alijangda_2433_12608_1_brown_eaod8_ppt_10 upd(1)

8/18/2019 AliJangda_2433_12608_1_brown_eaod8_ppt_10 upd(1)

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Team DevelopmentInterventions

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Edcation! "nc# P$lishing as Prentice

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Chapter 10Slide 1

Chapter 10


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Learning Objectives


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Chapter 10Slide 2

Identify ho team development techni!"es#t into OD program$

%ecogni&e team problems and hy teamsmay not be operating at optim"m capacity$

'nderstand and e(perience process ofteam development$


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Topics Covered


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Chapter 10Slide )

Organi&ing aro"nd teams The Team approach

The need for team development

Cohesiveness and gro"pthin* The p"rpose of team development

The team development process

O"tdoor e(periential laboratory training

%ole analysis and role negotiation


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Organi&ing +ro"nd Teams


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Chapter 10Slide ,

+ team is a gro"p of individ"als$Complementary s*ills$

Depend "pon one another to accomplishcommon p"rpose or set of p"rpose goals$

-old themselves m"t"ally acco"ntable$


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Teamor*


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Chapter 10Slide .

/or* done hen members s"bordinate personalprominence for the good of the team$

embers of eective teams are open andhonest ith one another there is support and

trust there is a high degree of cooperation and collaboration decisions are reached byconsensus comm"nication channels are open and ell developed and there is a strong

commitment to the team’s goals$any management theorists see team3based

organi&ation as ave of f"t"re$


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Team +pproach


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Chapter 10Slide 4

any organi&ations increase prod"ctivity byimplementing team3based programs$

The coordination of individ"al eort into tas*accomplishment is most important hen themembers of a team are interdependent$

Interdependence refers to5One person6s performance contingent "pon ho

someone else performs$

The 'S +rmy believes that individ"als perform

better hen they are part of a stable gro"p7 theyare more reliable and they ta*e responsibilityfor the s"ccess of the overall operation$


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Sport Teams +s a odel


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Chapter 10Slide 8

9ootball$Involves se!"ential interdependence$

:aseball$

;ooled interdependence$ Team members somehat independent of

one another$

:as*etball$


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Team :"ilding


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Chapter 10Slide =

Team b"ilding major OD intervention$ Team b"ilding and team development are terms

"sed interchangeably$ Team b"ilding is "sed for increasing the

comm"nication cooperation and cohesivenessof "nits to ma*e them more prod"ctive andeective$ Team b"ilding is an intervention here the

members of a or* gro"p e(amine s"ch things

as their goals str"ct"re proced"res c"lt"renorms and interpersonal relationships toimprove their ability to or* togethereectively and e>ciently$


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%easons for 'sing TeamDevelopment


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Chapter 10Slide ?

/or* gro"p basic "nit of organi&ation$

;rovides s"pport for change$Operating problems of or* gro"ps often so"rces of ine>ciency$ Teams or or* gro"ps often have di>c"lty in operating

eectively$ The problems that inhibit eective operation incl"de5lac* of clear objectivesinterpersonal dierences or con@icts

ineective comm"nicationdi>c"lty in reaching gro"p decisions andInappropriate poer and a"thority levels in the gro"p

Team development techni!"es are "sed in change programs toincrease or* team eectiveness$ The or* team revies andeval"ates its on f"nctioning and develops improved or* andrelational patterns$

The emphasis is on the members e(ploring the team6sf"nctioning and processes "s"ally ith the help of apractitioner6s process interventions$


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Aeed for Team Development


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Chapter 10Slide 10

Teams are primary "nit in organi&ation$

Two types of teams5Natural work team Brelated or* str"ct"re of the

organi&ation design$Temporary task team Bgro"ps meet for limited

periods to or* on a speci#c project or problem and

disband after they solve it$Aeed for team development varies ith sit"ation$


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Simple Sit"ations


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Chapter 10Slide 1)

;eople or*ing alone and no need to involveothers$

Little team development necessary$

There is no need to involve others e(cept to passalong or obtain information$ The involvement ofothers may slo don the organi&ation6s

f"nctions$

anagers operating in a simple sit"ation foc"s ontheir responsibilities do not involve others in theiror* and therefore avoid asting val"able time$

Good social s*ills are important b"t teamdevelopment is not needed for or* gro"psinvolved ith simple sit"ations$


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Simple Sit"ations


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Chapter 10Slide 1,


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;roblem Sit"ations


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Chapter 10Slide 14

'n"s"al and "nprecedented sit"ations$-as impact o"tside of individ"al6s in@"ence$ 9or example a company that is planning to introd"ce a new

product m"st or* eectively not only in the vario"s departmentsthat form"late plans b"t also beteen departments to arrive at ageneral strategy$

The "ncertainty involved ith these types of problems and the needto involve others in the sol"tions re!"ires a team3b"ilding approach$

Why? Some situations;

/hen the or* is designed to be done by a team$ To allo those ho *no something abo"t the s"bject to become

involved$ To b"ild and enhance employee commitment beca"se teams oer

increased levels of participation in decisions$ To b"ild consens"s and commitment on a controversial iss"e$

To or* on a problem that does not belong to any one person$/hen reards are based on team performance rather than

individ"al performance$ To allo more creative disc"ssions by p"lling together people of

"n"s"al and dierent bac*gro"nds and interests$ etc


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9ig"re 10$2So"rces of Team ;roblems


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Chapter 10Slide 1=


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Operating ;roblems of Teams Bpart 1 of )


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Chapter 10Slide 1?

Goals H Individ"als often have di>c"lty in de#ning andclarifying their goals and in or* teams the problem ism"ltiplied$ Objectives are often mis"nderstood conf"sedor changed itho"t any de#nite clari#cation$ Similarlyteams tend to lose their p"rpose and direction and goalsre!"ire testing from time to time to #g"re o"t hetherthey are going f"ll steam b"t in the rong direction$

ember needs H +s previo"sly noted teams #ll severalneeds of individ"als and fre!"ently the satisfaction ofcompleting the tas* is overemphasi&ed at the e(pense ofthe social and personal needs of team members$Interpersonal dierences con@icts or mis"nderstandingsmay hinder team eectiveness$ embers may ta*e sidesand reject any compromise or they may attac* oneanother in s"btle ays$ S"ch interpersonal EgarbageF orhang3"ps need to be bro"ght o"t and resolved$


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Operating ;roblems of Teams Bpart 2 of )


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Chapter 10Slide 20

Norms 3 The team m"st develop norms abo"t its behavioralpatterns$ In some cases the norms lead to behavior that is

antisocial and dysf"nctional for the organi&ation$ 9or e(amplegro"ps ith strongly antisocial climates appear to havesigni#cant in@"ence on the antisocial actions of their members$ Ifteam members comprise a tightly *nit gro"p they are more li*elyto match their level of antisocial behavior to that of the gro"p$

!omogeneous embers 3 Gro"ps that are homogeneo"s tendto prod"ce homogeneo"s ideas$ Creative ideas and projects tendto come from gro"ps that have diverse bac*gro"nds andinterests$

"ecision#aking 3 +nother fre!"ent so"rce of di>c"lty in teamsis the ay decisions are made$ Decisions may be made bya"thoritarian decree by majority r"le or by "nanimo"s r"le$


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Cohesiveness and Gro"pthin*Bpart 1 of 2


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Chapter 10Slide 22

Cohesiveness$'nity that members of gro"p have for one

another$

Gro"p behavior$

Cohesiveness can improve gro"pperformance b"t it can also ma*e theneed for "niformity more important than

the need for high3!"ality decisions$-igh degree of cohesiveness can res"lt in

gro"pthin*$


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Cohesiveness and Gro"pthin*Bpart 2 of 2


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Chapter 10Slide 2)

Groupthink is a theoretical frameor* posited by

Irving anis to describe the problems of gro"pcohesiveness$

Gro"pthin* refers to Ea mode of thin*ing that peopleengage in hen they are deeply involved in acohesive in3gro"p hen the members striving for

"nanimity overrides their motivation to realisticallyappraise alternative co"rses of action$F

Gro"pthin*$Deterioration of reality testing$

%es"lts from gro"p press"res$Li*ely to happen hen agreement becomes

dominant force$

Tends to o"teigh consideration of alternatives$


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Cohesiveness and Gro"pthin*


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Chapter 10Slide 2,


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;"rpose of TeamDevelopment


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Chapter 10Slide 2.

