Organizational Behavior Chapter Eight PDF

Because learning changes everything. ® CHAPTER EIGHT Team Dynamics Shutterstock/photobeps and Global Connections Icon: Shutterstock/Merfin © 2...

Because learning changes everything. ® CHAPTER EIGHT Team Dynamics Shutterstock/photobeps and Global Connections Icon: Shutterstock/Merfin © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Learning Objectives 1. Discuss the benefits and limitations of teams and explain why employees join informal groups. 2. Outline the team effectiveness model and discuss how task characteristics, team size, and team composition influence team effectiveness. 3. Discuss how the four team processes — team development, norms, cohesion, and trust — influence team effectiveness. 4. Discuss the characteristics and factors required for the success of self-directed teams and remote teams. 5. Identify four constraints on team decision making and discuss the advantages and disadvantages of four structures aimed at improving team decision making. © McGraw Hill  Types of Teams Permanence. Authority dispersion. How long the team Distribution of decision- exists. making throughout the team. Skill diversity. Variety of member skills and knowledge. © McGraw Hill PRESSLAB/Shutterstock  What are Teams? 1.Groups of two or collaboration. more people. 4.Mutual accountability 2.Exist to fulfill a influence each other. purpose. 5.Perceive themselves 3.Interdependence and to be a team. need for © McGraw Hill PRESSLAB/Shutterstock  Informal Groups Groups that exist primarily for the benefit of their members. Reasons why informal groups exist: Innate drive to bond. Social identity. Goal accomplishment. Emotional support. Informal groups potentially benefit organizations. © McGraw Hill  Advantages and Challenges of Teams Advantages. Better decisions, products. Better information sharing and coordination. Higher motivation due to team membership. Challenges. Process losses. Social loafing. © McGraw Hill  Social Loafing Causes and Remedies Social loafing is more likely to occur: When individual performance is hidden, indistinguishable. Work has low motivation. Due to individual characteristics. When team dynamics undermine employee motivation. Minimizing social loafing: Form smaller teams. Specialize tasks. Measure individual performance. Increase job enrichment. Increase awareness of social loafing and team obligations. © McGraw Hill  Team Effectiveness Model Access the text alternate for slide image. © McGraw Hill  Organization and Team Environment Reward systems. Organizational structure. Communication systems. Organizational leadership. Physical space. © McGraw Hill © Sam Edwards/OJO Images/Getty Images RF  Team Design:Best Task Characteristics for Teams Complex tasks divisible into specialized roles. Well-structured tasks. Low task variability. High task analyzability. Higher task interdependence. © McGraw Hill © Sam Edwards/OJO Images/Getty Images RF  Levels of Task Interdependence Access the text alternate for slide image. © McGraw Hill  Team Size Smaller teams are better because: Less process loss. More engaged in the team. Faster team development. But team must be large enough to accomplish task. © McGraw Hill  Team Composition Team members must engage in task work and teamwork. Task work: Behaviors that complete the assigned tasks. Teamwork: 5Cs behaviors that support the team. Access the text alternate for slide © McGraw Hill image.  Team Composition: Diversity Team members have diverse knowledge, skills, perspectives, values, etc. Advantages: View problems/alternatives from different perspectives. Broader knowledge base. Better represent constituents. Disadvantages: Slower team development. Susceptible to “faultlines.” (i.e. hypothetical dividing lines that split team into gender, ethnic group etc) © McGraw Hill Arie Storm/Alamy Stock Photo  Team Process: Stages of Team Development Forming: learn about each other; evaluate membership. Storming: conflict; members proactive, compete for roles. Norming: roles established; consensus around team objectives and team mental model. Performing: efficient coordination; highly cooperative; high trust; commitment to team objectives; identify with the team. Adjourning: disbanding; shift from task to relationship focus. © McGraw Hill  Team Development: Identities and Mental Models Two central processes in team development: 1. Develop team identification. 