BUS 272 Class 4 Groups and Teamwork PDF

BUS 272 – E100 Week 5 – Groups and Teamwork Melissa McCrae, EdD  Groups & teamwork objectives By the end of today’s class, you should be able to describe Why teams are useful (and why they can be problematic) When to use individuals versus groups The differences, purposes and drawba...

BUS 272 – E100 Week 5 – Groups and Teamwork Melissa McCrae, EdD  Groups & teamwork objectives By the end of today’s class, you should be able to describe Why teams are useful (and why they can be problematic) When to use individuals versus groups The differences, purposes and drawbacks of each type of team Two models of group development How to build an effective team  Groups vs Teams Groups vs Teams Two or more Small number of people with a people with a common common objective relationship who are accountable to one another  Efficient vs Effective Efficient Effective Same output Successfully with fewer achieving goals inputs Increased efficiency +/or effectiveness = increased productivity  Efficient vs Effective You are making chocolate truffles with a friend You make 50 in 3 hours Your friend makes 50 in 2.25 hours Who is more efficient? Who is more effective? Who is more productive?  Why use teams? Increased effectiveness* More flexible than BUT decreased departments – can efficiency … time & change resources More motivational - higher task identity * … when the task requires multiple skills, judgment and experience When are teams When are individuals better? better?  Teams Individuals Tasks require multiple An individual can skills, judgment and perform the work well expertise on his/her own End goal is more than A quick decision needs the aggregate of to be made and no individual goals group already exists than can make it Tasks are interdependent Type of Teams  Roles A role is a set of expected Role conflict is a situation in behaviours of a person in a which an individual finds that given position in a social unit. complying with one role ▪ People have different roles requirement may make it more on and off the job. difficult to comply with another. ▪ Some may be compatible; ▪ An individual is confronted some create conflict. by divergent role expectations. Role expectations are how others believe a person should Role ambiguity is people are act in a given situation unclear about their role  Roles Role overload is too much is expected of someone. Role underload is too little is expected of people, and those people feel that they are not contributing to the group  Norms Standards of behaviour shared by a group Performance – How hard to work, quality, tardiness Appearance – Dress, when to look busy, how to show loyalty Social arrangement – How team members interact Allocation of resources – Pay, assignments, allocation of tools and equipment  How Norms Develop Explicit statements Critical events Initial patterns of behaviour Carry-over behaviour  Norms Why are they useful? Groups are more likely to survive Behaviour is more predictable Fewer embarrassing situations Stronger group identity BUT … Beware of pressure to conform  Deviant workplace behaviour Voluntary behaviour that violates significant organizational norms and, in so doing, threatens the wellbeing of the organization or its members Also called antisocial behaviour or workplace incivility DWB – What are the results?  Important Norms How the team will manage conflict Responsibility and accountability Decision-making Communication Meetings  5-stage model of groups Non-linear movement Performance varies Benefits of conflict? Speed & org context  Punctuated equilibrium model (High) Completion Phase 2 Performance First Meeting Transition Phase 1 (Low) A (A+B)/2 B Time  Punctuated Equilibrium Model The first meeting is important to set the team direction and pace The importance of the halfway mark, deadline dates, milestones Halfway point and establishment of revised norms and goals Long periods of inertia Temporary teams Not always Effective Teams  Leading Teams (Hackman) Team is a Real Team (clear task, clear boundaries, authority to manage own work, membership stability) Team has a compelling Direction (what it is supposed to accomplish, why important, skills needed) Enabling Structure (norms, interpersonal) Operating in supportive org structure (rewards and recognition, IS = resources, information, rewards) Expert coaching in teamwork (continual reflection, coaching) Shared mindset (common identity, understanding) Haas & Mortensen’s add Effective Teams Effective Teams  Google and Project Aristotle Psychological safety Dependability Structure and clarity (expectations, consequences) Meaning Impact Effective Teams  Personality Teams under-perform when there are one or more highly disagreeable members Conscientious people help teams perform as they sense when support is needed and back members up, especially when grouped Open team members communicate better which leads to more creativity and innovation Emotional stability and conflict Effective Teams Key Roles Effective Teams  Advantages of Disadvantages Diversity of Diversity Multiple perspectives Ambiguity Greater openness to Complexity new ideas Confusion Multiple Miscommunication interpretations Difficulty in reaching a Increased creativity single agreement Increased flexibility Difficulty in agreeing Increased problem- on specific actions solving skills Effective Teams  Group Size Research shows that: ▪ Smaller groups are faster at completing tasks ▪ When problem solving, larger groups do better Social Loafing ▪ The tendency for individuals to expend less effort when working collectively than when working individually ▪ Teams should not be larger than necessary, and individuals should be accountable for their actions Chapter 6, Nancy Langton and Stephen P. Robbins, Organizational Behaviour, Fourth Canadian Edition  Strong teams Focus on results ▪ Objective, not personal ▪ On the same side ▪ Truth seeking ▪ Rally around a chosen priority  Strong teams Balance ▪ Passion for personal lives and work ▪ Leaders set an example Diversity ▪ Age, gender, strengths, race, education Image of performance ▪ Attract right people ▪ Avoid low performers  Task Maintenance Roles Roles Initiating Harmonizing Seeking & providing Compromising information Gatekeeping Clarifying Encouraging Elaborating Summarizing Consensus testing  Team Processes Common Plan and purpose Team Efficacy Team Identity Team Cohesion Mental Models Conflict Levels Social Loafing  Groups & teamwork Review By now, you should be able to describe Why teams are useful (and why they can be problematic) When to use individuals versus groups The differences, purposes and drawbacks of each type of team Two models of group development How to build an effective team Next Class Chapter 7 – Communication 44