Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Dynamics C H A P T E R 8

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Teams at DaimlerChrysler DaimlerChrysler has created a senior-level product strategy team, six product innovation teams, and 50 component parts teams. The automaker’s goal is to use teams to get new products to market faster, more efficiently, and more in line with customer needs. © A. Levenson/Getty Images

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e What are Teams? Groups of two or more people Exist to fulfill a purpose Interdependent -- interact and influence each other Mutually accountable for achieving common goals Perceive themselves as a social entity © A. Levenson/Getty Images

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e © A. Levenson/Getty Images Groups versus Teams All teams are groups Some groups are just people assembled together Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together)

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Types of Teams Permanent teams  Team-based departments  Team-based organization  Quality circles Temporary teams  Task forces  Temporary teams that investigate a problem  Skunkworks  Formed spontaneously, using borrowed resources, to develop products or solve problems

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Virtual Teams Cross-functional teams that operate across space, time and organizational boundaries using information technology Increasingly possible because of:  Technology  Knowledge-based work Increasingly necessary because of:  Globalization  Knowledge management  Need for team work

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Why Informal Groups Exist Relatedness Needs  Fulfill need for social interaction  Social identity Goal accomplishment Emotional support

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Effectiveness Model Task characteristics Team size Team composition Team Design Achieve organizational goals Achieve organizational goals Satisfy member needs Satisfy member needs Maintain team survival Maintain team survival TeamEffectiveness Team developmentTeam development Team normsTeam norms Team rolesTeam roles Team cohesivenessTeam cohesiveness Team Processes Organizational and Team Environment Reward systems Reward systems Communication systems Communication systems Physical space Physical space Organizational environment Organizational environment Organizational structure Organizational structure Organizational leadership Organizational leadership

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Design Elements Task characteristics  Better when tasks are clear, easy to implement  Task interdependence  Share common inputs, processes, or outcomes Team size  Smaller teams are better  But large enough to accomplish task Team composition  Members motivated/competent to perform task in a team environment  Team diversity

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Homogeneous vs. Heterogeneous Teams Higher satisfaction Less conflict Faster team development More efficient coordination Performs better on simple tasks More conflict Slower team development -- takes longer to agree on norms and goals Better knowledge and resources for complex tasks Tend to be more creative Higher potential for support outside the team Homogeneous Teams Heterogeneous teams

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Existing teams might regress back to an earlier stage of development Forming Storming Norming Performing Adjourning Stages of Team Development

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Norms Informal rules and expectations team establishes to regulate member behaviors Norms develop through: 1.Explicit statements 2.Critical events in team’s history 3.Initial team experiences 4.Beliefs/values members bring to the team

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Changing Team Norms Introduce norms when forming teams Select members with preferred norms Discuss counterproductive norms Reward behaviors representing desired norms Disband teams with dysfunctional norms

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e TeamCohesiveness MemberSimilarity MemberInteraction TeamSize Somewhat Difficult Entry TeamSuccess ExternalChallenges Causes of Team Cohesiveness

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Cohesiveness Outcomes Trevor Pound couldn’t get away for a planned vacation, so other team members turned his work area into a mini paradise. The practical joke illustrates how members of cohesive teams support each other. © J. Major, Ottawa Citizen

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Cohesiveness Outcomes Want to remain members Willing to share information Strong interpersonal bonds Want to support each other Resolve conflict effectively More satisfied and experience less stress Members of cohesive teams: © J. Major, Ottawa Citizen

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Norms Support Firm’s Goals Team Norms Oppose Firm’s Goals High Team Cohesiveness Low Team Cohesiveness Cohesiveness and Performance Low Task Performance Moderately High Task Performance Moderately Low Task Performance High Task Performance

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e The Trouble With Teams Individuals better/faster on some tasks Process losses - cost of developing and maintaining teams Companies don’t support best work environment for team dynamics Social loafing

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Conditions for Social Loafing Low task interdependence Individual output not visible Routine, uninteresting tasks Low task significance Low collectivist values

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Building at Ericsson Cyberlabs Employees at Ericsson Cyberlab in Singapore climbed over rock walls, inched across planks, scaled cargo nets, and performed other daunting tasks to improve team dynamics. © Straits Times

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Types of Team Building Role definition Interpersonal process Goal setting Problem solving © Straits Times

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Team Dynamics C H A P T E R 8