work teams why are they increasing understanding teams
Post on 21-Dec-2015
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Work Teams
Why are they increasing
Understanding teams
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Goals
• Assist teams in their team development.
• Stages of group formation. Issues in different stages.
• General problems with teams—groupthink and social loafing. Ways to manage them.
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Teams Increasing Popular
• Examples Pella windows
• 3M
• Volvo
• IT firms
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Why
• Benchmarking against other firms (Not in the book).
• Flexibility
• Improved Decision Making (assumes decision decentralized).
• Motivation
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Types of teams
• Problem Solving (quality circles)--decisions/recommendations
• self-managed teams --puts things together (TI and Defense contract).
• Cross functional teams (project teams) plans and organizes for some activity. Then reverted to production team. Often with product innovation (3M).
• Virtual teams—effective in communication Best for problem solving/communications. Coordination is difficult.
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Important elements for team building
• Stages of group development
• Elements to consider to create a highly effective team.
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Stages
• Forming—what are group goals; how do we work together to achieve those goals. Who will adopt what roles?
• Storming—intragroup conflict (often not directly expressed which is more likely in HK than the US). Conflicts about goals, ways to achieve those goals. Is everyone making contributions?
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• Norming—group works through conflicts and develops cohesiveness.
• Performing fully functioning group. Group is cohesive and achieving goals.
• Adjourning—relevant for temporary groups.
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• Assumption more likely to get to performing if go through all stages.
• To some extent good work in forming minimizes conflict.
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Working on the Forming Stage
• Group Members and Selection
• Planning and organizing.
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• Selection—Technical skills; diversity in team roles.
• To create synergy (the whole is greater than the sum of the parts), need diversity. People are good at different things. One reason why groups exist (see page 270 of text).
• Example—all accounting majors or MIS, Management, Finance. Etc. Which is better to create synergy. Which is better to create harmony?
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Bias towards harmony as opposed to synergy.
• Urge you to select based on both. Major issue in Hong Kong. Emphasis on harmony and relationships. Hard to address synergy.
• Build relationships that promote synergy.
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Planning
• Book suggests common purpose and specific goals are essential for effective teams (p 268)
• This step is often skimmed over. The goal becomes a task.
• Do all team members share the same goal (common purpose), envision a similar final product (specific goal).
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• Essential to have expressed goal commitment.
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Organizing
• The process by which the group members achieve the shared goals?
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Roles
• Create organizational processes to achieve goals—who does what.
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Key Task Roles on TeamsKey Task Roles on Teams
InitiatorInitiator
PromoterPromoter
ProducerProducer
LinkerLinker CreatorCreator
AssessorAssessor OrganizerOrganizer
ControllerController MaintainerMaintainer
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Key Maintenance RolesKey Maintenance Roles
CompromiserCompromiser EncouragerEncourager ListenerListener
HarmonizerHarmonizer FollowerFollower
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Important
• Both task and maintenance roles.
• Groups have problems when no one assumes leadership role (task roles not performed).
• Or Two people dominate a group (maintenance roles not performed).
• Or just simple task orientation for all.
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Organizing
• Who does what roles.
• Key roles: Initiator, organizer, controller, hamonizer, encourager. Team needs to self assess after a while. I will give you a self-assessment tool after your first project.
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Other issues
• Independent or shared approach to work activities.
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Storming Stage
• Defer this to the next unit. Conflict is not inherently bad. Major cultural issue in traditional Chinese culture.
• How can conflict be good?
• The issue is how to make conflict good.
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Norming stage
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Norms
• Acceptable standard of behavior within a group that are shared by group members.
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Norms
• Break a norm
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Why do we have norms?
• What would it be like without norms?
• Flip side what are the advantages of having shared norms.
• Values and management are central to teams.
• Transactional leaders--team leaders.
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Types of norms
• Performance norms. Issues related to tardiness, attendance, amount of work, time deadlines, quality of work.
• Appearance norms. Dress practices• Social arrangement norms (how do people
interact with each other; cliques, respect)• Allocation of resource norms (who gets
what).
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• Appearance norms (work uniforms—are they good or bad).
• Resource norms are important. Example: peer evaluations.
• According to the book performance norms are the most important. All of the others may be shared but if performance norms are weak then low group performance.
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Developing shared norms
• Primacy is important--what happens at first.
• Explicit statements agreements
• Critical events and how they get managed
• General cultural norms
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Focus on Primacy
• Critical norms
• Time issues: meeting and showing up:project deadlines.
• Individualistic/collectivistic approaches.
• Communication patterns (participation, listening, openness) see p. 387.
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Do norms have a dark side?
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Cooperation, Cohesiveness, Trust
• All related. Trust is emotional/cognitive, cooperation are behaviors, cohesiveness is the commonly shared affect towards group members and group activities.
• Maintenance roles lead to cooperative behaviors.
• Trust--faith in the actions of others.
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• Curious when act trustful, how do people behave.
• When act distrustful, how do people behave.
• Moving towards trust--initial actions critical.
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• Communication (positive and open)
• support--saying yes not yes but
• Respect and listening
• Fairness
• Consistency
• Competency.
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Cohesiveness
• Trust and communication most important predictors (different from book). Ones listed in book are also important.
• In general--there is evidence that the greater the cohesion the greater the performance. Exceptions need to be noted--especially in decision making quality.
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Performing stage.
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Coaching video
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General team problem
• Social loafing--decrease in individual effort as group size increases.
• Gold bricking. Individual does not contribute to group effort.
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Causes
• Diffusion of responsibility.
• Low interest/commitment
• Expectations for others to loaf.
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Influence perceptions of Equity
• Undermines group cohesiveness and ability to work together. Tends to be more blaming than problem solving.
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Addressing
• Gaining commitment to a goal.
• Holding accountable for activities (stepladder technique).
• Values (collectivist for individualist)
• Type A vs Type B. Worry warts vs Procrastinators.
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• Groups fail to assess themselves due to• Time issues• Difficult to do giving positive and
constructive feedback for improvement• Addressing feedback when it comes to
communication. • Stick to the facts. Group said X and doing Y.
Earlier the better.
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Creating effective work teams
• Composition of members. Putting together the right team.
• Want both harmony and diversity. Balance.
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Processes
• Mostly addressed. Common purpose and specific goals.
• How teams manage disagreements (conflict). Deferred
• Team efficacy—confidence in team members to succeed. Success breeds success. Trust/motivation. Positive thoughts about each other. Set easy goals at first.
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Context is issue not addressed
• Resources—Organization support.
• Leadership—non intrusive and supportive.
• Performance evaluation—team based not individual based. Modifications for individual performance.
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Summary and feedback