REVISED BUSM Management Exam II

team

A collection of individuals who are interdependent in their tasks, share responsibility for

outcomes, see themselves as an intact social entity, & are embedded in larger organizational systems.

What type of characteristics are these?

Interdependence

Shared responsibility

Social identity

Organizational embedding

Team characteristics

Team Characteristics: Interdependence

Members depend on each other to accomplish goals

Team Characteristics: Shared Responsibilities

Collective accountability for results

Team Characteristics: Social Identity

Members identify with the team

Team Characteristics: Organizational embedding

Part of larger organizational context

Group vs. Team

All teams are groups, but not all groups are teams

what is this a group or team?

Members have deep dependence on one another than those within groups

Interactions occur with specific task- related purpose (goal) in mind

team

types of teams: ”permanent”

Work team

types of teams: “less permanent” a team  formed to solve a one time problem or ensign a product or service

Project Teams

types of teams: “the “c” suite, very influential

management teams

types of teams: solves specific problems, a team composed of members from various jobs who consult on various organizational issues

parallel teams

types of teams: people aren’t together just virtual teams

virtual teams

What are these stages representing?

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

Stages of Team Development

What stage is this of Team development?

team meets and gets acquainted; best behavior, members orient themselves, tyring to understan each other.

forming

What stage is this of Team development?

team decides roles, goals, expecations, conflict occurs

storming

What stage is this of Team development?

team roles goals and norms established

norming

What stage is this of Team development?

team begins doing tasks towards goal

performing

What stage is this of Team development?

team debriefs, may disband

adjourning

How to contribute to each stage in Team Development?

Know - know they key questions

Recognize - recognize the interpersonal styles

Tailor - tailor your behavior for effectiveness

What Norms Promote Effectiveness?

1. Members should take an active role than a reactive stance toward the way a team operates, by scanning the environment and inventing/adjusting their performance strategies

2. The behavioral boundaries on how a team operates should be demarcated, identifying what members should always do/don’t do

What is successful communication in teams

• Everyone talks & listens about equally, with short contributions (engagement)

• Team members face each other, speak with excitement & use gestures (energy)

• Members connect with each other, not just with team leader

• Members carry on back-channel or side discussions within team

• Members break, talk to outsiders, & bring information back (exploration)

What makes a team effective?

Team composition

Team Processes

Team Performance

Team Effectiveness: Team Composition

• members abilities

• personality mix

• diversity

• member roles

Team Effectiveness: team processes

• Authority

• Interdependence

• Intelligence

• Decision making

• Conflict management

• Outcomes

Team Effectiveness: team performance

• Productivity

• Quality outcomes

• Team satisfaction

• Team viability

• Learning & growth

What type of team process is this?

1. communication

2. coordination

3. cooperation

4. performance

critical team processes

Critical Team Process: Communication

open, frequent, clear

Critical Team Process: coordination

synchronized effort

Critical Team Process: cooperation

mutual support

Critical Team Process: performance

superior results

what are process improvement strategies for teams?

• Regular team meetings with clear agendas

• Defined roles and responsibilities for each member

• Conflict resolution procedures when disagreements arise

• Feedback mechanisms for continuous improvement

what needs to be done right so it has a good impact on teams?

team composition, team processes, team performance

what do these represent?

• Authority*

• Interdependence

• Team intelligence*

• Virtual teams

• Decision making

• Cohesion

• Group size

• Team leader responsibilities

Team processes

team process: interdependence

manage led team: (does the work) flight crew, stage crew, surgical team

self managing team: (manage work process, does the work) managerial task forces, hiring, committee, manufacturing teams)

self-designing team: (manage work process, manage people, do the work) innovation teams, Orpheus chamber, orchestra

self governing team: (decide how org. operates, manage people, manage work process, does the work) board of directors, joint ventures

What could be positive/negative impacts in teamwork?

manager led

self managing

self-designing

self governing

impact on teamwork advantages/disadvantages: manager led

A: low cost to start-up, quick change

possible.

D: conformity to leader.

impact on teamwork advantages/disadvantages: self managing

A: build commitment, morale (job

satisfaction), autonomy.

D: manager has less control, time

consuming, hard to judge progress.

impact on teamwork advantages/disadvantages: self designing

A: Most potential for innovation, goal

commitment, motivation.

D: time consuming and most potential

for conflict.

impact on teamwork advantages/disadvantages: self governing

A: Commitment.

D: Misdirection.

Team Processes: Interdependence

Definition: how teams work together to get the job done.

Three types:

• Pooled.

• Sequential.

• Reciprocal.

• In text: goal, outcome

what type of interdependence is this?

• team members don’t work together but get the job done

• team members may have similar jobs

• results of individual work are pooled to evaluate results

• swimming is an example of this

pooled interdependence

what type of interdependence is this?

• team members work together to some degree

• team members have different skills/duties

• coordination is important between non-overlapping jobs

• example could be relay races, you can’t go until the other person comes

sequential interdependence

what type of interdependence is this?

• team members work together almost continuously

• members have different skills but understand the roles of other team members

• work together at the same time, coordinating their contributions

• often produces the best outcomes

• soccer is a good example for this

reciprocal interdependence

What can go wrong with reciprocal interdependence

• lack of communication

• lack of coordination

• use this design elements to create a high performing team

summary of task interdependence

• it has a positive performance impact and highest in teams with complex tasks

• but could be weak impact on team commitment but is higher

team processes: intelligence

• What causes high “C?” Is it some form of

IQ…belonging to a team rather than an individual?

