Chapter 5 Working in Teams. Teams vs. Groups: What’s the Difference? Groups Two or more...
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Transcript of Chapter 5 Working in Teams. Teams vs. Groups: What’s the Difference? Groups Two or more...
Chapter 5
Working in Teams
Teams vs. Groups: What’s the Difference?
Groups Two or more individuals, interacting and
interdependent, who have a stable relationship, a common goal, and perceive themselves to be a group
Teams Groups that work closely together toward a
common objective, and are accountable to one another
Stages of Group Development
Stage IForming
Prestage I Stage IIStorming
Stage IIINorming
Stage IVPerforming
Stage VAdjourning
Stages of Group Development
Stage I: FormingThe first stage in group development,
characterized by much uncertaintyStage II: Storming
The second stage in group development, characterized by intragroup conflict
Stage III: NormingThe third stage in group development,
characterized by close relationships and cohesiveness
Stages of Group Development
Stage IV: PerformingThe fourth stage in group development,
when the group is fully functionalStage V: Adjourning
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance
Putting the Five-Stage Model Into Perspective
Groups do not necessarily progress clearly through the stages one at a time
Groups can sometimes go back to an earlier stage
Conflict can sometimes be helpful to the group
Context can matter: airline pilots can immediately reach performing stage
The Punctuated-Equilibrium Model
First phase The first meeting sets the group’s direction. The first phase of group activity is one of inertia.
Transition A transition takes place at the end of the first phase,
which occurs exactly when the group has used up half its allotted time.
The transition initiates major changes. Second phase
A second phase of inertia follows the transition. Last meeting is characterized by markedly accelerated
activity
The Punctuated-Equilibrium Model
Completion
Transition
FirstMeeting
Phase 1
Phase 2
(High)
(Low)
A (A+B)/2
Time
B
Per
form
ance
Brainstorm …
What makes an ineffective team?
Characteristics of Ineffective Teams
Not sharing issues and concerns Overdependence on the leader Failure to carry out decisions Hidden conflict Not resolving conflict Subgroups
Brainstorm …
What makes an effective team?
Characteristics of an Effective Team
1. Clear Purpose 2. Informality3. Participation
4. Listening
5. Civilized disagreement
6. Consensus decisions
7. Open communication
8. Clear rules and work assignments
9. Shared leadership
10. External relations
11. Style diversity
12. Self-assessment
A Model of Team Effectiveness
Team effectiveness
Work design
• Autonomy• Skill variety• Task identity• Task significance
Process
• Common purpose• Specific goals• Team efficacy• Conflict• Social loafing
Composition
• Ability• Personality• Roles and diversity• Size• Flexibility• Preference for teamwork
Context
• Adequate resources• Leadership• Performance evaluation and rewards
Abilities
Teams need the following skills to perform effectivelyTechnical expertiseProblem-solving and decision-making skills Interpersonal skills
Roles in Groups
Task-oriented roles Roles performed by group members to ensure that
the tasks of the group are accomplished
Maintenance roles Roles performed by group members to maintain
good relations within the group
Individual roles Roles performed by group members that are not
productive for keeping the group on task
Group Size
Research EvidenceSmaller groups faster at completing tasksWhen problem-solving, larger groups do
better
A Model of Team Effectiveness
Team effectiveness
Work design
• Autonomy• Skill variety• Task identity• Task significance
Process
• Common purpose• Specific goals• Team efficacy• Conflict• Social loafing
Composition
• Ability• Personality• Roles and diversity• Size• Flexibility• Preference for teamwork
Context
• Adequate resources• Leadership• Performance evaluation and rewards
Roles of Team Leaders
Creating a real teamSetting a clear and meaningful directionMaking sure that the structure will
support working effectivelyEnsuring that the team has a supportive
organizational environmentProviding expert coaching
A Model of Team Effectiveness
Team effectiveness
Work design
• Autonomy• Skill variety• Task identity• Task significance
Process
• Common purpose• Specific goals• Team efficacy• Conflict• Social loafing
Composition
• Ability• Personality• Roles and diversity• Size• Flexibility• Preference for teamwork
Context
• Adequate resources• Leadership• Performance evaluation and rewards
Dimensions of Trust
Integrity Honesty and truthfulness
Competence Technical and interpersonal knowledge and skills
Consistency Reliability, predictability, and good judgment in handling
situations Loyalty
Willingness to protect and save face for a person Openness
Willingness to share ideas and information freely
What can you do to build trust in your team?
Building Trust
Demonstrate that you’re working for others’ interests as well as your own.
Be a team player. Practice openness. Be fair. Speak your feelings. Show consistency in the basic values that
guide your decision making. Maintain confidence. Demonstrate competence.
Diversity it teams
Is it good or bad to have diverse teams?
Why?
What happens in a team if there is too much diversity?
Advantages and Disadvantages of Diversity
Advantages Multiple perspectives Greater openness to
new ideas Multiple interpretations Increased creativity Increased flexibility Increased problem-
solving skills
Disadvantages Ambiguity Complexity Confusion Miscommunication Difficulty in reaching a
single agreement Difficulty in agreeing on
specific actions
Teams and Workforce Diversity
Impact of diverse groups Diversity in personality age, gender and experience
promotes conflict, which stimulates creativity and idea generation, which leads to improved decision making
Cultural diversity in groups initially leads to more difficulty in building cohesion, gaining satisfaction, being productive
Problems pass with time (certainly by three months) Culturally diverse groups bring more viewpoints out
Virtual Teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Advantages Can do all the things other teams do, but at a
distance
Disadvantages Lack paraverbal and nonverbal cues, and have
limited social contact
Building Trust on Virtual Teams
Start with an electronic “courtship” and provide some personal information
Assign clear roles so members can identify with each other
Have good attitudes (eagerness, enthusiasm, and intense action orientation) in messages
Address feelings of isolation Provide recognition and feedback
Beware! Teams Aren’t Always the Answer
Questions to determine whether a team fits the situation:Can the work be done better by more than
one person?Does work create a common purpose or set
of goals for the people in the group that is more than the aggregate of individual goals?
Are members of the group interdependent?
Summary and Implications
The introduction of teams into the workplace has greatly influenced employee jobs
Factors affecting group performance Norms control group member behaviour by establishing standards of
right and wrong. Status inequities create frustration and can adversely influence
productivity. The impact of size on a group’s performance depends upon the type
of task in which the group is engaged. A group’s demographic composition is a key determinant of individual
turnover.
Summary and Implications
High-performing teams have common characteristics: They contain people with special skills They commit to a common purpose, establish
specific goals They have the leadership and structure to provide
focus and direction They hold themselves accountable at both the
individual and team levels There is high mutual trust among members
Summary and Implications
It is difficult to create team players. To do so, managers should: Select individuals with interpersonal skills Provide training to develop teamwork skills Reward individuals for cooperative efforts
Paper Tower Exercise
Each group will receive 20 index cards, 12 paper clips, and 2 marking pens (1 red, 1 green)
Using these materials you will build a paper tower that will be judged on: height, stability, and beauty
Stage 1 (12 minutes). Plan your construction. No building allowed.
Stage 2 (15 minutes). Construct the tower. Be sure to put your group # somewhere on the tower.
Towers will be delivered to the front of the room, where they will be judged by the class.
Paper Tower Questions
What percent of the plan did each member of group contribute, on average
Did your group have a leader? Why or why not? How did the group respond to ideas during the
planning stage? Did you have task-oriented roles? Maintenance-
oriented roles? How helpful and/or effective were these roles?
To what extent did you follow the five-step model of group development?
What were helpful behaviours? Non-helpful behaviours? Why?