2. Develop team mental models and coordinating routines. © McGraw Hill PRESSLAB/Shutterstock  Team Development: Team Roles Role characteristics: Expected and purposive behavior patterns. Have perceived value to the team and/or organization. Attached to one or more team members. May be acquired formally or informally. Types of roles: Task-work roles. Team-work roles. © McGraw Hill  Team Development: Team Building Formal activities to improve the team’s development and functioning. Types of team building: 1. Goal setting. 2. Problem-solving. 3. Role clarification. 4. Interpersonal relations. Team building can be effective under specific conditions. © McGraw Hill  Team Process: Team Norms Informal rules, shared expectations to regulate behavior. Norms develop through: Initial team experiences. Critical events in team’s history. Experience/values members bring to the team. Preventing/changing dysfunctional team norms. State desired norms when forming teams. Select members with preferred values. Discuss counter-productive norms. Introduce team-based rewards that counter dysfunctional norms. Disband teams with dysfunctional norms. © McGraw Hill  Team Process: Team Cohesion The degree of attraction people feel toward the team and their motivation to remain members. Team cohesion is stronger/occurs faster with: Higher member similarity. Smaller team size. Regular/frequent member interaction. Somewhat difficult team entry (membership). Higher team success. More external competition/challenges. © McGraw Hill  Team Cohesion and Performance High cohesion teams usually perform better because: Motivated to maintain membership, achieve team objectives. Share information more frequently. Higher coworker satisfaction. Better social support (minimizes stress). Resolve conflict more swiftly and effectively. Cohesion increases performance when: Task interdependence is high. Team norms are consistent with organizational objectives. © McGraw Hill  Trust in Teams Positive expectations one person has toward another person or group in situations involving risk. Three levels of trust: Calculus-based (lowest). Knowledge-based. Identification-based (highest). Swift trust – initially a moderate or high level of trust in co-workers when people join a team. © McGraw Hill  Self-Directed Teams Self-directed teams defined: Cross-functional groups organized around work processes. Complete entire piece of work, requires interdependent tasks. Autonomy over task decisions. Success factors: 1. Responsible for entire work process. 2. High interdependence within the team. 3. Low interdependence with other teams. 4. Autonomy to organize and coordinate work. 5. Work site/technology support team communication/coordination and job enrichment. © McGraw Hill  Remote (Virtual/Distributed) Teams Team remoteness varies with: Geographic dispersion. Percentage of members who work apart. Percentage of time that members work apart. Remote team success factors: Members apply effective teamwork behaviors (5 Cs). Freedom to use a toolkit of communication channels. Fairly high task structure. Opportunities to meet face-to-face. © McGraw Hill  Team Decision-Making Constraints Time constraints. Production blocking, coordination. Evaluation apprehension. Self-presentation -- reluctance to mention crazy ideas. Peer pressure to conform. Suppresses dissenting opinions. Overconfidence (inflated team efficacy). Causes: self-enhancement, cohesion, external threats, mutually reinforcing beliefs. © McGraw Hill  General Guidelines for Team Decisions 1. Checks and balances so no one dominates. 2. Maintain optimal team size. 3. Encourage team confidence but be wary of overconfidence. 4. Team norms should encourage critical thinking. 5. Develop/maintain psychological safety. 6. Introduce team structures that encourage creativity. © McGraw Hill  Creative Team Structures: Brainstorming Four brainstorming rules: Speak freely. Don’t criticize others or their ideas. Provide as many ideas as possible. Build on others’ ideas. Brainstorming success in field studies and creative firms. Skilled facilitators, confident employees, psychological safety. Success is most creative idea, NOT number of ideas. Brainstorming limitations. Production blocking. Fixation/conformity effect. © McGraw Hill  Other Creative Team Structures Brainwriting: Brainstorming without conversation. Less production blocking than brainstorming. Electronic brainstorming: Brainwriting with technology. Low production blocking, evaluation apprehension, conformity. Nominal group technique: Brainwriting with verbal stage. (round robbin format) © McGraw Hill