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
