Transcript Chap 10
Effective Groups and Teamwork Chapter 10 And more Key concepts Group effectiveness model Formal & informal group functions Group development model Roles and Norms Teams Trust Self managed, cross functional and virtual teams Process losses Group think, social loafing Group/Team Effectiveness Model Context Support, resources, leadership, rewards, T&D, info systems, culture Inputs Work design Skill variety Identity Significance Interdependence Team design Size, composition Team members Ind. differences Task/Team work Roles Norms Coordination Communication Problem solving Decision-making Cooperation Leadership Boundary mgmt Team building Team Development Outcomes Performance Development Satisfaction & learning Groups/teams in organizations Group Two or more freely interacting people with shared norms and goals and common identity Team Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach Synergy The creation of a whole that is greater than its parts When synergy occurs, groups accomplish more than the mere total of their member’s individual capabilities Benefits of group/teamwork Organization Accomplish complex tasks Generate new, creative ideas Coordinate across departments Solve complex problems - lots of info and assessments Implement complex decision Socialize new comers Individual Satisfy need for belonging Develop self esteem and identity Test and share perceptions of reality Reduce anxieties, insecurity Solve personal and interpersonal problems Offset effects of large organizations Types of Groups Formal Officially sanctioned: formed by manager to help achieve organizational goals Permanent or temporary work groups Ex. COB Business Advisory Council Informal Unofficial, spontaneous and often formed by people whose primary goal is friendship Ex. Company softball team The Group Development Process 1. Forming Initial entry of members into a group Discovering what is acceptable behavior Members may hold back, concerned about roles, goals, leadership 2. Storming Time of testing and tension among members Policies and assumptions may be challenged; subgroups formed Group Development Process 3. Norming Performing Initial integration into coordinated unit Members find roles Power and authority questions discussed matterof-factly Team emerges as mature, organized and well functioning group Communication, cooperation and cohesiveness Adjourning Group’s work has been accomplished Task roles - get the job done Initiator Information seeker/giver Elaborator Coordinator Orienter Evaluator Energizer Procedural technician Recorder Maintenance roles - get along Encourager Harmonizer Compromiser Gatekeeper Standard Setter Commentator Follower Norms Shared attitudes, opinions, feelings or actions that guide group behavior Developed formally & informally Explicit statements Critical events Primacy Carryover from past situations (implicit theories of group behavior) Trust Reciprocal faith in others’ intentions and behavior Overall trust - expect fair play, truth, empathy Emotional trust - not misrepresent or betray a confidence Reliableness - count on person To Build Trust Communication Support Respect Fairness Predictability Competence Trust must be earned The changing team Self managed team Cross functional team Delegated administrative authority - planning, scheduling, monitoring, staffing Consists of technical specialists from different areas (e.g. R&D, marketing, production) Virtual team Physically dispersed team which conducts business via electronic technology Team Problems Group think An overly cohesive group which is unwilling to realistically assess alternate courses of action To prevent: A B C D E F Social Loafing A process loss - the decrease in individual effort as the size of the group increases Causes: Implications: