Chapter 14: Team Effectiveness

organizational structures individual contribution

Mickan and Rodger gave more specific descriptions of inputs that determine effective performance which they divided into two

work team

a collection of three or more individuals who interact intensively to provide an organizational product, plan, decision, or service; a special type of work groups responsible for achieving goals or objectives

cultural psychology

according to Jocano, organizations must include in their respective managerial styles the ... of people who compose their organization

individual team environment

antecedent factors

problems

arise when members engage in behaviors that runs counter to its goal of achieving team objectives or that makes group processes ineffective

Input-Process-Output Framework

assumes that there are antecedent factors that facilitate or hinder teamwork which in turn determine the results of team activities

resourcefulness

becomes a critical characteristic of members in teams that have limited means

roles

behaviors demonstrated or adopted based on the expected functions of a position

social loafing conformity groupthink

behaviors that runs counter to its goal of achieving team objectives or that makes group processes ineffective

liaison function

bring in ideas and resources from outside of the team and develop relationships with external entities that may be useful in achieving team goals

cultural framework

by Hofstede; our thinking is partly conditioned by factors of national culture

storming

characterized by conflict and polarization around interpersonal issues, with concomitant emotional responses in the task sphere

culture

collective mental programming

interaction in teams

concentrated and continuous and it includes both task-oriented action as well as relationship-sustaining action

"we feeling"

conforming to group norms may create a ... that engenders cohesiveness

team effectiveness

core of theory and research; a team has this if its output meets and exceeds the need/s for which it was established

output

criteria to assess the effectiveness of team actions; can either be performance outcomes measured through quality, response time, and number of errors, as well as other outcomes such as member satisfaction, team adaptation, and member development

normative influence

desire to be liked

informational influence

desire to be right

feedback loop

determines how outcomes may serve as input for future team processes

complete finisher

ensures that the team feels a sense of urgency and identifies aspect of work that needs greater attention

leadership

extending support toward team members and acting as conduit between the team and top management; reflection of paternalism where leaders are expected to act in a morally upright, responsible, and compassionate manner towards their subordinates

team facilitator

fosters team spirit and facilitates communication among members; help team members in maximizing their strengths and in compensating for their weaknesses

work systems and processes team member competence social relations leadership

four factors critical to effective Filipino work teams (Ateneo CORD)

leadership work producer liaison team maintenance

four functions according to Belbin

forming storming norming performing

four stages of team development (Tuckman)

group building and maintenance roles

geared towards altering or maintaining the group's way of working; the purpose is to build, maintain or strengthen group-centered behaviors

team-level factors

group size, structure, level of cohesiveness, and resources

normative model of group effectiveness

group synergy tunes the impact of the inputs and material resources is a moderator of process and outcomes

general model of group behavior

group task is a moderator of process and outcomes

forming

groups initially concern themselves with orientation accomplished primarily through testing

flexibility

important to remain effective despite changing situations and demands

interdependence

in the collectivist Filipino culture, emphasis is placed on ...

inputs

include any antecedent factors that may directly or indirectly influence the team members and the team itself; represent various resources available to the team both internally and externally at multiple levels

group task roles

include members' task-related roles; the purpose is to coordinate and facilitate group efforts to determine, define and solve common problems

individual-level factors

include team members' personality, knowledge, skills, and abilities

team maintenance function

includes the team facilitator and monitor-evaluator roles

worker producer function

includes the worker, creator, and complete finisher roles

shaper

influences the direction of team efforts, ensures articulation of objectives and priorities as well as directs the team towards achieving certain outcomes

conformity

members' adherence to group norms; informational or normative influence; may either have a negative or positive impact on group performance

processes

members' interdependent acts that convert inputs to outcomes through cognitive, verbal, and behavioral activities, directed towards organizing task work to achieve collective goals; should focus on maintaining positive interpersonal relationships, managing conflict, enhancing coordination, communication, cohesion, effective decision making, performance feedback, activity planning, and monitoring among others

individual (contribution)

must possess self-knowledge, trust, commitment, and flexibility to ensure team success

