michael a. hitt c. chet miller adrienne colella groups and teams
TRANSCRIPT
groups and teams
KNOWLEDGEKNOWLEDGE OBJECTIVESOBJECTIVES
Describe the nature of groups and teams and distinguish among different types of teams.
Explain the criteria used to evaluate team effectiveness.
Discuss how various aspects of team composition influence team effectiveness.
Understand how structural components of teams can influence performance.
Explain how various team processes influence team performance.
Describe how teams develop over time.
Know what organizations can do to encourage and support effective teamwork.
Understand the roles of a team leader.
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NATURE OF…
Group
Two or more interdependent individuals
Influence one another through social interaction
Team
Two or more people, with work roles that require them to be interdependent
Operate within the organization, performing relevant tasks
Affect others inside and outside the organization
Membership is identifiable to those on or not on the team
GROUPS
Formal
Groups members are formally assigned
Informal
Groups formed spontaneously by people who share;
interests
values
identities
IDENTITY GROUPS
VIRTUAL TEAMS
VIRTUAL TEAM TECHNOLOGIES
• Audio teleconferencing
• Video communication systems
• Real-time electronic communication
• Different-time electronic communication
• Keypad voting systems
• Group project management software
• Instant messaging and texting
• Messaging boards
• Web conferencing
• Blogs and Wiki sites
Adapted from Exhibit 11-1: Tools Commonly Used By Virtual Teams
SELF-MANAGING TEAMS
• More worker satisfaction
• Lower turnover and absenteeism
• Increased productivity
• Higher quality work
• More engaged in work
• Higher level of commitment to the team
TEAM EFFECTIVENESS
BENEFITS VERSUS COST
Synergy
• Greater goal commitment
• Greater variety of skills and abilities used for task achievement
• Greater sharing of knowledge
Process Loss
• Time and energy members spend maintaining the team
• Managing, coordinating, and developing effective communication within the team
FACTORS AFFECTING EFFECTIVENESS
‘TEAM COMPOSITION’
Assumptions can lead to mistakes
people who are similar to each other will work better together – create homogeneous teams
everyone knows how or is suited to work in a team
a larger team is always better
FACTORS AFFECTING EFFECTIVENESS
‘DIVERSITY’
• Agreeableness
• Emotional stability
• Individual conscientiousness
• Team-level extraversion
• Openness to experience
FACTORS AFFECTING EFFECTIVENESS‘PERSONALITY’
FACTORS AFFECTING EFFECTIVENESS
‘TEAM ORIENTATION’
Task Environment
Te
am P
erf
orm
an
ce
Number of Team Members
High
Low
2 5 8 11 13 . . .
TEAM SIZE AND PERFORMANCE
Adapted from Exhibit 11-2: The Relationship Between Team Size and Team Performance
No one best size teamfor all situations.
FACTORS AFFECTING EFFECTIVENESS
‘TEAM STRUCTURE’
Usual means of coordinating formal team efforts.
leaders are appointed
work rules and procedures are detailed
division of individual task responsibilities
TEAM STRUCTURE
TEAM MEMBER ROLES
Adapted from Exhibit 11-3: Team Member Roles
• Initiator/Contributor
• Information Seeker
• Information Giver
• Elaborator
• Opinion Giver
• Coordinator
• Orienter
• Evaluator/Critic
• Energizer
• Procedural Technician
• Recorder
Task Roles Socioemotional Roles
• Encourager
• Harmonizer
• Compromiser
• Gatekeeper
• Standard Setter
• Observer
• Follower
Individual Roles
• Aggressor
• Blocker
• Dominator
• Evader
• Help Seeker
• Recognition Seeker
TEAM STRUCTURE
NORMS
TEAM STRUCTURE
TASK STRUCTURE
TEAM STRUCTURE
TASK STRUCTURE
TEAM PROCESSES
Cohesion
Conflict
Social Facilitation
Social Loafing
Communication
COHESION
Interpersonal
Member’s liking or attraction to other team members
Task
Member’s attraction and commitment to the tasks and goals of the team
SOCIAL FACILITATION
AVOID SOCIAL LOAFING
Make Individual Contributions Visible
• Smaller versus larger teams
• Evaluate individual contributions
• Monitor and oversee everyone’s contributions
Foster Team Cohesiveness
• Provide team-level rewards
• Teamwork training
• Select “team players” to be on the team
COMMUNICATION
MODELS OF TEAM DEVELOPMENT
STAGE MODEL
Adapted from Exhibit 11-4: Models of Team Development
MODELS OF TEAM DEVELOPMENT
PUNCTUATED EQUILIBRIUM MODEL
First Stage:• Norming Activities• Focus on Socioemotional Roles
Second Stage:• Performing Activities• Focus on Task Roles
Task deadline approaches or Task deadline approaches or half-way mark in teams’ tenurehalf-way mark in teams’ tenure
Adapted from Exhibit 11-4: Models of Team Development
MANAGING EFFECTIVE TEAMS
Top Management Support
• Explicit vision and strategic plan
• Results-oriented measurement of outcomes
• Include associates at all levels in decision-making process
• Explicit decisions about using teams
• Manage and review support systems for teams
Support Systems
• Technology
• Information systems
• Selection of team members
• Training
• Rewards
• Leadership
STRATEGIC LENS
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Think of some teams of which you have been a member. How successful were they? To what do you attribute your teams’ success or lack thereof?
Why do organizations use teams to accomplish the work that needs to be done? What value do teams provide?
Someday you will be a leader of a team. What processes will you use to select team members? What specific actions will you take to manage the team to ensure high team productivity?