Presentation on theme: "& 12 & Processes."— Presentation transcript: 1 & 12 & Processes Show
2 Learning Goals What are the benefits of teams over individuals?
3 Team Characteristics A team consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose. Subset of the more general term “group.” Teams differ from groups in two primary respects. The interactions within teams
revolve around a deeper dependence on one another than the interactions within groups. The interactions within teams occur with a specific task-related purpose in mind. 4 The Benefits of Teams Innovation & Creativity
5 When To Use Teams? Good when performing complicated, complex, interrelated and/or more voluminous work than one
person can handle Good when knowledge, talent, skills, and abilities are dispersed across organizational members 12 6 Discussion When should teams not be used over
individuals working independently? 7 Types of Teams Work teams are designed to be relatively permanent. 8 Types of Teams, Cont’d Parallel
teams are composed of members from various jobs who provide recommendations to managers about important issues that run “parallel” to the organization’s production process. Project teams are formed to take on “one-time” tasks that are generally complex and require a lot of input from members with different types of training and expertise. Action teams (Task Force) perform tasks that are normally limited in duration. However, those tasks are quite complex and take place
in contexts that are either highly visible to an audience or of a highly challenging nature. 9 Variations within Team Types 10 Types of Teams Table 11-1 11 Stages of Team
Development 12 Three Issues Addressed by Groups 13 Punctuated Equilibrium 14 Interdependence Task interdependence refers the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team. Pooled interdependence requires lowest degree of required coordination, members complete their work assignments
independently, and then this work is simply “piled up” to represent the group’s output. 15 Team Interdependence, Cont’d 16 Team Interdependence, Cont’d 17 Team Interdependence, Cont’d 18 Effects of Task Interdependence on Performance and Commitment
19 Outcome Interdependence 20 Five Aspects of Team Composition
21 Team and Individualistic Roles 22 Team and Individualistic Roles, Cont’d
23 Team Roles Members contribute in diverse ways…. Contributor 24 Team Composition, Cont’d 25 Team Composition, Cont’d
26 Diversity at the Top Types of diversity needed Functional diversity 27 From: Harrison, Price, Bell (1998) UTA
28 Team Performance Problems
29 Conflict Can Be Positive or Negative 30 Conflict Management Sources
31 Balancing Act Ambiguity Logic Need for Different Perspectives
32 Conflict Management Tactics 33 Conflict Management Tactics 34 Applying the Problem-Solving Style of Conflict Management 35
Social Loafing Issues & Answers
36 Team Processes Taskwork Processes Teamwork Processes Team States 37 Taskwork Processes Figure 12-1 38 Taskwork
Processes Taskwork processes are the activities of team members that relate directly to the accomplishment of team tasks. When teams engage in creative behavior, their activities are focused on generating novel and useful ideas and solutions. Brainstorming involves a face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue. Nominal group technique is similar to a traditional
brainstorming session, but it makes people write down ideas on their own, thereby decreasing social loafing and production blocking. 39 Taskwork Processes, Cont’d 40 Teamwork Processes Teamwork processes refer to
the interpersonal activities that facilitate the accomplishment of the team’s work but do not directly involve task accomplishment itself. Behaviors that create the setting or context in which taskwork can be carried out. Transition processes, action processes, interpersonal processes 41
Teamwork Processes Figure 12-2 42 Effects of Teamwork Process on Performance and Commitment
43 Team States Team states refer to specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together. Cohesion, potency, mental models, transactive memory 44 Team States Figure 12-3
45 Team States, Cont’d Cohesion happens when members of teams develop strong
emotional bonds to other members of their team and to the team itself. Groupthink happens in highly cohesive teams when members may try to maintain harmony by striving toward consensus on issues without ever offering, seeking, or seriously considering alternative viewpoints and perspectives. Avoid too much cohesion by assessing the team’s cohesion, and appointing a devil’s advocate.
46 Team States, Cont’d Potency refers to the degree to which members
believe that the team can be effective across a variety of situations and tasks. High potency, members are confident that their team can perform well, and as a consequence, they focus more of their energy on achieving team goals. Team members’ confidence in their own capabilities, their trust in other members’ capabilities, and feedback about past performance play a role in developing high potency.
47 Team States, Cont’d Mental models refer to the level of common understanding among team members with regard to important aspects of the team and its task. Transactive memory refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the
team. 48 Takeaways Teams are more interdependent and task focused than groups.
49 Takeaways, Cont’d Diversity can come in a variety of ways, surface and deep
level, but diversity adds to conflict and reduces group cohesion. Match team members’ abilities with disjunctive, conjunctive and additive types. Match diversity level to the need to solve an intellective or judgmental problem. 50 Takeaways Team process reflects the different types of activities and
interactions that occur within teams and contribute to their ultimate end goals. When teams have process gain, they become more than the sum of their parts through interactions that create synergy among members. When teams have process loss, they become less than the sum of their parts through interactions that create inefficiencies between members. Taskwork processes are the activities of team members that relate directly to the accomplishment of team tasks.
51 Takeaways, Cont’d Teamwork processes refer to the interpersonal activities that facilitate the accomplishment of the team’s work but do not directly involve task accomplishment itself. Team states refer to specific types of feelings and thoughts that coalesce in the minds of team members as a
consequence of their experience working together. Team states include cohesion, potency, mental models, and transactive memory. Which of the following factors account for a team's ability to make accurate and effective decisions?Three factors that account for a team's ability to make effective decisions are decision fromality, staff validity, and hierarchical sensitivity.
When members of a team exert less effort when working on team tasks than they would if they worked alone on those same tasks the phenomenon is called?In social psychology, social loafing is the phenomenon of a person exerting less effort to achieve a goal when they work in a group than when working alone. It is seen as one of the main reasons groups are sometimes less productive than the combined performance of their members working as individuals.
Which of the following are teamwork processes?Teamwork processes include transition processes, action processes, and interpersonal processes.
Which of the following competencies synchronizes activities among team members?Which of the following competencies coordinates and synchronizes activities among team members? Planning and task coordination involves coordinating and synchronizing activities among team members and establishing expectations to ensure proper balance of workload within the team.
|