Management Chapter 11 - Teams

Production blocking

- group members can't express their thoughts because others are talking

Factors Leading to Group Cohesiveness

-Group size (smaller) 4-5 -Less diverse is better but effectively managed diversity is good -Increased group identity (team name), and winning team -Success -Increased participation

marshmallow challenge

-business grad students perform worse because look for only one way to build the item and strive for power - kindergarden is tallest and most creative because they start with the marshmallow and build prototypes -architects are number 1

Tuckman's 5 stages

1) Forming: 2) Storming: 3) Norming: 4) Performing: 5) Adjourning:

When to use social loafing

1) If there is a clear, engaging reason or purpose 2) If the job can't be done unless people work together 3) If rewards can be provided for teamwork and team performance 4) If ample resources are available 5) If teams will have clear authority to manage and change how work gets done

Ways to reduce social loafing

1) Make individual contributions identifiable when possible 2) Emphasizing the valuable contributors of individual members 3) Keeping group size at appropriate level

Performance Threats

1. Conformity 2. Production blocking 3. Performance matching 4. Social loafing

Potential Productivity depends on

1. Task demands 2. Resources available 3. Team Process

how to rid of deviance

1. act as role models and accept changes. 2. let employees know that there are ways to improve processes and replace norms and 3. encourage group members to assess the appropriateness of norms

Groups

2 or more people who interact with each other to accomplish certain goals or meet needs : specific, overriding team goals/objectives

Actual Productivity

= Potential Productivity + Synergy - Performance Threats

Group/Team leadership

A manager, non-manager, chosen, emerges

High Performance Team

A team that exceeds expectations and performs better than other teams in similar situations

Team Leadership Styles

Autocratic Democratic

Reactions to Norms

CONFORM DEVIATE

Use rewards strategically

Combination of individual and group rewards

Synchronous Technology

Communicate and interact with each other in real time Videoconferencing Teleconferencing Electronic Meetings

Chemistry

Complementary people working toward the same goal.

Command Groups

Composed of subordinates who report to the same supervisor Often called department/unit When top managers design an organization's structure and establish reporting relationships and a chain of command

Practical Guidelines for Success

Define roles and responsibilities Define the team mission and goals Establish ground rules (Norms)

Cohesiveness

Degree to which members are attracted to their group how motivated members are motivated to remain in the team, the degree to which members influence one another. Most important factor that should be considered Positive/Negative Impact on Performance of the group.

Asynchronous Technology

Delay Communication Email Internet Websites

Three types of norms

Descriptive norms Prescriptive Norms Proscriptive norms

When Things Go Wrong

Do not blame others, point fingers, or tell stories Ask what I did to help contribute to the problem Ask what we can do to move toward desired results

Functional Conflict

Encourages differences of opinion Without it, complacency can ensue Example: Devil's advocacy

Teams can...

Enhance Performance Increase Customer Responsivness Increase Innovation Increase employee motivation and satisfaction. END UP BEING a stronger, better-performing work unit.

Groups and Teams Can

Enhance performance Increases responsivness to customers Increases innovation Increases motivation and satisfaction Gain a competitive Advantage.

Group roles

Expectation of who does what and how they do it, as well as who is responsible for what

Establish ground rules (Norms)

For meetings, start and end on time, define the outcome, and follow an agenda

Formal Groups

Formed to achieve organization goals

Types of Informal Groups

Friendship Interest Groups

Conflict in Groups

Functional Conflict Dysfunctional Conflict Conflict is perfectly normal. Can be constructive for the organization.

Motivating a team for high performance

Goal-setting? Establish benefits/rewards for members

Moderate Conformity and Deviance

Good Balance = High Performance.

Low Conformity/High Deviance

Group cannot control its members' behavior Everyone is acting too much on their own and lacks listening to each other. Will Result in Low performance

Stage 4: Performing

Group members work towards getting their job done

Stage 5: Adjourning

Groups may disband, either after meeting their goals or because members leave

High Productivity

High Cohesiveness, High Performance Norms

Low Productivity

High Cohesiveness, Low Performance Norms

Social Loafing

Human tendency to put forth less effort in a group than when they work alone and Thinks somebody else will do their work May see their tasks as unimportant and unidentifiable. Loafing may be expected Can result in lower group performance May even prevent a group from attaining its goals -greater number of people the smaller the contribution any one member of the group will make

Consequences/Outcome of Group Cohesiveness

Increased conformity and participation Increased emphasis on achieving group goals Emphasis on group goal accomplishment As groups become more successful, their cohesiveness tends to increase.

