MGT 612 C Week 7 Notes PDF

MGT 612 C Week 7 Sibel Ozgen QUESTION What has been the focus of our attention until now? What did we try to understand? Trait/Behavior Approach Personality...

MGT 612 C Week 7 Sibel Ozgen QUESTION What has been the focus of our attention until now? What did we try to understand? Trait/Behavior Approach Personality Characteristics Physical Traits Relational Approach Behaviors Situational Approach Relationship between leaders and followers Aspects of a situation affect how leaders act Forming Teams What are the ways to form teams? 3 4 TEAMS Why do we care about teams? https://en.wikipedia.org/wiki/FC_Barcelona TEAMS  Teams More than the sum of their parts? The big three https://en.wikipedia.org/wiki/Big_Three_(Miami_Heat) TEAMS A group of people brought together to use complementary skills to achieve a common purpose for which they are collectively accountable. ❑ Task Performance: Producing high quality, quantity, creativity, and timeliness of results. ❑ Member Satisfaction: Engagement is high and members are content with their tasks, accomplishments, and interpersonal relationships. ❑ Team Viability: When members work well together on an ongoing basis. When one task is finished, they look forward to working on others in the future. Satisfying Task and Maintenance Needs Task Needs: Reflect activities that directly contribute to the performance of the group ❑ Initiating discussion, When task needs are not met, teams ❑ Sharing information, will have difficulty accomplishing ❑ Asking for information, their objectives. ❑ Clarifying something that has been said, and ❑ Summarizing the status of a deliberation Maintenance needs: Reflect activities that support the social and interpersonal relationships among team members When maintenance needs are not met, members: ❑ Encouraging the participation of others, become dissatisfied ❑ Harmonizing differences of opinion, the value of their group membership diminishes, ❑ Praising the contributions of others, and emotional conflicts drain the energy needed for ❑ Agreeing to go along with a popular course of action task performance Teams The goal of the team: What will you being? What is going to be interesting about it? Who is going to do which tasks? What does the Gantt Diagram look like? How would you and when would you meet? How frequently would you meet? When will you have the first draft? Task Roles Initiating: Defining the problem, suggesting activities, assigning tasks Information Seeking: Asking questions, seeking relevant data Information sharing: Providing data, offering opinions Summarizing: Reviewing and integrating others’ points, checking for common understanding, readiness for action Evaluating: Assessing the validity of assumptions, quality of information, reasonableness of recommendations Guiding: Keeping team on track Relationship Roles Harmonizing: Reducing interpersonal conflicts, reducing tension Encouraging: Supporting and praising others, showing appreciation for others’ contributions, being warm and friendly Gatekeeping: Assuring even participation by all team members, making sure everyone has a chance to be heard and that no one individual dominates Teams Roles ❑ Role ambiguity occurs when people are uncertain about their roles or jobs on a team. ❑ It creates problems when team members waste their energy on unproductive tasks or spin their wheels due to a lack of understanding of how to perform. ❑ It is also one of the biggest challenges facing people starting new jobs who may not know exactly what they are expected to do. Role Overload ❑Role overload occurs when the demands of a role are so daunting that people in the role feel overwhelmed. ❑Role underload occurs when too little is expected and the individual feels underutilized. ❑Role overload can also create perceptions of inequity when some people have too much to do, and others have too little.  Group norms ▪ What are norms? - Acceptable standards of behavior ▪ How are norms established? - Discussion - Habit - Critical events - Interaction/feedback ▪ Did norms develop in your group? - How? Were they established quickly? - How did they impact the behavior of group members? - Did they impact communication patterns? Effort? Engagement? 