Teamwork 1 & 2: Team Types and Composition

Disjunctive tasks

have a "best" solution, so the member with the BEST ABILITY has the greatest influence on performance--leverage that person

Hofstede's Cultural Value Dimensions

look at chart

Conjunctive tasks

(depends on the ABILITIES of the "WEAKEST" link--help that person)

Trait Adjectives for the Big 5 (CANOE)--Only remember 2 adjectives

-Conscientiousness (careful, dependable, disciplined) -Agreeableness (courteous, good natured, caring) -Neuroticism (moody, anxious, hostile) -Openness (curious, creative, sophisticated) -Extraversion (sociable, talkative, assertive)

Implications of conscientiousness for teams effectiveness

-Higher scorers prioritize accomplishment striving: a desire to accomplish task-related goals -Higher scorers can help the tam because they are self-disciplined and dependable (meeting deadlines) -Lower scorers can be free riders who may engage in more social loafing a) So make sure each tam members are accountable for tasks

Implications of agreeableness for teams effectiveness

-Higher scorers prioritize communion striving: a desire to obtain acceptance in personal relationships -Higher scorers tend to be better team players (cooperative, avoiding conflict), but..* -Higher scorers sometimes avoid challenging (bad) decisions a) So work to male it play for them to disagree*

2. Agreeableness

-The extent to which people are more tolerant, courteous, good natured, and caring

Team Types (look at chart)

-Work team (high member involvement)-->produce goods or provide services, self-managed work team, production team, sales team, etc. -Management team (moderate MI)-->integrate activities of subunits across business functions (top management) -Parallel team (low MI)--> provide recommendations and resolve issues, quality circle, advisory council/committee -Project team (varying MI)-->one-time output -Action Team (varying MI)--> Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances -Action Team (varying MI) --> perform complex tasks that vary in duration and take place in highly visible or challenging circumstances *work and management teams have a long life span, while the other 3 have varying life spans

Role

-a pattern of behaviors a person is expected to display in a given context

2. Deep-Level Diversity

-attributes that are less easy to observe at first, but that can be inferred after interaction (personality, mental models, abilities) -positive effect on creativity -time appears to increase the negative effect BUT can be managed

Benefits of a Team

-because work is more complex than in the past, teams allow the pooling of complementary knowledge and skill -teams have more expertise, thus can be better than individuals at identifying problems, finding alternatives, and making decisions especially when the task is complex and requires different skills, judgement and experience

3. Importance of Team Roles: 3. Individualistic Roles

-behaviors that benefit the individual at the expense of the the team (try to avoid this) -dominator: manipulates teammates to acquire control -aggressor: deflates fellow teammate -recognition seeker: takes the credit for team successes

3. Importance of Team Roles: 1. Team Task Roles

-behaviors that facilitate the task accomplishment -orienter: establish direction for the team -energizer: motivate team's members -devils advocate: constructive challenge to status quo

3. Importance of Team Roles: 2. Team Building Roles

-behaviors that influence the quality of the team's social climate -harmonizer: try to resolve differences among teammates -encourager: praises the work of teammates -compromiser: helps to reach alternatives that accommodates all members

Stereotypes

-class activity (warm vs. cold) -human tendency -implicit prejudice (ex: if clouds are grey we think it will rain, but that's not always the case)

Team

-consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose -teams have a deeper dependence on one another, unlike some groups of employees -work with specific task related purpose in mind

Cultural Values

-culture is defined as the shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations -employees working in different countries tend to prioritize different values -however, people within a single culture often differ widely in how much they endorse these values -within-culture variation is often greater than between-culture variation: don't over generalize, stereotypes can hinder team collaboration

1. Conscientiousness

-defined as the extent to which people are more ambitious, dependable/reliable, responsible, careful, self-disciplined, persevering, and hardworking -most important dimension for job performance (task and citizenship behavior)

