Mgmt 4030 - Exam 3 (Street)

Team

2 or more people working interdependently to accomplish goals related to task purpose

Group

Collection of people without an explicit task

Stages of team development

Forming

Storming

Norming

Performing

Adjourning

Forming

Learn boundaries and expectationsSot

Storming

Commitment to own ideas, conflict

Norming

Members realize they must work together to accomplish goals

Performing

Members are comfortable within their roles and progress occurs

Adjourning

Team separates

Punctuated Equilbirum

Looming deadlines change how the team approaches work halfway through

Task interdependence

Degree to which teams interact with and rely on one another for resources to accomplish work

Types of interdependnce

Pooled, sequential, reciprocal, comprehensive

Pooled

independent, then throw everything together

Sequential

Interactions only between members right next to each other in the sequence

Reciprocal interdependence

Members specialized to perform certain tasks - subset of other members work

Comprehensive Interdependence

Each member has great deal of discretion in what they do and who they interact with

Interdependence Implications

Conflict rises as complexity grows

Loss of individuals to turnover more important as interdependence increases

Motivation Systems - interdependence increases, so should interdependence goals

Outcome interdependence

high degree exists when team members share in rewards that team earns (pay, bonuses)

Types of tasks

Disjunctive

Conjunctive

Additive

Disjunctive Taasks

Productivity of team depends on most competent member

Conjunctive tasks

Productivity relies on least competent member

(weakest link)

Additive tasks

Each member contributes to the performance in proportion to his/her ability

High outcome interdependence

More cooperation - if team wins, everyone wins

Hybrid Outcome Interdependence

Members receive rewards based on team AND individual performance

Surface-level diversity

Observable attributes

(race, ethnicity, age)

Deep-level Diversity

Attributes that are less easy to observe initially, but can be inferred more time

(Personality, values, political ideation)

Ideal team size

4-5 people (2 pizza rule)

Team process

Different types of communication, activities, and interactions contributing to their goals

Process Gain

Getting more than the sum of its parts (2+2 = 5)

Process Loss

Getting less than the sum of its parts (2+2=3)

Coordination Loss

Consumes time and energy that could otherwise be devoted to task acitivity

Production Blocking

occurs when members have to wait on one another before they can do their part of the team task

Motivational Loss

Team members do not work as hard as they could

Why Social Loaf

Equity of effort

Loss of personal accountability

Motivational loss due to sharing rewards

Coordination loss as more people involve

Managers minimize social loafing

Personal accountability

Step ladder - members added one by one

Taskwork Processes

Creative behavior

Decision-making

Creative behavior

Activities focused on generating novel and useful ideas in a team

Fostering Creative Behavior

Brainstorming

Nominal group technique

Nominal Group technique

Similar to a traditional brainstorming session, but it makes people write down ideas on their own

Decreases social loafing

Nominal Group adv

Decreases social loafing

reduces evaluation apprehension and conformity pressures

Maintains a high degree of task focus due to structure

Nominal Group disadv

Team cohesion tends to be lower because structure minimizes interaction

Nominal Group Model

Define Problem

Individual generation of ideas

Share ideas

Rank order of ideas

Decision-Making

Consider ideas relevant to your own specialization, then make recommendations for final decision

3 Factors for team ability to make effective decisions

Decision Infirmity

Staff Validity

Hierarchical Sensitivity

Decision Informity

Do members know enough about their own task responsibilities

Staff Validity

Do members make good recommendations to the leader

Hierarchical Sensitivity

Does the leader effectively weigh the ideas of the members ?

