group and teams

teams

• groups of 2+ ppl

• exist to fulfill some purpose

• interdependence and need for collab to achieve common goals

• mutually accountable for achieving common goals

• perceive themselves as a social entity within an org

permanence

how long the team exists

skill diversity

team members have different skills and knowledge

authority dispersion

decision-making distributed throughout the team

informal groups

group that exists primarily for the benefit of their members

pros of teams

• make better decisions, products/services

• better info sharing

• higher employee motivation/engagement

• fulfills drive to bond

• closer scrutiny by team members

• team members are benchmarks of comparison

cons of teams

• indiv better/faster on some tasks

• process losses

• social loafing

process losses

cost of developing and maintaining teams

pooled interdependence

occurs when an employee or work unit shares a common resource, such as machinery, administrative support, or a budget, with other employees or work units

sequential interdependence

in which the output of one person becomes the direct input for another person or unit

reciprocal interdependence

in which work output is exchanged back and forth among individuals, produce the highest degree of interdependence

• cooperating

• coordinating

• communicating

• comforting

• conflict handling

competencies 5 Cs

team diversity

team members have diverse knowledge, skills, perspectives, values, etv

1. forming

2. storming

3. norming

4. performing

5. adjourning

tuckman’s model of team development

team roles

a set of behaviors that ppl are expected to repeatedly perform

team building

formal activities intended to improve the team’s development and functioning

team norms

informal rules and shared expectations team established to regulate member behaviors

team cohesion

degree of attraction ppl feel twd team and their motivation to remain

• member similarity

• team size

• member interaction

• somewhat difficult entry

• team success

• external challenges

influences on team cohesion

member similarity

similarity-attraction effect

some forms of diversity have less effect

team size

smaller teams tend to be more cohesive

member interaction

regular interaction increases cohesion

calls for tasks with high interdependence

somewhat difficult entry

team eliteness increases cohesion

but lower cohesion with severe initiation

team success

successful teams fulfill member needs

success increases social identity with team

external challenges

challenges increase cohesion when not overwhelming

trust

positive expectations one person has of another person in situations involving risk

identification

high level of trust

mutual understanding and an emotional bond

knowledge

high level of trust

refer only to “positive expectations”

calculus

low level of trust

face sanctions if their actions violate reasonable expectations

remote teams

team whose members operate across space, time, and organizational boundaries and are linked thru info technologies to achieve organizational tasks

time constraints

time to organize/coordinate

production blocking

evaluation apprehension

belief that others are silently evaluating you

peer pressure to conform

suppressing opinions that oppose team norms

group think

tendency is highly cohesive teams to value consensus at the price of decision quality

constructive conflict

ppl focus their discussion on the issue while maintaining respectfulness for others having diff pov

electronic brainstorming

relies on networked digital devices for submitting and sharing creative ideas

nominal group technique

variation of brainwriting consisting of three stages in which participants silently and independently document their ideas