Lecture Organizational behavior - Chapter 7: Introducing organizational behavior

After reading this chapter, you should be able to answer the following questions: What are teams and how are they used in organizations? When is a team effective? What are the stages of team development? What are the input foundations for teamwork?

Chapter The Nature of Teams Synergy drives a great  team Chapter Study Questions     What are teams and how are they used in organizations? When is a team effective? What are the stages of team development? What are the input foundations for teamwork? Copyright © 2014 John Wiley & 7-2  What are teams and how are they used in Team  organizations? Group of people brought together to use • complementary skills to achieve a common purpose for which they are collectively accountable  Teamwork  • Occurs when team members accept and live up to their collective accountability by actively working together so that all their respective skills are best used to achieve team goals Copyright © 2014 John Wiley & 7-3 What are teams and how are they used in What Teams Do organizations? Teams that recommend things •  Established to study specific problems and recommend solutions to them • Teams that run things  Have formal responsibility for leading organizations and their component parts • Teams that make or do things  Work units that perform ongoing tasks Copyright © 2014 John Wiley & 7-4  What are teams and how are they used in Formal teams organizations? Created and officially designated to serve a specific • organizational purposes • May be permanent or temporary and vary in size and composition Copyright © 2014 John Wiley & Sons, Inc 7-5  What are teams and how are they used in Informal groups Emerge and coexist as a organizations? shadow to the formal structure • and without any assigned purpose or endorsement • Types of informal groups  Friendship groups  Interest groups Copyright © 2014 John Wiley & Sons, Inc 7-6  What are teams and how are they used in Social network analysis – organizations? identifies the informal groups and networks of relationships that are active in an organization Copyright © 2014 John Wiley & 7-7  What are teams and how are they Cross­Functional and Problem­Solving Teams used in Cross­functional teams or task forces  Members brought together from different functional departments or work unitsorganizations? to achieve horizontal • integration and better lateral relations • Problem­solving teams  Created temporarily to serve a specific purpose by dealing with a specific problem or opportunity • Employee involvement team   Meet regularly to collectively examine important workplace issues  Quality circles meet periodically to discuss and make proposals for ways to improve quality Copyright © 2014 John Wiley & Sons, Inc 7-8  What are teams and how are they used in organizations? Functional silos problem • Occurs when members of functional units stay focused on matters internal to their function and minimize their interactions with members dealing with other functions Copyright © 2014 John Wiley & 7-9  What are teams and how are they used in Employee involvement team organizations? • Teams whose members meet regularly to collectively examine important workplace issues  Quality circle ­ small team that meets periodically to discuss and develop solutions relating to quality and productivity Copyright © 2014 John Wiley & 7-10 What are the stages of team development?  Performing stage • Marks the emergence of a mature, organized, and well-functioning team motivated by group goals • Member challenges  Continuing efforts to improve relationships and performance Copyright © 2011 John Wiley & Sons, Inc 7-29 Figure 7.3  Ten criteria for  measuring the maturity of a  team Copyright © 2014 John Wiley & Sons, Inc 7-30 What are the stages of team development?  Adjourning stage • A well-integrated team is able to  Disband when its work is finished  Work together in the future • Particularly important for temporary teams Copyright © 2014 John Wiley & Sons, Inc 7-31 What are the input foundations for The quality of inputs determine the  teamwork? eventual  team effectiveness (TE) TE =Quality of Inputs + (Process gains – Process losses) Copyright © 2014 John Wiley & 7-32 Figure 7.4: Open Systems Model of Team Effectiveness Copyright © 2014 John Wiley & 7-33  What are the input foundations for Team effectiveness is affected by the nature of the  teamwork? task  Different tasks place different demands on teams  Well defined tasks contribute to effectiveness  Team effectiveness is harder to achieve with complex tasks interaction  Success at complex tasks is a source of high satisfaction for team Copyright © 2014 John Wiley & Sons, Inc 7-34   What are the input foundations for Nature of task affects outcome Technical demands of a task teamwork?  The degree to which a task is routine or not, the level of difficulty involved, and the information requirements  Social demands of a task  Involve the degree to which the issues of interpersonal relationships, ego, controversies, over ends and means, and the like that come into play Copyright © 2014 John Wiley & Sons, Inc 7-35  What are the input foundations for Team size Can have an impact on a team’s teamwork? effectiveness • • As team size increases, performance and member satisfaction increase up to a point • Team composition  The mix of abilities, skills, personalities, and experiences that the members bring to the team Copyright © 2014 John Wiley & Sons, Inc 7-36  What are the input foundations for teamwork? Team composition • The mix of abilities, skills, personalities, and experiences that the members bring to the team Copyright © 2014 John Wiley & Sons, Inc 7-37  What are the input foundations for FIRO­B Theory (“fundamental interpersonal teamwork? orientation”) • Identifies differences in how people relate to one another in groups • Individual difference determine needs to express and receive feelings of inclusion, control, and affection Copyright © 2014 John Wiley & Sons, Inc 7-38  What are the input foundations for Status teamwork? A person’s relative rank, prestige or social standing •  Status congruence  • Occurs when a person’s position within the team is equivalent in status to positions the individual holds outside of it Copyright © 2014 John Wiley & 7-39  What are the input foundations for Diversity and Team Performance teamwork? • Team diversity – consists of different values, personalities, experiences, demographics, and cultures among members • In homogeneous teams, members are very similar to one another • In heterogeneous teams, members are very dissimilar, teamwork problems are more likely Copyright © 2014 John Wiley & 7-40  What are the input foundations for Diversity­Consensus Dilemma teamwork? The tendency for diversity to make it harder for team • members to work together, even though the diversity itself expands the skills and perspectives available for problem solving  Collective Intelligence  The ability of a group or team to perform well across a range of tasks Copyright © 2011 John Wiley & Sons, Inc 7-41 Figure 7.5 Member Diversity, Stages of Team Development, and Team Performance Copyright © 2014 John Wiley & 9-42  What are the input foundations for teamwork? Group  or team dynamics • Forces operating in teams that affect the way members relate to and work with one another Copyright © 2014 John Wiley & Sons, Inc 7-43 ... mediation rather than interacting face-to-face  Can accomplish same tasks as face-to-face teams, but are free from geographic barriers Copyright © 2014 John Wiley & 7-1 5  What are teams and how are... adjust to the “self-managing” responsibilities • Higher-level managers may have problems dealing with the loss of the first-line supervisors Copyright © 2014 John Wiley & 7-1 4  What are teams... John Wiley & 7-1 0  What are teams and how are they used in Self­managing teams Teams are empowered toorganizations? make the decisions needed to • manage themselves on a day-to-day basis • Duties