• There is evidence that a form of intelligence can

emerge when individuals work as a team!

intelligence quotient- IQ or?

“G” factor

what is the G factor?

People with high G factor learn more quickly, people who are more smarter perform better

What is high C team?

• perform better on most tasks

Individual intelligence is not related to C

team C

How do teams with lower average G scores perform?

they perform better than a team with a higher average G score

what is this?

• degree to which someone can de-code the emotions of another person.

• Examples are reading a person’s facial expressions.

social sensitivity

what is this?

• the amount each person on a team speaks.

• In teams with high “C,” team members speak about the same amount over time.

turn taking

true or false: smartness is not related to the average IQ of all team members

true

true or false: Smartness is related to team member behaviors:

• Social sensitivity.

• Turn taking.

true

what challenges do these belong to?

• Reduced communication richness

• Time zone coordination issues

• Technology dependence

• Building trust and relationships

• Cultural differences

virtual team

what solutions do these belong to?

• Use multiple communication channels

• Schedule regular video conferences

• Invest in reliable technology

• Plan face-to-face meetings when possible

• Provide cultural sensitivity training

virtual team

team decision making methods?

consensus

majority rule

leader decides

expert opinion

team decision making methods: consensus

all members agree on decision

team decision making methods: majority rule

more than half members support the decision

team decision making methods: leader decides

team leader makes final choice

team decision making methods: expert opinion

most knowledgeable member decides

team cohesions

low cohesion

optimal cohesion

excessive cohesion

team cohesion: low cohesion

• Little commitment

• Poor cooperation

• High turnover

team cohesion: optimal cohesion

• Strong commitment

• Good cooperation

• Open to feedback

team cohesion: excessive cohesion

• Groupthink risk

• Resistance to change

• Insularity

with team cohesion what is the management goal?

Build strong team cohesion while maintaining openness to external

feedback & diverse perspectives.

how does process loss affect group size?

anything that prevents group from reaching its full potential (difference between what group could achieve & what it actually accomplishes due to inefficiencies in how it works)

what is an example of process loss in group size?

coordination problems, less accountability, limited social support

what are the pros and cons of group size?

con: therefore, size brings gains in knowledge, skills etc. But working against this is process loss.

pro: The size advantage depends on the benefits of new members vs. the process loss.

group size: management and project teams

Work is complex & knowledge intensive

Larger size tends to be good

group size: production teams

Tend to be routine, once tasks are learned.

Limit size to minimum required to do the job

what do these represent?

• Set clear goals & expectations for team performance

• Facilitate communication & resolve conflicts

• Monitor team processes & provide feedback

• Ensure resource availability & remove obstacles

• Recognize and reward team achievements

• Develop team members' skills and capabilities

team leader responsibilities

team leader responsibilities: (leadership key)

Balance directive leadership (when needed) with empowerment & autonomy to maximize team potential.

common team problems:

• Social Loafing: Members reduce effort in groups

• Groupthink: Pressure for conformity reduces critical thinking

• Process Loss: Coordination problems reduce efficiency

• Role Conflict: Unclear or competing responsibilities

common team solutions

• Individual accountability: Track personal contributions

• Encourage dissent: Welcome different viewpoints

• Clear procedures: Establish coordination methods

• Role clarity: Define expectations clearly

common team problems could also be?

individualistic roles: gaslighting, stonewalling, blame-shifting

team processes: group size- social loafing

Unconscious and predictable decline in work as team members are added.

team composition: building the right mix

• member roles

• skills and abilities

• personality

• diversity

• groupthink

team composition: member roles

Assigned tasks and responsibilities to help team achieve common goals

team composition: skills and abilities

Task-relevant expertise and cognitive abilities

team composition: personality

Complementary traits and work styles

team composition: diversity

Different backgrounds, perspectives, experiences

team composition: groupthink

Team thought convergence, Team reliance on Brainstorming

what is a role?

the pattern of behavior a person is expected to display in a given context.

Member roles?

• task roles

• team building roles

• individualistic roles

member roles: individualistic roles

gaslighting, stonewalling, blame-shifting

member ability and tasks: cognitive ability-

Teams with high ability members do better

• Besides better task performance, those with high cognitive ability are better at combining ideas from different members

• Cognitive ability is especially important when the environment changes rapidly & members must learn from each other

member ability and tasks: disjunctive tasks

Performance depends on member with highest ability

member ability and tasks: disjunctive tasks example

brainstorming, medical diagnosis, creative naming

member ability and tasks: conjunctive tasks

Performance depends on member with the lowest ability.

member ability and tasks: conjunctive tasks example

military drills, hazardous material handling, assembly lines

member ability and tasks: additive tasks

Contributions of all members are added together

member ability and tasks: additive tasks example

moving furniture, crowdsourcing input, sales teams

member personalities: agreeableness

• Boosts team effectiveness by smoothing social interaction

• Tend to work hard on behalf of the team

• Caveat: Agreeable people may be slow to offer negative feedback and needed criticism

member personalities: conscientiousness

• More is better

• Even one or two members with low conscientiousness hurt the team

• Members may seek to expel low conscientious teammates

member personalities: extraversion

• Boosts team effectiveness

• Improve social climate

• Caveat: Tend to be dominant. Too many and they may compete

what is team diversity?

The degree to which members are different from one another in terms of attribute used as a basis of categorizing people.

team diversity: surface level diversity?

Diversity of observable attributes such as race, gender, ethnicity, & age.