To integrate goals of individ"al and gro"pith goals of organi&ation$

/or* teams can only achieve this if theyspend some time on the process of teaminteraction that is on ho they or*together and hat they accomplish$


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Team Development Bpart 2 of 2


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Chapter 10Slide 28


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To Types of +ctivities


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Chapter 10Slide 2=

Team Development process involves 2types of activities7

$amily group diagnostic meetings%

+imed at identifying gro"p

problems$$amily group team#building meetings%

+imed at improving team6s

f"nctioning$


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Team Development eeting

-as To Objectives

An Experiential Approach to Organization Development 8 th

editionCopyright ©2011 Pearson Edcation! "nc# P$lishing as Prentice

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Chapter 10Slide 2?

Tas* or or* agenda of gro"p$

;rocesses by hich members or* on thetas*$


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General ;roced"re of Training

for Team Development5

An Experiential Approach to Organization Development 8 th edition

Copyright ©2011 Pearson Edcation! "nc# P$lishing as Prentice

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Chapter 10Slide )0

Step 15 Initiate team development meeting$

Step 25 Set objectives$

Step )5 Collect data$

Step ,5 ;lan the meeting$Step .5 Cond"ct the meeting$

Step 45


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O"tdoor


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The O"tdoor Lab ;rocess



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Chapter 10Slide )2

+ssessment of team prior to training$

Orientation meeting held ithparticipants$


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Ca"tions of 'sing O"tdoor

Labs



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Chapter 10Slide ))

Safety is major concern$

;articipation is vol"ntary$

;articipants sho"ld have f"n labs not tobecome too serio"s$


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%ole Aegotiation


Copyright ©2011 Pearson Edcation! "nc# P$lishing as Prentice%all

Chapter 10Slide ),

Directed at or* relationships among teammembers$

The techni!"e involves a series of

controlled negotiations beteenparticipants$ D"ring the role negotiationmanagers fran*ly disc"ss hat they antfrom one another and e(plain hy$

St i % l A ti ti


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Steps in %ole Aegotiations



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Chapter 10Slide ).

&ontract setting%


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OD +pplication

Kirt"al Teams



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Chapter 10Slide )=

Kirt"al team meetings "se advancetechnology to help people collaborate$

+dvancements in technology has mademeetings seem more life3li*e$

G< and ;G "se virt"al teams ithemployees s"ppliers and c"stomers$


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Chapter 10Slide )?

+dvanced telepresence systems "se5

Large high de#nition monitors$Kideo cameras$

-igh speed comm"nication lines$

%easons for groth in telepresence5


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OD +pplication


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Chapter 10

Slide ,)

Composition based on mi( of5;hysical ability level ithin company se(

nationality and personality$

Lab ta*es place over . days$

Teams go thro"gh competitive events$


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Chapter 10Slide ,.

Aat"ral or* team$;eople coming together beca"se of related

jobs$O"tdoor e(periential laboratory training$;eople ho or* together placed in o"tdoor

setting$

+lloed to e(periment ith leadership stylesand teamor*$


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Chapter 10Slide ,4

%ole ambig"ity$%ole inc"mbent "naare of e(pectations by

others$%ole analysis$ Team development method for clarifying role

e(pectations$

%ole conception$;erson6s on ideas abo"t appropriate role

behavior$


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Chapter 10Slide ,8

%ole con@ict$Discrepancy beteen role conception and

others6 e(pectations$%ole e(pectations$ :ehaviors e(pected for member by other

team members$

%ole negotiation$ Team b"ilding techni!"e involved at

negotiations beteen participants$


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Copyright ©2011 Pearson Edcation! "nc# P$lishing as Prentice%all

Chapter 10Slide ,=

Team$Gro"p of individ"als ho depend on one

another to accomplish objective$ Team b"ilding$/or* gro"p e(amines goals str"ct"re and

norms to improve ability to or* together$

Team development$+lso called team b"ilding$


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An Experiential Approach to Organization Development 8

th


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Chapter 10

Slide ,?

Teamor*$

/or* done by members s"bordinatingpersonal prominence for good of team$

Temporary tas* team$Gro"ps meeting for limited time to or* on

problem$


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OD S*ills Sim"lation 10$2

Team Development


th


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Chapter 10Slide .1

;"rpose5 To e(perience interdependence among

members To or* on improving team processes$


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OD S*ills Sim"lation 10$)

%ole +nalysis TeamDevelopment


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%allChapter 10Slide .2

;"rpose5 To give yo" practice in the role analysis

techni!"e of team development$


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alijangda_2433_12608_1_brown_eaod8_ppt_10 upd(1)

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