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