Friendship Groups

Informal Groups that enjoy each other's company and socialize with each other Satisfy employee needs Provide Social Support Can often help them to solve more related problems

How to make a great team

Leadership, Norms and deviance, and Cohesiveness must be balanced

Autocratic

Like a dictator; decides alone; has a lot of control Focuses on tasks Quick decisions

Moderate Productivity

Low Cohesiveness, high performance norms

Moderate to Low productivity

Low Cohesiveness, low performance norms

Reducing social loafing

Make individual contributions identifiable Keep group size at an appropriate level

Research and development teams

Managers in high-tech industries to develop new products. 1) Select members on the basis of expertise and experience in certain area 2) Sometimes cross functional

Stage 2: Storming

Members come to resist control by group leaders and show hostility Voicing of disagreements is encouraged

Stage 1: Forming

Members meet, get to know each other and seek to establish ground rules

Virtual Teams

Members who rarely or never meet face to face and communicate using informational technology As company are becoming global, allows employees to solve problems and explore opportunities without limited geographical location Might include members outside organization - outsourcing Challenge - building a sense of camaraderie and trust

Stage 3: Norming

Members work together, developing close relationships and feelings of camaraderie

Democratic

Participative Leader facilitates the decision-making process Focuses on people; empowerment Can take a long time to make a decision

High Conformity, Low Deviance

People will confirm to norms even the ones that are dysfunctional. Will result in low performance

Dysfunctional Conflict

Personal Destructive Aggression, personal attacks, etc. Counterproductive

Formal Leadership

Position of leadership

Top Management

Responsible to carry out their job autonomously For developing the strategies that result in comparative advantage

Interest Groups

Seek to achieve a common goal related to their membership in an organization. -can signal a need for change and current issues

Norms

Shared guidelines or rules for behavior that most group members follow Shared beliefs about how group members should think and behave Typically unwritten and seldom discussed openly they have a powerful influence on group and organizational behavior.

Virtual teams rely two forms of info technology

Synchronous Asynchronous

Advantages and disadvantages of teams

Synergy Social Loafing Conflicts

Informal Leadership

Take on a leader role

Role making

Taking the initiative to modify an assigned role by assuming additional responsibilities

Team Efffectiveness

Team members are committed to working together again. Commitment to a common purpose.

Disadvantages of Teams

Teams are not always a panacea Teams also Groupthink, minority domination Conflict Social loafers

Conformity

To obtain reward and avoid punishment -To imitate group admired/well-liked group members Internalized the norm and believe it is the right and proper way to behave -propels groups in the right direction

Types of Formal Groups

Top Management Research and development teams Command Groups Task Force Self-Managed Work Teams Virtual Teams

Groups need a decision making process

Use brainstorming to avoid groupthink Utilize diverse members' expertise Decide how to decide

Thought Diversity on Teams

Varied perspectives, talents, and social interaction styles Personality Types Learning Styles

Descriptive norms

What people are doing

Prescriptive Norms

What you should do

Proscriptive norms

What you should not do

Deviance

a member violates a group norm -groups respond with trying to get them to conform, kicking them out, or letting them keep the belief but changing the reform(s). -allows for new ideas in the group

consensus

decision made based on 100% agreement

Teams

group who works to achieve one specific goal or objective: difference in intensity A small number of people with complementary skills committed to a common purpose, set of performance goals approach for which they hold themselves mutually accountable

Attributes

have complementary skills united under a common purpose and goals agree on the approach to the work share accountability for performance

Level of conformity to group norms (consequences of cohesiveness)

result in increasing levels of conformity to deviance. Too much leads to low production

Self-Managed Work Teams

team members are empowered with the responsibility and autonomy (self govern) to complete identifiable pieces of work Let team members decide how to meet their goals. To Improve quality, increase motivation and satisfaction, and lower costs.

For an organization to be effective,

the different groups need to cooperate with each other and to be motivated to achieve organizational goals

Synergy

the interaction or cooperation of two or more organizations to produce a combined effect greater than the sum of their separate effects.

Task Force

to solve a specific problem or accomplish specific goals within a certain period of time

Performance matching

two lowest performing members predicts the performance of a group of four towards the end of the session