1 COMMERCE 2BA3 ORGANIZATIONAL BEHAVIOUR Class 5 Groups and Teamwork Dr. Christa Wilkin Brain Teasers 2 LANG4UAGE search and I'm world thought an Last Class 3 Content and process theories of motivation Money and job design as a motivator THIS CLASS Groups and teamwork Agenda 4 Team development Team structure Team decision-making Types of teams Ultimate Student Chair task 5 CH 7: GROUPS AND TEAMWORK Question 6 What is your best/worst team experience? Describe the behaviours of team members/ team as a whole and what made it so good/bad? Teams vs. Groups 7 Teams are generally distinguished from groups by: Team goals: groups don’t need to have goals Shared leadership Shared accountability Self-developed mission Continuous problem-solving Formal vs. Informal Established by organizations vs. emerging naturally E.g., work on project vs. play on softball team Typical Stages of Team Development 8 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 Not all teams go through these stages 9 Individual Task: Put the Stages in Order Storming: Conflict often emerges; sorting out roles and responsibilities is often at issue Adjourning: Group disperses after achieving goals Forming: What are we doing here?, what are others like?, what is our purpose? Performing: The group devotes its energies toward task accomplishment Norming: Norms are agreed on and the group becomes more cohesive Punctuated Equilibrium Model 10 How teams with deadlines are affected by first meetings and crucial midpoint transitions Phase 1: first meeting to midpoint of existence, little progress is made Midpoint Transition: need to move forward is apparent Phase 2: decisions and approaches are played out Comparing Both Models 11 Team Structure 12 What is the ultimate team size? Additive Task Disjunctive Task Team performance is dependent on the sum of the performance of individual members Team performance is dependent on the performance of the best member Conjunctive Task Team performance is limited by the performance of the poorest member Team Size 13 As groups become larger, they suffer process losses Performance difficulties that result from the problems of motivating and coordinating larger groups Diversity in Teams 14 Diverse teams might take longer to do their forming, storming and norming Diverse teams sometimes perform better when the task requires cognitive, creativity-demanding tasks and problem solving rather than routine work Question 15 When will teams perform better than individuals? Teams vs. Individuals 16 Group members differ in skills and abilities Some division of labour can occur Quiz Question 17 One reason for members reporting less satisfaction in larger groups is A) individual members can identify less easily with the success of the group. B) opportunities for participation increase in larger groups. C) people are less inhibited about participating in larger groups. D) conflict and dissension are less likely in larger groups. E) they have more time to develop friendships with other group members. Team Norms 18 Acceptable standards of behaviour within a team Agreed upon by members Relate to Performance e.g., how hard to work Appearance Social interaction Allocation of resources e.g., assignments Team Roles 19 Positions in a group that have a set of expected behaviours attached to them Role ambiguity Lack of clarity of job goals or methods Role Conflict Exists when faced with incompatible role expectations Something unethical, demands in other roles at home Both can result in job disatisfaction, stress reactions, lower commitment, and turnover Team Cohesiveness 20 The degree to which a group is especially attractive to its members. Increase cohesiveness: Threat: External threat to the survival of a group Success: Groups become more cohesive when they successfully accomplish an important goal Size: Larger groups have a more difficult time becoming and staying cohesive Toughness of initiation: Groups that are tough to get into tend to be more attractive than those easy to join Team Cohesiveness 21 Consequences of Cohesiveness More participation in group activities More conformity More success In more cohesive groups, individual performance is similar Question 22 What is social loafing? Social Loafing 23 Members exert less effort when working in teams than working alone Factors that affect: Team size (+) Team produces single output (e.g., report) (+) Interestingness of the task (-) Importance of objective (-) Value team membership and objectives (-) How to Manage Social Loafing 24 Discuss expectations Make individual performance more visible Specialize Feeling not be aware of poor performance Make tasks more interesting and important Divide that inputs are necessary for team success Increase performance feedback Might tasks tasks based on expertise and preference Punishment warnings in advance (deter) Question 25 Why would you want to use groups to make decisions rather than individuals? Group Decision Making 26 Groups or teams can make higher-quality decisions than individuals Generate Increases more ideas and evaluate them better decision acceptance and commitment Disadvantages 27 Time Conflict Domination Groupthink Groupthink (Teamthink) 28 The capacity for group pressure to damage the mental efficiency, reality testing, and moral judgment of decision making groups Develops because of too much cohesiveness, concern for approval and isolation of the group E.g., video of Asch experiment Video Clip 29 Challenger Disaster Question 30 Take a moment to think about three concepts from the lecture that you can apply to your groups Types of Teams 31 Process-improvement teams Self-managed teams e.g., Teams in class Cross-functional e.g., Team to improve efficiency of manufacturing a product e.g., Team with people from HR, marketing, accounting Virtual Teams e.g., Team that spans the globe Ultimate Student Chair 32 Team Simulation Exercise Simulating a virtual, cross-functional team with a very big challenge Form teams of 5 people Representing two separate offices of a full-service consulting company Ultimate Student Chair 33 Client briefing details on handout 20 minutes to prepare Each team will have half of its members located on one side of the room and can only communicate with them via email. Five minutes (max) to present your ideas One or two people per team will present to class Ultimate Student Chair 34 How was the coordination among team members? and across offices, specifically? How did you make decisions? What did you do well / not so well? 35 QUESTIONS? Summary 36 Team progress will depend on which stage team is in Teams are not necessarily more effective than individuals Require management: Establish norms (expectations), divide up labour/assign roles, build cohesiveness, manage social loafing Hopefully Together Everyone Achieves More (TEAM) For Next Class 37 Read chapter 8 on influence, socialization, and culture, and chapter 9 on leadership