15 What is the recommendable team/group size? “No team should be larger than two pizzas can feed.” Jeff Bezos In larger teams: Finding time and meeting locations, are more difficult Members may feel less connected to the group Members may find it difficult to communicate, capitalize on talents, and ideate. Members may separate into coalitions or cliques What is the recommendable team/group size? With larger groups come the following: ❑Cliques (subgroups of individuals) ❑Span of control (less time, impersonal & direct approach) ❑Process loss ❑Social loafing ❑Social facilitation Team Synergy By avoiding and minimizing disruptive behaviors: ❑Bullying and being overly aggressive, showing incivility and disrespect, ❑Withdrawing ❑Refusing to cooperate, ❑Horsing around when there is work to be done, ❑Using meetings as forums for self-confession, ❑Talking too much about irrelevant matters, and ❑Trying to compete for attention and recognition. Development Stages of Groups Tuckman's Model 1. Forming Stage Polite conversation, getting to know the others, gathering information. Individuals may be unsure about the goals, team’s purpose. They may feel anxious or excited to get going. The leader would need to provide the direction. 2. Storming Stage Intragroup conflict, heightened emotions – emergence of leader is important. Differences appear, people may clash. Member’s may challenge you. 3. Norming Stage Group development, people begin to resolve their differences, appreciate others 4. Performing Stage The team is performing – team members act interpedently How do you form teams?  Apollo Teams Let’s put highly capable individuals together (aka Apollo teams) https://www.belbin.com/resources/blogs/belbins-apollo-teams-unpicking-clever Photo credit: https://www.nasa.gov/specials/apollo50th/missions.html  Apollo Teams Let’s put highly capable individuals together (aka Apollo teams) “The Apollo Syndrome is a phenomenon where teams of highly capable and intelligent individuals may collectively perform poorly due to their inability to make decisions to develop a solution to solve the problem or work collaboratively” (Belbin, 2010). https://www.belbin.com/resources/blogs/belbins-apollo-teams-unpicking-clever Photo credit: https://www.nasa.gov/specials/apollo50th/missions.html  Apollo Teams Let’s put highly capable individuals together (aka Apollo teams) ❑ Excessive time in abortive or destructive debate ❑ Trying to persuade other team members to adopt their own view ❑ Demonstrating a flair for spotting weaknesses in others’ arguments. ❑ Having difficulties in their decision making, with little coherence in the decisions reached ❑ Tending to act along their own favorite lines without taking account of what fellow members were doing https://warwick.ac.uk/fac/sci/med/research/hsri/emergencycare/research/sdo/csi2/education/education-delivery/handouts/apollo_syndrome.pdf https://www.belbin.com/resources/blogs/belbins-apollo-teams-unpicking-clever Photo credit: https://www.nasa.gov/specials/apollo50th/missions.html  Team Roles CONTRIUBUTION WEAKNESSES PLANT Creative, imaginative, free-thinking. lgnores incidentals. Too preoccupied Generates ideas and solves difficult to communicate effectively. problems. Resource Outgoing, enthusiastic, communicative. Over-optimistic. Loses interest once Explores, opportunities and develops initial enthusiasm has passed. Inv. contacts. Co- Mature, confident, identifies talent. Can be seen as manipulative Clarifies goals. Delegates Offloads own share of ordinator effectively. the work. Shaper Challenging, dynamic, thrives on Prone to provocation. pressure. Has the drive and Offends people's feelings. courage to overcome obstacles. https://www.prepearl.net/belbin-team-roles/  Team Roles CONTRIUBUTION WEAKNESSES Monitor Sober, strategic and discerning. Lacks drive and ability to inspire Sees all options and judges others. Can be overly critical. evaluator accurately. Team Co-operative, perceptive Indecisive in crunch situations. and diplomatic. Listens and Avoids confrontation. worker averts friction. Implemen Practical, reliable, efficient. Turns Somewhat inflexible. Slow to ideas into actions and organizes respond to new possibilities. ter work that needs to be done. Complete Painstaking, conscientious, anxious. Inclined to worry unduly. Searches out errors. Polishes Reluctant to delegate. r Finisher and perfects.  Summary of Belbin Team Roles In case if you were not in the class, that day https://www.youtube.com/watch?v=7LunroajlLE Conflict (In-Class Activity) How would you define conflict management? What negative problems might be caused by a conflict in the workplace? Are there any positive outcomes that you believe can result from conflict at work? Under the headings “Definition”, “Negatives”, and “Positives,” list your answers to the three questions above. 