social loafing

occurs when people working in groups exert lesser effort than when they are working alone;heightened when team members perceive that there is no measure of individual performance and when the tasks are simple and additive rather than interdependent and complex; lessens when he tasks are appealing, challenging, or involving

organization support

organization leaders may help ensure effective team performance by providing a supportive environment which includes encouraging members to think like a team, providing adequate time for meetings, and demonstrating faith in members' capacity to achieve

individual roles

pertain to attempts of group members to put forth individual needs; these include behaviors that are irrelevant to group task roles and that counters group building and maintenance

interaction within a work group

primarily aimed at sharing information to achieve goals and make decisions in individual areas of responsibility

performance

refers to the team having achieved or surpassed the assigned goals and tasks

social relationships

relating to each other as friends leads to a happier office atmosphere and enhances the capacity of individuals and groups to overcome weaknesses; work team members communicate openly and meaningfully with each other, where communications and interactions might go beyond work, where members interface about their personal lives; reflections of familialism

IMOI (input-mediator-output-input) model

replacing "process" with "mediator" allows for the inclusion of all possible variables that may mediate the relationship of inputs and outputs while repeating "input" at the end of the model highlights the "cyclical causal loop"; removal of hyphen highlights the nonlinear and non-conditional associations between the components of the model

norming

resistance is overcome; in-group feeling and cohesiveness develop, new standards evolve, and new roles are adopted

performance team member attitudes quality of work relationships

results of Ateneo CORD's study show that both leaders and members shared the same view that these are the characteristics of team effectiveness

environmental factors

reward structures, level of stress and relationship with other units

group tasks group building and maintenance self-centered/individual

roles of group members based on Benne and Sheats

leadership function

roles of the leader and shaper

team member competence

selecting people with technically diverse skills and who are flexible and resourceful were described as critical for effective team performance; resourcefulness and flexibility

monitor-evaluator

serves as the team's critic; analyzes problems and evaluates ideas and suggestions to enable members to focus on the tasks

pananagutan

strongly linked to interdependence and maintaining reciprocal relations with each other

creator

suggests novel ideas and puts forward new strategies for dealing with problems and issues

flexibility

taking on someone's responsibilities when the person is unable to come to work, finding ways to make things work in order to satisfy a customer, and willingness to engage in a collective response to a problem of an individual member

groupthink

tendency to immediately create a consensus during decision making that reduces the group's ability to make critical decisions; manifests when group members become blindly optimistic and view themselves as invincible, powerful and morally correct

adjourning

termination stage; reflected a group cycle model in which separation is an important issue throughout the life of he group

desirable characteristic

the ability to sustain an environment of trust, respect, and open communication despite work-related differences and challenges

performing

the interpersonal structure becomes the tool of task activities; roles become flexible and functional, and group energy is channeled into the task; structural issues have been resolved, and structure can now become supportive of task performance

team processes

the means by which members work interdependently to utilize various resources such as expertise, equipment, and money to yield meaningful outcomes

team training

the need to provide training to team members so that they can develop their competencies

leader

the one in-charge of the team's overall performance, discovers the strengths and areas for improvement of each member and ensures that the team can maximize the potential for each one

role differentiation

the process of learning to perform multiple roles in teams

cohesive

there is a high degree of attraction among group members

productive output meet or exceed performance standards processes used should maintain or enhance capability to work together experience should satisfy rather than frustrate personal needs

three criteria to assess team effectiveness according to Hackman

devil's advocate

to avoid groupthink, Janis recommended assigning a ... from within a group, dividing the group to discuss the issue and reconvening to iron out differing opinions, bringing in other colleagues or external experts in the process of decision making

worker

translates plans into work procedures and gets things done systematically by carrying out planned activities

organization support team training

two categories of team development interventions

interpersonal relationships task activity

two realms of group development according to Tuckman

organization (structures)

will be able to facilitate positive team processes if it clearly defines a team's purpose, develops an appropriate culture, specifies tasks, defines distinct roles, provides suitable leadership, assigns relevant members, and provides adequate resources

work systems and processes

Filipinos value having concrete targets and clearly defined task assignments; need for coordination and communication throughout the work team's life