The Shared perception of how a team should operate to accomplish it’s goals.
Patterns of interaction, norms, and member roles all included in team culture.
Leaders should establish an appropriate culture early on in the team’s life.
Collaborative culture.
Relates to team support or the availability of helping behavior within a team.
TEAM CULTURE
Role Modeling.
Participation and innovation.
Provides a way to unite team members who have different views.
TEAM CULTURE
Refers to the shared values, beliefs, and norms of an organization.
Customs, Rituals, and traditions help reveal underlying values that guide organizational decision making. (Deal & Kennedy)
Focuses on shared meanings and beliefs of an organization. (Davis)
Determines the group norms and behavioral patterns of employees. (Kilmann & Saxon)
ORGANIZATIONAL CULTURE
All members of an organization share it’s organizational culture.
Culture refl ects the shared learning by members that contains cognitive, behavioral, and emotional elements.
Also eff ects the internal operations of the organization
and how it reacts to the outside environment.
Organizations are not uniform.
Organizations may be characterized by how integrated their subcultures are.
ORGANIZATIONAL CULTURE
Encourages employee involvement.
Better relations between teams.
Two types of organization that effect use of teams.
Control cultures and commitment cultures.
ORGANIZATIONAL CULTURE AND TEAMWORK
Status and power drive the control strategy. The relations among people are adversarial and untrusting.
Commitment reduces the number of organizational levels of authority, and adopts methods to encourage open communication to operate successfully.
Teams operate better in a commitment based organization.
Critical for organizational culture to support
collaborative work to achieve success.
ORGANIZATIONAL CULTURE AND TEAMWORK
Look at your index card (should be marked 1 or 2)
“1”s go to one side, and “2”s go to the other
Each side will have someone be selected as “the boss”
Boss – come and get the directions for your team
Rules Create the greatest
invention ever! Your team must only
follow the rules on the paper provided to your boss
You will have 5 minutes to create your team’s invention
GOOD LUCK!
TIME FOR AN ACTIVITY!
Plot Twist!There are four members from each team who have a star on the index card
Those four individuals must switch to the other team
They must now adapt to the cultures of their new teams, but are not allowed to specifically ask what the new rules are
Continue creating your invention for 3 more minutes with these new team members
ACTIVITY PART 2
Three dimensions of organizational cultures: Individualism Versus Collectivism
Power Versus Status
Uncertainty and Risk Avoidance
DIMENSIONS OF INTERNATIONAL CULTURE
IndividualismHave loose ties with one another
Only responsible for themselves/their families
Seek individual achievement and recognition
CollectivismValue the ties between people
Expected to look after one another
Self-interest < the interests of the social group or team
INDIVIDUALISM VS COLLECTIVISM
Power The degree to which people in a culture accept
unequal power High-power:
Status oriented Large power and status differences are acceptable What are some pros and cons?
Low-power Egalitarian People are less willing to accept the authority of others on the
basis of the positions they hold Team members take initiative What are some pros and cons?
POWER AND STATUS
Uncertainty is the degree to which people feel threatened by change
There are either risk-taking cultures or risk-avoidance cultures
Risk-taking:Value change, tend to be action-oriented, do not plan change in advance, and are open to new ideas
Risk-avoidance:Value social harmony, conflict is inappropriate, stability is valued
UNCERTAINTY AND RISK AVOIDANCE
Cultures have different meanings of:Teams at workTeam successOperation of trust
Japan – personal ties U.S. – common group
identity and performance
INTERNATIONAL DIFFERENCES IN TEAMWORK