10 minutes for this part of the activity. Team Conflict Resolution Thomas-Kilmann Model Competing Collaborating YOU LOSE, I WIN YOU WIN, I WIN Pursues own concerns at the Attempt to work with others to expense of others, power- find mutually satisfactory solutions. Assertiveness oriented move used to win your position. Standing up for your rights Compromise Exploring the disagreement, finding a creative solution Acceptable solution Avoiding Accommodating that satifies all parties YOU LOSE, I LOSE YOU WIN, I LOSE Does not address the conflict, High concern for others, low Diplomatically side-stepping, post- concern for self, self-sacrifice, self- ponining, or withdrawing less generosity, obeying others, yielding to another’s point https://kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instrument-tki/ Co-operativeness When to Use Team Conflict Management Techniques ▪ Avoiding: small/insignificant issues, limited time/resources ▪ Accommodating: keeping harmony, using small favor to get larger one ▪ Forcing: emergencies, when only one right way exists, prevent others from taking advantage ▪ Compromising: late in the conflict, when the partial win is better than none for both parties ▪ Collaborating: the issue is important, Relationship is important, time is available In-Class Activity Problem-Solving Circle Scenario 1 Example: Resources Scenario 2 Example: Change Issue Management Two departments in a fashion A major organizational change is label are competing for limited being implemented, but resources (e.g., marketing employees are resistant. There is a budget, and stock) which are conflict between management, crucial for their respective who believe the change is projects. Tensions are high as necessary, and employees who both believe their project should feel it is disruptive and poorly be prioritized. managed.  Team conflict ▪ “Think of conflict as neither good nor bad…not as warfare, but as the appearance of difference…an opportunity to improve things that aren’t working” -Mary Parker Follett, conflict management researcher in 1920s Two Types of Conflict: ▪ Task Conflict - Disagreements regarding the work tasks or the way the work is done - Should improve performance under some circumstances ▪ Relationship Conflict - Personal disagreements - Interpersonal friction, personality clashes, irritation, differing communication styles, etc. - Should harm performance 31  When conflict can be useful ▪ Non-routine tasks - For simple tasks you don’t need the input and the conflict will be distracting ▪ When the task requires the use of information/expertise diversity ▪ Norms of openness - Or else the disagreements won’t be appreciated 32  Research evidence for conflict ▪ When teams disagree in advance, they end up making better decisions (Source: Schulz-Hardz, Jochims, & Frey, 2002, OBHDP, 88, 563-586) ▪ A Devil’s Advocate improves group decisions (Schwenk, 1990, OBHDP, 47, 161- 176) ▪ Team members provide more useful information when their suggestions are uncorrelated (or negatively correlated) with those of their teammates (Source: Hollenbeck et al., 1995, JAP, 80, 292-316; 1998, JAP, 83, 494-500) ▪ Constructive conflict can mitigate groupthink (Source: Turner & Pratkanis, 1997, Chapter in Using Conflict in Organizations.) 33 Beat Generosity Burnout  Helping How to Help: Not reactive He told people, “Hey, I think you two would hit it off professionally,” and then — whoops — they fell in love. When to Help: Batching requests Whom to help: Give someone an inch, and they will take a yard “You don’t owe anyone an interaction.” https://hbr.org/2017/01/beat-generosity-burnout Dysfunctional Roles (Activity) Dominating: Monopolizing group time, forcing views on others Blocking: Stubbornly obstructing and impeding group work, persistent negativism Attacking: Belittling others, creating a hostile or intimidating environment Distracting: Engaging in irrelevant behaviors, distracting others’ attention  Hawthorne effect Changing performance/work due to the presence of others. Being with others increases accountability. https://news.harvard.edu/gazette/story/2011/12/rethinking-work-beyond-the-paycheck/ Social loafing vs. Social Facilitation https://www.google.com/url?sa=i&url=https%3A%2F%2Fm.facebook.com%2Futarhappymail%2Fphotos%2Fa.605676516271408%2F1190612237777830%2F&psig=AOvVaw1wcgqzK3AlnpvqJ5DGcF9d&ust=1666892775130000&source=images&cd=vfe&ved=0CAoQjhxqFwoTCMDy-9-  Factors that influence conformity ▪ Group size, up to a point - Conformity rises up to 4 people, then levels ▪ Group unanimity - Conformity drops if there’s another dissenter, even if the dissenter is wrong ▪ Group expertise - Conformity rises when majority is perceived as expert ▪ Collectivistic vs. Individualistic norms - More conformity in collectivistic cultures 39