BUAD 304 Ch. 8 Groups & Teams

competence trust

- Trust of capability - How effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?

communication trust

- Trust of disclosure - How well do people share information and tell the truth?

contractual trust

- trust of character - do people do what they say they are going to do?

characteristics of high performing teams

-shared leadership -strong sense of accountability -alignment on purpose -open communication -high trust -clear role and operational expectations -early conflict resolution -collaboration

trust

The willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you

forming, storming, norming, performing, adjourning

Tuckman's Five-Stage Model of Group Development

norms, group

__________ are more encompassing than roles, which tend to be at the individual level--norms in contrast are applied to the __________

maintenance roles (keeps group together)

__________ roles foster supportive and constructive interpersonal relationships

task roles (keeps group on track)

___________ roles enable the work group to define, clarify, and pursue a common purpose

role

a set of expected behaviors for a particular position

group role

a set of expected behaviors for members of the group as a whole

flexible & efficient

advocates of virtual teams say they are __________ & __________ because they are driven by information and skills

indvidual and team levels

appropriate rewards for collaboration and teamwork motivate at both?

project teams

assembled to tackle a particular problem or task, duration can vary

Ways to build collaborative teams

communicate expectations, set team goals, encourage creativity, build work flow rhythm, leverage team member strengths

ways to build trust

communication, support, respect, fairness, predictability, competence

cross functional team

created with members from different disciplines within an organization, such as finance, operations, R&D

team performance strategies

deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities

team characters

describe how the team will operate, such as through processes for sharing information and decision making

benefits of virtual teams

reduced real estate costs, ability to leverage diverse knowledge, skills, and experience across geography

comprehensive interdependence

requires the highest level of interaction and coordination among members. Each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.

team

small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves collectively accountable

social loafing

tendency for individual effort to decline as group size increases

group cohesiveness

the "we feeling" that binds members of a group together, is the principal by-product of stage 3

team adaptive capacity

the ability to make needed changes in response to demands put on the team

collaboration

the act of sharing information and coordinating efforts to achieve a collective outcome

team composition

the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members

task interdependence

the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks

outcome interdependence

the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

storming stage

the second stage in group development, individuals test leaders' policies and assumptions as they try to decide how they fit into the power structure

the potential for mutual interaction and mutual awareness

the size of a group is limited by?

committed, collaborative, competent

three Cs of being a team player

trust in employees, honesty/authenticity, great team-building skills

three traits of most admired bosses

group

two or more freely interacting individuals who share norms and goals and have a common identity

work team

well defined and common purpose, are more or less permanent, and require complete commitment of their members

criticism, ostracism, rejection by group

what do noncomformists experience in a group?

norming

what do the others expect me to do? can we agree on roles and work as a team?

the influence of the group on the individual of expectations and norms

what is peer pressure?

storming

whats my role here? why are we fighting over who is in charge and who does what?

adjourning

whats next? can we help members transition out?

- leadership becomes a shared activity - group develops its own purpose - accountability shifts from strictly individual to both individual & collective

when does a group become a team?

disruptive technology

why might punctuated equilibriums occur?

reciprocal interdependence

work completed by different jobs or groups working together in a back-and-forth manner

sequential interdependence

work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job

virtual teams

work together over time and distance via electronic media to combine effort and achieve common goals

objectives (goals)

you should create teams with the composition to match the desired?

Reina Seven-Step Model for Rebuilding Trust

1) acknowledge problem 2) discuss feelings and emotions 3) give & get support to others 4) shift from victim to looking at options & choices 5) take responsibility 6) forgive self & others 7) let go & move on

characters and strategies, composition, capacity

3 Cs of effective teams

norm

An attitude, opinion, feeling, or action shared by two or more people that guides behavior

forming stage

The stage that occurs when team members define the task that is to be done and how that task is to be accomplished, setting the ground rules for the team.

obstacles of virtual teams

difficulty establishing team cohesion, work satisfaction, trust, cooperative behavior, & commitment to team goals

valuable lessons learned

during adjourning stage, leaders need to emphasize?

a high tolerance for uncertainty

during forming & storming, teams perform better when members have?

creativity

early conflict in product development teams can boost?

informal group

exists when the members overriding purpose in getting together is friendship or a common interest

organizational & individual

formal groups fulfill which two basic functions?

friendship & acceptance

group members positively reinforce those who adhere to roles and norms with?

punctuated equilibrium

groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. the group then establishes and maintains new norms of functioning, returning to equilibrium

self-managed teams

groups of workers who have administrative oversight over their work domains

performing

how can I best perform my role? can we do the job properly?

forming

how do I fit in? why are we here?

limit group size, ensure equity of effort, hold people accountable

how to guard against social loafing?

pooled interdependence

interdependence that requires little or no interaction with other teammates to get to goal

formal group

is assigned by an organization or its managers to accomplish specific goals (work group)

nah fam

is there a substitute for face to face contact?

lack of trust

key factor of employee turnover

order and allow groups to function more efficiently

norms help create?

accountability

outside managers and leaders maintain indirect __________ of self managed teams

open communication, string cooperation, lots of helping behavior

performing stage is often characterized by?