Teamwork processes

Interpersonal activities that facilitate the accomplishment of team tasks, but are not directly related to task accomplishment

Team Work processes - Interpersonal

Conflict management

Relationship Conflict

Task Conflict

Conflict management

Encouraging desireable conflict

Discouraging undesireable conflcit

Relationship conflict

Disagreements among team members in terms of relationships with respect to personal values

Task Conflict

disagreements among members about the team’s task

Cohesion

When members of team develop strong emotional bonds to other members of their team and to the team itself

Factors contributing to cohesion

Shared personal attitudes

Shared goals

Frequency of interaction

Favorable evaluation

External threats

isolation

Groupthink

Highly cohesive teams when members try to maintain harmony without considering alternative viewpoints

Causes of group think

Self-censorship

Illusion of unanimity

Mindguarding

Pressuring of dissenters

Illusion of unanimity

Members accept consensus prematurely because of the silence created by self-censorship

ex. line experiment

Mindguarding

Members discourage doubts and suppressive negative or inconsistent information

Pressuring of dissenters

Members who happen to raise concerns about the decision are pressured to fall into line

Avoiding groupthink

Encourage open climate

Avoid isolation of group - bring outsiders

Assign devil’s advocate

Avoid being too directive - undue manager influence

Training teams

Teansportable teamwork competencies

cross training

Team building

Transportable teamwork competencies

training on skills applicable to multiple teams

Leadership

Use of power to influence direct activities

Shared leader qualities

Ability to influence others

followers

goal oriented

Power

Ability to influence behavior of others and resist unwanted influence

Organizational power

Power that comes form some formal position (company policy and procedures)

Legitimate power

derived from position of authority (manager is boss)

aka formal authority

Reward Power

Exists when someone has control over resources or rewards

Coercive power

Exists when a person has control over punishments in an organization

Personal Power

Not formal authority, additional capabilities that allow a person to infleunce others

Expert power

Derived from person’s expertise, skill, or knowledge

Referent Power

Exists when others have a desire to identify and associate with someone

Influence

Use of an actual behavior that causes behavioral or attitude changes

goes downward (manager down) or lateral (peers to other peers)

Influence Tactics

Relational Persuasion

Consultation

inspirational Appeals

Collaboration

Ingratiation

Personal Appeals

Apprising

Pressure

Coalitions

Exchange

Relational persuasion

Use of logical arguments and hard facts to show the target that request is worthwhile

Consultation

Occurs when target is allowed to participate in deciding how to carry out or implement a request

Inspirational appeal

Appeal to target’s values and ideals, creating emotional reaction

Ingratiation

Favors, complements, or friendly behavior to make influencer more agreeable

Personal Appeals

Requestor asks for something based on personal friendship

Apprising

Requestor explains why performing request will benefit target personally

Pressure

Coercive power through threats and demands

Coalitions

Influencer enlists other people to help influence target

Exchange tactic

Requestor offers a reward or resource to a target in return for performing a request

Competing conflcit resolution

Quick decision is needed, leveraging your unwillingness to compete

Avoiding conflcit resolution

If issue is not as important as others in terms of timing

Emotions are high

Acquiring more information

Collaborating

Both parties have legitimate concerns and compromise won’t solve

Build commitment by working towards consensus decision

Accommodating

When you want to show that you are reasonable and build up credit with others

Others care more about the issue than you, maintain relationship

If you are going to lose and want to preserve dignity

Compromising

Both parties committed to their choices and they are equally powerful

Time pressure doesn’t allow for long resolution process

When approaches haven’t worked

Negotiation

2 or omre people discuss and attempt to come to an agreement about different perspectives

Distributive bargaining

Win-lose style with fixed pie, zero sum conditions

Integrative bargaining

win-win style utilizing mutual respect and problem solving

Negotiation stages

Preparation

Exchanging Information

Bargaining

Closing and commitment

Great Man theory

Leaders are born not made

Leader Behaviros

Decision-Making Styles

Day-to-day behaviors

Transformational leadership

High Follower control

Delegative Style

Facilitative Style

High Leader Control

Consultative Style

Autocratic Style

Initiating Structure

Defining and structuring the roles of employees for goal attainment

Consideration

Creating job relationship characterized by mutual trust, respect, and consideration of employee feelings

Transformational Leadership

Pattern of behaviors inspires followers to commit to a shared vision that provides meaning to their work

Transactional Leadership

Built around exchanges of rewards and punishment

Transformational Leadership I’s

Idealized Influence

Inspirational motivation

Intellectual motivation

Individualized Consideration