Effective Team and Performance Management
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Effective Team and Performance Management MOD 003554 Sem 2 – 2014 Week One – Introduction to the module Dr Caroline Rook
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Effective Team and Performance Management. MOD 003554 Sem 2 – 2014 Week One – Introduction to the module Dr Caroline Rook. Contact Information. Dr Caroline Rook Phone: 0845 196 5746 Email: [email protected] Office hours: Monday: 14:00 – 16:00; Tuesday: 14:00 – 16:00 - PowerPoint PPT Presentation
Transcript of Effective Team and Performance Management
Effective Team and Performance Management
MOD 003554 Sem 2 – 2014
Week One – Introduction to the module
Dr Caroline Rook
Contact Information
Dr Caroline Rook
Phone: 0845 196 5746
Email: [email protected]
Office hours:Monday: 14:00 – 16:00; Tuesday: 14:00 – 16:00Office hours are by appointment only, please email for an
appointment.
The Module
Teams and groupTeam formation and developmentTeam performance and cohesionEmotional intelligenceTeam conflictLeadershipTeam learning
Module learning outcomes
1) Demonstrate an understanding of the key processes involved with team formation and team dynamics
2) Identify and apply the critical factors, such as conflict, emotional intelligence and conformance, associated with creating an effective team working environment.
3) Understand and differentiate between leadership styles and management styles.
4) Evaluate and demonstrate effective personal and interpersonal skills when working as part of a team.
The Module Module: 15 Credits 1 hour (theoretical) Lecture
Active engagement with class use any personal computer or phone only for class-related activities
while in class I will respond to any queries that are not answered by module guide
promptly (i.e. within 3 working days). 1 hour (practical seminar)
Active participation in class use any personal computer or phone only for class-related activities
while in class Tutor will provide you with regular feedback.
Module Guide: Please download from VLE
Lecture slides: Please download from VLE
The Module
Key Text: Forsyth, D.R.,2013. Group Dynamics. 5th Ed. Wadsworth: Cengage Learning
This book requires the support of allocated reading to each teaching week and wider reading:
http://readinglists.anglia.ac.uk/lists/D0CA437C-3D3F-94E0-C970-DE3F7C42A90F.html
module guide pages 4p., 2opp.
What is our assessment?Type of assessment
Word or time limit
Submission method
Deadline for assessment
1 Multiple choice test
The test will last for 20 minutes.
The test will be conducted in class, under test conditions.
The test will take place in week 6.
2 Written report 2000 Turnitin®UK GradeMark or in hard copy (off main UK campus only)
NO LATER THAN:16th May 2014 by 5pm
What is a group?
2 or more people who are connected by or within social
relationships
Interdependency and shared values
2 or more people who are connected by or within social
relationships
Interdependency and shared values
What is a team?
2 or more people with common goal(s) and shared responsibility
psychological contract
2 or more people with common goal(s) and shared responsibility
psychological contract
Armstrong, 2006Armstrong, 2006Armstrong, 2006Armstrong, 2006
Group Dynamics
GROUP CONTEXT
GROUP STRUCTURE
GROUP OUTCOMES
(Knowles and Knowles, 1972)
• Shared leadership roles• Individual and mutual accountability• Specific team purpose that the team
itself delivers• Collective work-products• Encourage open-ended discussion and
active problem-saving meetings• Measures performance directly by
assessing collective work-products
• Discusses, decides, and does real work together
Working Group
Not All Groups Are Teams
Source: Jon .R. Katzenbach and Douglas K. Smith,(1993), The Discipline of Team,, Harvard Business Review
Team
• Strong, clear leader• Individual accountability• The group’s purpose is the same as the
broader organizational mission• Individual work-products• Runs efficient meetings
• Measures its effectiveness indirectly by its influence on others (e.g. financial performance of the business)
• Discusses, decides, and delegates
Why do we
join teams?
Traditional Environment
Team Environment
Managers determine and plan the work
Managers and team members jointly determine and plan the work
Jobs are narrowly defined Jobs required broad skills and knowledge
Cross-training is viewed as inefficient
Cross-training is the norm
Most information is “management property”
Most information is freely shared
Risk taking is discouraged and punished
Measured risk taking is encouraged and supported
Rewards are based on individual performance
Rewards are based on individual performance and contributions to team performance
Changing nature of teams
Dynamic composition
Technology and distance
Empowerment and delaying
(Tannenbaum et al, 2012)
Types of groups & teams
Formal groups
Informal groups
Ackroyd and Thompson (1999)
Flash teams
‘Core’ and ‘peripheral’ members
(Tannenbaum et al, 2012)
West and Lyubovnikova, 2012
Group influences on "my" behaviour
Asch (1955)Asch (1955)
STANDARDSTANDARD COMPARISONCOMPARISON
AA BB CC
Hawthorne Studies
George Elton Mayo (1880-1949)
Relay Assembly Test Room Experiments (1927-1933)
Have we achieved the learning objectives?
1. Identify the key features of the module and the assessment task.
2. Differentiate between a ‘group’ and a ‘team’
3. Evaluate the effectiveness of team work using theoretical & practical case studies
Reading for next week’s lecture….
Read Fisher (1998) ‘The structure of Belbin’s team roles’ on the VLE and answer the following:
1. Identify the team roles discussed by Belbin.2. Evaluate whether each role is required in a
team?3.How do the roles contribute to team
formation and performance?
References
Ackroyd, S. and Thompson, P., 1999, Organizational MisBehaviour. London: Sage Armstrong, M. 2006, A handbook of human resource management practice. 10 Ed. London: Kogan Page. Blau,P.1964. Exchange and Power in Social Life. New York: Wiley.Buchanan, D.A. and Huczynski, A.A. 2010, Organizational Behaviour. 7th Edition. Essex: Pearson Education LtdForsyth D.R., 2010 Group Dynamics, 5th edn. Belmont, CA, Wadsworth Cengage. Hochman,P. 2006, ‘Pack Mentality’ [online] Available at: http://money.cnn.com/2006/05/26/magazxines/fortune/peloton_greatteams_fortune_0612/index.htm Homans, George C.,1962, “The Strategy of Small-Group Research.” Pp. 269-77 in Sentiments and Activities: Essays in Social Science. Glencoe, IL: The Free Press of Glencoe.Tannenbaum, S.I., Mathieu, J.E., Salas, E. and Cohen, D., 2012., Teams are changing: Are research and practice evolving fast enough? Industrial and Organizational Psychology. 5: 2-24. Tuckman, B.W. 1965. Developmental sequences in small groups. Psychological Bulletin, pp384-399.West, M., and Lyubovnikova, J., 2012., Real teams or pseudo teams? The changing landscape needs a better map. Industrial and Organizational Psychology. 5: 25-55.
