Managing Groups and Teams - Lecture Slides PDF

MANAGING GROUPS AND TEAMS CHAPTER NINE Solely for the personal use of the authorized students. Cannot be reproduced, modified or transmitted to others, in part or whole, without the explicit written consent of the author. © Dr. Harjinder Gill 2023 Total slides included 40 OUTLINE 2 Definition of a...

MANAGING GROUPS AND TEAMS CHAPTER NINE Solely for the personal use of the authorized students. Cannot be reproduced, modified or transmitted to others, in part or whole, without the explicit written consent of the author. © Dr. Harjinder Gill 2023 Total slides included 40 OUTLINE 2 Definition of a Team Team Development Team Effectiveness WHAT IS A TEAM? A team consists of two or more people interacting interdependently to achieve a common goal. 3 MODELS OF TEAM DEVELOPMENT Stage Model Punctuated Equilibrium Model STAGE MODEL OF TEAM DEVELOPMENT Teams develop through a series of stages over time Each stage presents the members with a series of challenges they must master in order to achieve the next stage 5 STAGE MODEL OF TEAM DEVELOPMENT Team Performance 6 forming Time STAGE MODEL OF TEAM DEVELOPMENT Team Performance 7 forming storming Time STAGE MODEL OF TEAM DEVELOPMENT Team Performance 8 forming norming storming Time STAGE MODEL OF TEAM DEVELOPMENT 9 Team Performance performing forming norming storming Time STAGE MODEL OF TEAM DEVELOPMENT 10 Team Performance performing forming norming adjourning storming Time STAGE MODEL OF TEAM DEVELOPMENT Criticisms of the Stage Model of Development ▪ Linearity ▪ Time Frame ▪ Overemphasis on Conflict ▪ Limited Empirical Support PUNCTUATED EQUILIBRIUM MODEL How teams with deadlines are affected by first meetings and crucial midpoint transitions 12 THE PUNCTUATED-EQUILIBRIUM MODEL 13 Performance (High) Phase 2 First Meeting Transition Phase 1 (Low) A Completion (A+B)/2 Time B PUNCTUATED EQUILIBRIUM MODEL Phase 1: first meeting to midpoint of existence, little progress is made Midpoint Transition: significant changes and accelerated activity Phase 2: decisions and approaches are played out 14 MODELS OF TEAM EFFECTIVENESS Team effectiveness models build on the basic IPO model framework INPUT PROCESS OUTPUT MODELS OF TEAM EFFECTIVENESS Team effectiveness models build on the basic IPO model framework INPUT PROCESS Composition Communication Size Team Cohesion Task design Team Conflict Rewards OUTPUT Team Performance Member Reactions MODELS OF TEAM EFFECTIVENESS Team effectiveness models build on the basic IPO model framework INPUT PROCESS Composition Communication Size Team Cohesion Task design Team Conflict Rewards OUTPUT Team Performance Member Satisfaction Team Composition  Skilled members ▪ more highly skilled members  Team personality ▪ higher on agreeableness and conscientiousness  Team attitudes ▪ greater preference for team work ▪ more similarity in attitudes Team Effectiveness Team Size  What is the ultimate team size?  As groups become larger, they suffer process losses ▪ Performance difficulties that result from the problems of motivating and coordinating larger groups  Type of Task ▪ Additive Task ▪ Performance dependent on the sum of individual performances ▪ Disjunctive Task ▪ Performance is dependent on the best member ▪ Conjunctive Task ▪ Performance is limited by the poorest member Team Effectiveness Task Design  Task Characteristics ▪ tasks that are engaging and inherently rewarding  Task Interdependence ▪ Tasks with more interdependence ▪ Social Loafing ▪ Free-rider theory ▪ Sucker-effect theory Team Effectiveness SOCIAL LOAFING 21 the tendency for individuals to expend less effort when working in a group than when working individually SOCIAL LOAFING Why? ▪ Free-rider theory ▪ desire to benefit from the efforts of others ▪ Sucker-effect theory ▪ match the low level expected of others 22 SOCIAL LOAFING Counteract Social Loafing ▪ Make individual performance more visible ▪ Keep group size small. ▪ Increase performance feedback ▪ Increase feedback from the boss, peers, and customers. ▪ Reward group performance ▪ Members are more likely to monitor and maximize their own performance and that of their colleagues when the group receives rewards for effectiveness. 23 TEAM REWARDS  Is the work truly interdependent? ▪ Yes: team-level reward  Interplay between individual level and team-level rewards?  Degree of control teams have over performance Team Effectiveness MODELS OF TEAM EFFECTIVENESS Team effectiveness models build on the basic IPO model framework INPUT PROCESS Composition Communication Size Team Cohesion Task design Team Conflict Rewards OUTPUT Team Performance Member Reactions COMMUNICATION  Amount of information and how often disseminated  Extent of team member participation  Extent to which employees help each other out and share needed information Team Effectiveness TEAM COHESION Team Cohesion: is the degree to which members like and trust one another Improve Team Cohesion  Group Homogeneity ▪ Homogeneous - members are similar ▪ Heterogeneous - members are different ▪ Slightly heterogeneous -a few members have different characteristics Team Effectiveness TEAM COHESION  Size – smaller groups are more cohesive  Stability of Membership –stable groups are more cohesive.  Threat and Competition – groups under threat or competition become highly cohesive  Dif ficult Entr y – groups that are more difficult to join are more cohesive  Success – groups that successfully accomplish goals are more cohesive Team Effectiveness TEAM COHESION Benefits of Team Cohesion  Higher member satisfaction  Performance? Team Effectiveness Cohesiveness COHESIVENESS AND PERFORMANCE Performance 30 TEAM CONFLICT  Team conflict could be due to dif ferences in status or power, goals, or personality. Types of Conflict  Task Conflict ▪ Conflict over the content or goals of the work  Relationship Conflict ▪ Conflict based on interpersonal relationships Team Effectiveness TEAM CONFLICT Resolve Conflict ▪ Conflict Resolution Training ▪ Reduce Tension ▪ Increase Trust ▪ Third-Party Intervention Team Effectiveness MODELS OF TEAM EFFECTIVENESS Team effectiveness models build on the basic IPO model framework INPUT PROCESS Composition Communication Size Team Cohesion Task design Team Conflict Rewards OUTPUT Team Performance Member Reactions TEAM PERFORMANCE  Productivity  Performance Ratings  Performance Quality  Number of Errors Team Effectiveness MEMBER REACTIONS  Member Satisfaction  Desire to work together in the future Team Effectiveness BUILDING AN EFFECTIVE TEAM? SELECTION TRAINING REWARDS ENHANCE EFFECTIVENESS OF TEAMS MEMBER SELECTION ▪ Average levels of cognitive ability and conscientiousness ▪ Preference for teamwork ▪ Knowledge of the KSAs for teamwork ▪ Interpersonal – conflict resolution, collaborative problem solving, and communication ▪ Self-management – goal setting/time mgmt. and planning/task coordination ENHANCE EFFECTIVENESS OF TEAMS Organizational Reward Systems Key feature is alignment with task interdependence and outcome interdependence ENHANCE EFFECTIVENESS OF TEAMS TEAM DEVELOPMENT INTERVENTIONS ▪ Conflict management skills ▪ Project management skills ▪ Communication skills WHAT WE LEARNED ABOUT GROUPS AND TEAMS How to Define a Team Learned about the I-P-O model of team effectiveness Build more effective teams 40