Ch08
-
Upload
nada-gyoussef -
Category
Education
-
view
2 -
download
0
Transcript of Ch08
How can we create high performance
teams?
How can team processes be improved?
How can team communications be
improved?
How can team decisions be improved?
Copyright © 2012 John Wiley & Sons, Inc.
Characteristics of High Performance Teams Set a clear and challenging direction.
Believe in the goals and motivated to work hard to
accomplish them.
Turn a general sense of purpose into specific objectives.
Set standards for measuring results and obtain
feedback.
Members have the right mix of technical, problem-
solving and interpersonal skills.
Copyright © 2012 John Wiley & Sons, Inc.
Team Building
Collaborative way to gather and analyze
data about the team’s work. The goal is
improved teamwork and increased team
effectiveness.
Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.
TeamworkParticipation by
all members
Copyright © 2012 John Wiley & Sons, Inc.
Formal retreat approach Team building occurs during an offsite “retreat.”
Outdoor experience approach Members engage in a variety of physically
challenging situations that require teamwork.
Continuous improvement approach The manager, team leader, or group members
take responsibility for ongoing team building.
Copyright © 2012 John Wiley & Sons, Inc.
New members may worry about:
Participation
Goals
Control
Relationships
Processes
Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.
Distributed leadership Sharing of responsibility for meeting group task and
maintenance needs.
Task activities Various things members and leaders do that directly
contribute to the performance of important group tasks.
Maintenance activities Support the social and interpersonal relationships
among team members.
Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.
Disruptive behaviors:
Bullying and being overly aggressive toward
other members.
Withdrawing and refusing to cooperate with
others.
Using the group as a forum for self-confession.
Talking too much about irrelevant matters.
Trying to compete for attention and recognition.
Copyright © 2012 John Wiley & Sons, Inc.
Role
Set of expectations associated with a job or position on a team.
.
Role ambiguity Occurs when a person is uncertain about his or her role and what is expected.
Copyright © 2012 John Wiley & Sons, Inc.
Role overload
Occurs when too much is expected of the
individual.
Role underload
Occurs when too little is expected of the
individual.
Copyright © 2012 John Wiley & Sons, Inc.
Role conflict
Occurs when a person is
unable to respond to role
expectations that conflict
with one another.
Forms of role conflict
Intrasender,
Intersender, Person-role,
Inter-role.
Role negotiation
Process for discussing and agreeing upon
what team members expect of one
another.
Team members meet to discuss, clarify,
and agree on their individual role
expectations each holds for the other.
Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.
Norms
Represent ideas or beliefs about how
members are expected to behave.
Considered rules or standards of conduct
that are supposed to guide members.
Help members to guide their own behavior
and predict what others will do.
Copyright © 2012 John Wiley & Sons, Inc.
Key norms that can have positive or
negative implications. Performance norms.
Ethics norms.
Organizational and personal pride norms.
High-achievement norms.
Support and helpfulness norms.
Improvement and change norms.
Copyright © 2012 John Wiley & Sons, Inc.
Leaders can Influence
Norms
Copyright © 2012 John Wiley & Sons, Inc.
Cohesiveness
The degree to which members are
attracted to a group and motivated to
remain a part of it.
There is a strong relationship between
cohesiveness, conformity to group norms,
and performance.
Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.
Inter-team dynamics
The relationships between groups
cooperating and competing with one
another.
Copyright © 2012 John Wiley & Sons, Inc.
Ways to achieve positive inter-team dynamics
Refocusing members on a common enemy or goal.
Negotiating directly.
Engaging members, of different teams, in activities
learning how to work cooperatively together.
Refocusing reward systems to emphasize
contributions to overall organizational performance
and on how much teams help one another.
Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.
To assure high performance, team
interaction patterns and communication
networks must be aligned with
interaction patterns and team tasks.
Centralized
Decentralized
Restrictive
Copyright © 2012 John Wiley & Sons, Inc.
Decentralized communication
network
Members communicate directly, as
needed, and share information with one
another.
Copyright © 2012 John Wiley & Sons, Inc.
Centralized communication network
Team leader acts as a central control point.
Team leader collects and distributes
information among members.
Members work independently. Results are
passed to the team leader and pooled to
create finished product.
Copyright © 2012 John Wiley & Sons, Inc.
Restricted communication network
Subgroups disagree with one another’s
positions.
Poor communication is characteristic of
this type of situation.
Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.
Proxemics involves use of space as people
interact. Architects and consultants that specialize in office
design help executives create spaces conducive to
intense communication and teamwork needed in
today’s work environment.
Design of office space, and the size and availability
of meeting rooms can positively impact the
effectiveness of team communication.
Virtual communication networks Technology provide numerous
resources for real time
communication.
Empowers team members to be in
constant electronic contact with one
another or a central database.
Online team building activities are
critically important to high quality
results.
Copyright © 2012 John Wiley & Sons, Inc.
What innovations in electronic
communication do you predict in
your working lifetime?
Copyright © 2012 John Wiley & Sons, Inc.
Teams make decisions by choosing from alternative actions. Decision by lack of response
One idea after another is suggested without any discussion-taking place.
Decision by authority rule
The chairperson, manager, or leader makes a decision for the team.
Decision by minority rule
Two or three people are able to dominate or “railroad” the group into making a decision to which they agree.
Copyright © 2012 John Wiley & Sons, Inc.
Decision by majority rule
Formal voting usually takes place, or members may be polled, publicly or confidentially, to find the majority viewpoint.
Decision by consensus
Discussion leads to one alternative being favored by most members and the other members agree to support it.
Decision by unanimity
All group members agree totally on the course of action to be taken.
Copyright © 2012 John Wiley & Sons, Inc.
Assets and Liabilities of Consensus and Unanimity Advantages:
More information, knowledge and expertise is applied to solve problem.
Discussion leads to broader understanding of final decision.
Increases acceptance and strengthens commitment of members to
follow through and support decision.
Disadvantages:
Imperfect decisions may result from social pressures to conform to
group, or undue influence of team leader.
Team decisions take more time than individual decisions.
Copyright © 2012 John Wiley & Sons, Inc.
Groupthink
The tendency of members in highly
cohesive groups to lose their critical
evaluative capabilities.
Copyright © 2012 John Wiley & Sons, Inc.
Copyright © 2012 John Wiley & Sons, Inc.
Brainstorming Used in teams to actively generate as
many ideas and alternatives as possible.
All criticism is ruled out
All ideas are welcomed
Emphasis on creativity and imagination
Quantity is wanted
Building on others’ ideas or “piggy-
backing” is encouraged
Copyright © 2012 John Wiley & Sons, Inc.
Think about how team cohesiveness and
groupthink might be related.
Can cohesiveness ever reduce groupthink?
For example, when there is a cohesive team, and
members are familiar with each other, they may
be less likely to censor their opinions and more
likely to disagree.
Agree or disagree?
Copyright © 2012 John Wiley & Sons, Inc.
Nominal group technique
Members are asked to respond individually
and in writing to a “nominal” question.
Copyright © 2012 John Wiley & Sons, Inc.
Delphi technique
Involves generating decision-making
alternatives through a series of survey
questionnaires.
Copyright © 2012 John Wiley & Sons, Inc.