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?