Chapter 11: Team Networking and Social Capital

A team's environment includes... (hint: two things)

(1) The organization to which the team belongs to and (2) the clients it serves

Tips to Increase Your Social Capital

- Analyze your social networks - Identify structural holes - Expand the size of the network - Diversify networks - Build hierarchical networks - Recognize gender scripts in networks - Reputation management

Disadvantages of Boundary-Spanning Network

- Greater conflict, both task and relationship - Power struggles

Advantages of a Clique Network

- High cohesion - Loyalty and support - Increased efficiency of decision-making

Advantages of Boundary-Spanning Network

- Leverages diversity - Capitalizes on opportunity - Greater innovation - Earlier promotions - Higher salaries

Disadvantages of a Clique Network

- Redundant communication - Biased communication - Groupthink - Dispensable members

Taskwork Network

Emerges as members are jointly involved

Boundary-Tightening

Focus inward, towards the team

Boundary-Loosening

Focus team members outside the team and organization

Centralization

Refers to the extent to which most of the interaction and communication is centered around one or a few core members while more peripheral members are relatively disconnected

Relationship Strength

Refers to the intensity of dislike

Reciprocity

Refers to whether an individual is the object or source of dislike or if the dislike is reciprocated

Social Distance

Refers to whether the negative tie is direct or indirect

Cognition

Refers to whether the person knows the other person dislikes them

Advice (or Instrumental) Ties

Represent instrumental rather than expressive relationships Represent the exchange of expertise and information necessary to complete one's task

Which is true of Perceived Networks? a. Perceived networks are almost always inaccurate b. Perceived networks do not predict performance c. Perceived networks may predict performance more than actual networks d. Perceived networks are not reliable

c. Perceived networks may predict performance more than actual networks

Organizational Demography

Refers to the composition of teams in terms of their proportion of majority and minority members

Specialization

Refers to the degree to which team members have unique knowledge and expertise

People in teams bond along THREE specific types of ties

1. Friendship 2. Trust 3. Advice

FOUR interplaying characteristics determine the extent to which negative relationships hurt team and organizational effectiveness:

1. Relationship Strength 2. Reciprocity 3. Cognition 4. Social Distance

THREE general types of taskwork and team work network structures

1. Simplex Taskwork Ties 2. Simplex Teamwork Ties 3. Multipliex (Bundled) Ties

At least THREE factors affect the taskwork-teamwork network structure

1. The level of interconnectedness or closure 2. The relative centralization of hierarchy, status, position, and power 3. The extent of specialization

Entrepreneur Network

A less tightly knit group, with contacts in a variety of disparate organizational areas

Information Broker

A person who occupies a key role in a social network by connecting disparate groups of people

Friendship Ties

Close interpersonal ties between people, characterized by positive, amicable relationships

Clique Network

Close-knit, self-contained network

Structural Holes

Functional gaps that exist in organizations They separate non-redundant social contracts in the organization

Neuroticism

How much people worry

Simplex Teamwork Ties

In this configuration, members are involved with teamwork, but there is no corresponding taskwork tie

Multiplex (Bundled) Ties

In this configuration, members share overlapping taskwork and teamwork ties

Simplex Taskwork Ties

In this configuration, members share taskwork, but no teamwork tie exists

Trust Ties

Involve both an affective (emotional) and cognitive (task) perspective

Taskwork

Members' interactions with tasks, tools, machines, and systems to accomplish a team's mission

Role Overload

Occurs when a person has too much work to do in the time available

Not-Invented-Here (NIH) Syndrome

Overvaluing knowledge that comes from in-group members

Idiosyncratic Deals (i-deals)

Personalized employment arrangements negotiated between individual workers and employees, and are intended to be of mutual benefit

Knowledge Sharing

Quickly disperses innovation, reduces unnecessary duplication of effort, and facilitates the implementation of best practices

Closure

Refers to how interconnected team members are Higher interconnectedness = members interact with one another regularly

Leader Centrality-Performance Hypothesis

Team leaders from whom subordinates seek advice or friendship tend to have relatively comprehensive views of the social structure of their teams

Team Social Capital

The configuration of team members social relationships within a group and in the social structure of the broader organization

Teamwork

The process by which team members interact and relate to one another

Human Capital

The skills and knowledge gained by a worker through education and experience

Social Capital

Value managers add to their teams and organizations through their ties to other people The resources available through social networks and elite institutional ties that people can use to enhance their positions