Teams according to objectives: problem solving, self-managed, cross- functional and virtual. Another...
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Transcript of Teams according to objectives: problem solving, self-managed, cross- functional and virtual. Another...
Teams according to objectives: problem solving, self-managed, cross-functional and virtual.
Another classification: work teams (producing goods or providing services). Example: treatment teams.Parallel teams pull together from different work units to perform specific function. Example: quality improvement teams.Project teams produce one time output. Management teams coordinate and provide direction to the subunits under their jurisdiction.
Leading TeamsENG 100B
The Five Stage Model of Group Development
1. Forming. Members become acquainted with each other; team purpose; boundaries. Polite interactions.
2. Storming. Norms/roles/procedures development; conflicts.
3. Norming. Groups becomes more cohesive/unified.
4. Performing. Task – focus; need for improvement/innovation.
5. Adjourning. Task accomplishment stage.
Leading Teams
Norms –
Rules within a group indicating how its members should or should not behave.
Leading Teams
Solomon Asch’s conformity experiments.
Students participated in a "vision test." In reality, all but one of the participants were confederates of the experimenter.
The participants — the real subject and the confederates —were asked which line was longer than the other, which were the same length, etc. The confederates had been prearranged to all give an incorrect answer to the tests.
Leading Teams
Decision Making by Groups
Groupthink –
phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.
Leading Teams
Group polarization –
Shifting a position to more extreme (both for or against) after joining a group with similar initial position/having a discussion.
Improving Decision Making by Groups
Devil’s advocate technique:
One group member is assigned the task of disagreeing with and criticizing whatever plan/decision is under consideration
Leading Teams
Leading Teams
In large groups diffusion of responsibility or social loafing occurs.
Social Loafing – a reduction in motivation/effort when working as a part of a group vs. individual effort.
Job performance = f(ability)(motivation)
Sanzotta (1977)
White-collar workers Blue-collar workers
interesting work
opportunity to develop special abilities
enough information
enough authority
enough help and equipment;
friendly and helpful coworkers
opportunity to see results of work
competent supervision
responsibilities clearly defined
good pay
good pay
enough help and equipment
job security
enough information
interesting work
friendly and helpful coworkers
responsibilities clearly defined
opportunity to see results of work
enough authority
competent supervision
Leading Teams
Leading Teams
Source: provenmodels.com
Maslow’s Hierarchy of Needs
Leading Teams
Robbins, Stephen P., and Nancy Langton, Organizational Behavior: Concepts, Controversies, Applications. Toronto: Pearson Education, 2003.
Motivating Potential Score (MPS) :
MPS = (Variety + Identity + Significance) x Autonomy x Feedback
3
Task – related Management – related
Leading Teams
Core Job Characteristics
Critical Psychological States Outcomes
Hackman, Oldham (1976, 1980)
Leading Teams
“Responsibility requires self-control. That in turn requires continues information on performance against standards. …The information the worker needs must satisfy the requirements of effective information. It must be timely. It must be relevant. It must be operational. It must focus on his job. Above all it must be his tool. Its purpose must be self-control rather than control of others…
The real strength of feedback information – and the major reinforcer – is clearly that the information is the tool of the worker for measuring and directing himself. The worker does not need praise or reproach to know how he is doing. He knows”.
Peter Drucker, Management: Tasks, Responsibilities, Practices, 1974
Feedback
Uncertainty
Need for security
Feedback
Feedforward
Feedback vs. Feedforward
Leading Teams
Feedback Feedforward
Feedback vs. Feedforward
Leading Teams
Attitude represents how people feel or their state of mind about something. It effects how they behave.
Attitudes
Leading Teams
Role Distancing –
is the act of separating oneself from the role when one disagrees with the expectations associated with a role.
Distributive Justice perceived fairness of the amount and allocation of rewards.
Procedural Justice the perceived fairness of the process used to determine the distribution of rewards.
Interactional Justice the quality of the interpersonal treatment received from others.
Equity Theory (Adams, 1963.1965)
My Inputs
My outcomes
Other’s Inputs
Other’s Outcomes=
Destructive
Active
Passive
Constructive
Leading Teams
The question Who ought to be the boss? is like as Who ought to be the tenor in the quartet? Obviously, the man who can sing tenor. ~ Henry Ford
Leadership
How to recognize a Leader?
Intelligence;
Self-confidence;
Ambition/energy, determination;
Honesty/integrity;
Sociability.
"Leadership is a potent combination of strategy and character. But if you must be without one, be without
strategy." – Norman Schwarzkopf
TRAITS
Leadership
Blake and Mouton Managerial Grid
Leadership
Hill’s Model for Team Leadership
Next Class: Decisions under Risk.Creativity and Innovation.
Read: Leveraging Your Teams’ Interpersonal Skillshttp://hbswk.hbs.edu/archive/4187.html