4. Importance of Team Diversity

-degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people -value in diversity problem-solving approach: diversity is beneficial because it provides more perspectives and knowledge -similarity-attraction approach: diversity is detrimental because people tend to avoid interacting with those who are perceived as dissimilar

Implication of extraversion for teams effectiveness

-display higher level of positive affectivity (higher level of job satisfaction) -prioritize status striving: desire to obtain power and influence within a social structure a) higher scorers enjoy teamwork and leadership more, but having too many extraverted team members can hurt teams (power struggles and destructive conflicts)

4. Openness to Experience

-extent to which people are more curious, imaginative/creative, sophisticated and intellectual

3. Neuroticism (Emotionality)

-extent to which people are more moody, hostile, anxious, easily-annoyed, and emotional -few jobs benefit from neuroticism as a main trait (negatively related to job performance)

5. Extraversion

-extent to which people are more outgoing, talkative, sociable, and dominant/assertive (vs. introverted)

Additive tasks

adding the abilities and work of ALL members--create synergies so everyone can work independently for efficiency

Implications of openness to experience for teams effectiveness

-higher levels can be valuable in jobs that require creative performance (more complex tasks) -moderately high levels tend to help teams because members often need to think out-of-the-box and be open to new ideas -very high levels can lead to too much off-the-topic discussion

Implication of neuroticism for teams effectiveness

-higher scorers are more likely to feel stressed and less capable of coping with it -higher scorers have greater negative affectivity and external locus of control -higher scorers can be a source of destructive conflict a) Self-awareness allows them to watch their temper and avoid frustration (avoiding high task interdependence in some cases)

Leader-Staff Teams

-leader make decision and set the direction

5 Aspects of Team Composition

-member roles -member ability -member personality -team diversity -team size

1. Surface-Level Diversity

-observable atributes such as race, ethnicity, sex, and age -negative effect (similarity-attraction issues) at the beginning but disappear with time -Danger: if informal sub-groups develop based on similarity in surface-level attribute

Where does our personality come from? Nurture and Early Life Experience (Personality)

-parents and relatives encouragement of certain personality traits (Conscientiousness, Openness) -cultural values: shared beliefs about desirable end states or modes of conduct among the people of a given culture- where you are raised can influence the development of personality traits (introversion vs. extraversion) -cultural values provide societies with their own distinctive personalities

2. Importance of member personality

-personality traits are stable propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior when responding to an environment -creates your SOCIAL REPUTATION or "what people are like"-->differs from ability or "what people can do"

Cultural Characteristics

-power distance (respect the power) -uncertainty avoidance (risk avoidance) -individualism and collectivism -masculinity/feminity (low=high feminity) -long-term orientation (high=want stability)

1. Importance of team size

-students prefer to work in teams of 4-5 members -when complex and knowledge intensive work (management and project teams), you can benefit from additional resource like expertise -when routine task and less complex (work/production teams), additional members complicates communication and coordination -adding just one member to a team makes it tougher to coordinate and communicate, creates multiple sources of potential conflicts, too much socializing, and social loafing

Importance of team diversity depends on

1. Type of diversity: surface-level and deep-level diversity 2. Length of time the team has been together

Pro vs. Con of More/Less Diverse Teams

More Diverse: more conflict, slower team development, perform better on complex problems, more creative Less Diverse: less conflict, faster team development, perform better on cooperative tasks, better coordination, higher member satisfaction

Personality Traits

Stable propensities inside a person that explain his or her characteristic patterns of thought, emotion, & behavior when responding to an environment

Where does our personality come from? Nature Vs. Nurture (Personality)

Twin Studies: -scientists study identical twins reared apart in order to separate nature and nurture effects -this research suggests that between 35%-49% of the variation in personality is due to genetics (nature) -other part if about nurture: early life experience that shaped our personalities

Personality

a group/combination of traits

5. Importance of Member Abilities and Skills

a. Disjunctive tasks b.Conjunctive tasks c.for additive tasks