, and timeliness of work results.
› Members satisfaction
Members believe that their participation and experiences are
positive and meet important personal needs.
› Team viability
Members are sufficiently satisfied to continue working
together on an ongoing basis.
Copyright © 2012 John Wiley & Sons, Inc.7-22
When is a team effective?
Synergy
› The creation of a whole that is greater
than the sum of its parts.
› Individual can accomplish more
through teamwork than by working
alone.
Copyright © 2012 John Wiley & Sons, Inc.7-23
When is a team effective?
Why teams are good for organizations
› Teams are beneficial as settings where people learn from one
another and share job skills and knowledge.
› The learning environment and the pool of experience within a
team can be used to solve difficult and unique problems.
› Opportunities for social interaction within a team can provide
individuals with a sense of security through work assistance
and technical advice.
› Team members provide emotional support for one another in
times of special crisis or pressure.
› Many contributions individuals make to teams can help
members experience self-esteem and personal involvement.
When is a team effective?
Common team challenges
Social loafing
Personality conflicts
Uncertainty over tasks or competing goals
Poorly defined agendas
Lack of motivation
Perceptions that team lacks purpose
7-24Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.7-25
When is a team effective?
Social loafing
› The tendency of people to work less
hard in a group than they would
individually.
› Reasons for social loafing
Individual contributions are less noticeable in
the group context.
Some prefer to see others carry the
workload.
Copyright © 2012 John Wiley & Sons, Inc.7-26
When is a team effective?
Prevent social loafing
› Keep group size small.
› Redefine roles to make free riders more visible
and peer pressures to perform more likely.
› Increase accountability by making individuals
performance expectations clear and specific.
› Make rewards directly contingent on an
individual’s performance contributions.
Copyright © 2012 John Wiley & Sons, Inc.7-27
When is a team effective?
Social facilitation theory
› Tendency for one’s behavior to be
influenced by the presence of others in
a group or social setting.
Positive result is extra effort when individual
is proficient with the task at hand.
Negative result when the task is unfamiliar or
a person lacks the necessary skills.
Copyright © 2012 John Wiley & Sons, Inc.7-28
Figure 7.3:Five Stages of Team Development
Copyright © 2012 John Wiley & Sons, Inc.7-29
What are the stages of team development?
Forming stage
› Initial entry of members to a team.
› Member challenges
Getting to know each other
Discovering what is considered acceptable
behavior
Determining the group’s real task
Defining group rules
Copyright © 2012 John Wiley & Sons, Inc.7-30
What are the stages of group development?
Storming stage
› A period of high emotionality and
tension among group members.
› Member challenges
Hostility and infighting
Formation of coalitions and cliques
Clarification of members’ expectations
Copyright © 2012 John Wiley & Sons, Inc.7-31
What are the stages of team development?
Norming stage
› The point at which the members really begin
to come together as a coordinated unit.
› Member challenges
Holding team together may over supersede task
accomplishment.
Sense of cohesiveness may discourage minority
views.
Can result in false sense of team maturity.
Copyright © 2011 John Wiley & Sons, Inc.7-32
What are the stages of team development?
Performing stage
› Marks the emergence of a mature,
organized, and well-functioning team
motivated by group goals.
› Member challenges
Continuing efforts to improve relationships
and performance.
Copyright © 2012 John Wiley & Sons, Inc.7-33
Figure 7.4Team Maturity Criteria
Copyright © 2012 John Wiley & Sons, Inc.7-34
What are the stages of team development?
Adjourning stage
› A well-integrated team is able to
Disband when its work is finished.
Work together in the future.
› Particularly important for temporary
teams.
How can we understand teams at work?
The quality of inputs determine the
eventual team effectiveness (TE).
TE =Quality of Inputs + (Process gains – Process
losses)
7-35Copyright © 2012 John Wiley & Sons, Inc.
Open Systems Model of Team Effectiveness
7-36Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.7-37
How can we understand teams at work?
Team effectiveness is affected
by the nature of the task
Different tasks place different
demands on teams.
Well defined tasks contribute
to effectiveness.
Team effectiveness is harder to
achieve with complex tasks.
interaction. Success at complex tasks is a
source of high satisfaction for
team.
Copyright © 2012 John Wiley & Sons, Inc.7-38
How can we understand teams at work?
Nature of task affects outcome
Technical demands of a task
The degree to which a task is routine or not, the level
of difficulty involved, and the information
requirements.
Social demands of a task
Involve the degree to which the issues of
interpersonal relationships, ego, controversies, over
ends and means, and the like that come into play.
Copyright © 2012 John Wiley & Sons, Inc.7-39
How can we understand teams at work?
Team size
› Can have an impact on a team’s
effectiveness.
› As team size increases, performance and
member satisfaction increase up to a
point.
Team composition
The mix of abilities, skills, personalities, and
experiences that the members bring to the
team.
Copyright © 2012 John Wiley & Sons, Inc.7-40
How can we understand teams at work?
Team composition
› The mix of abilities, skills,
personalities, and experiences that
the members bring to the team.
Copyright © 2012 John Wiley & Sons, Inc.7-41
How can we understand teams at work?
FIRO-B Theory (“fundamental interpersonal
orientation”)
› Identifies differences in how people
relate to one another in groups.
› Individual difference determine needs
to express and receive feelings of
inclusion, control, and affection.
How can we understand teams at work?
Status
A person’s relative rank, prestige or social
standing.
Status congruence
Occurs when a person’s position within the
team is equivalent in status to positions
the individual holds outside of it.
7-42Copyright © 2012 John Wiley & Sons, Inc.
How can we understand teams at work?
Diversity and Team Performance Team diversity – consists of different values,
personalities, experiences, demographics, and cultures
among members.
In homogeneous teams, members are very similar to
one another.
In heterogeneous teams, members are very dissimilar,
teamwork problems are more likely.
7-43Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2011 John Wiley & Sons, Inc.7-44
How can we understand teams at work?
Diversity-Consensus Dilemma
The tendency for diversity to make it harder
for team members to work together, even
though the diversity itself expands the skills
and perspectives available for problem
solving.
Collective Intelligence
The ability of a group or team to perform well
across a range of tasks.
Figure 7.6: Member Diversity, Stages of Team Development, and Team Performance
9-45Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.7-46
How can we understand teams at work?
Group or team dynamics
› Forces operating in teams that affect
the way members relate to and work
with one another.