Working in Teams Chapter 5 Sunday, April 23, 2017

Chapter Outline Teams vs.Groups: What’s the Difference? Sunday, April 23, 2017 Sunday, April 23, 2017 Chapter Outline Teams vs.Groups: What’s the Difference? Why Have Teams Become So Popular? Stages of Group and Team Development Creating Effective Teams Twenty-First Century Teamwork: Virtual Teams Beware! Teams Aren’t Always the Answer Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-2 Copyright © 2007 Pearson Education Canada 2

Teams vs. Groups: What’s the Difference? Sunday, April 23, 2017 Sunday, April 23, 2017 Teams vs. Groups: What’s the Difference? Groups Teams Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-3 Copyright © 2007 Pearson Education Canada 3

Stages of Group Development Sunday, April 23, 2017 Sunday, April 23, 2017 Stages of Group Development Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-4 Copyright © 2007 Pearson Education Canada 4

Forming A time for defining: task responsibilities goals Structure Sunday, April 23, 2017 Sunday, April 23, 2017 Forming A time for defining: task responsibilities goals Structure group Leader? 5

Forming – What we Feel excitement Anticipation Pride attachment Suspicion

Storming earned title task and the effects polar positions Separation Sunday, April 23, 2017 Sunday, April 23, 2017 Storming earned title task and the effects polar positions Separation charged and emotional conflict 7

Storming – What we Feel tension Jealousy Fluctuations Concern Questioning

Norming accepting Comfortable manage conflict Competition Sunday, April 23, 2017 Sunday, April 23, 2017 Norming accepting Comfortable manage conflict Competition responsibility 9

Norming – What we Feel Comfort Relief optimism spirit

Performing solving problems directing behaviour productivity Goals Sunday, April 23, 2017 Sunday, April 23, 2017 Performing solving problems directing behaviour productivity Goals interdependence 11

Performing – What we Feel Satisfaction Reflection Tolerance

Adjourning temporary groups wrapping things up Sunday, April 23, 2017 13

Adjourning – What we Feel Sunday, April 23, 2017 Sunday, April 23, 2017 Adjourning – What we Feel Varying upbeat depressed 14

Putting the Five-Stage Model Into Perspective Sunday, April 23, 2017 Sunday, April 23, 2017 Putting the Five-Stage Model Into Perspective do not necessarily progress clearly through the stages n sometimes go back Conflict Context can matter 15

The Punctuated-Equilibrium Model Sunday, April 23, 2017 Sunday, April 23, 2017 The Punctuated-Equilibrium Model First phase group’s direction. inertia. Transition A transition takes place at the end of the first phase,. major changes. Second phase accelerated activity 16

Exhibit 5-2 The Punctuated-Equilibrium Model Sunday, April 23, 2017 Sunday, April 23, 2017 Exhibit 5-2 The Punctuated-Equilibrium Model Completion Transition First Meeting Phase 1 Phase 2 (High) (Low) A (A+B)/2 Time B Performance 17

Characteristics of an Effective Team Sunday, April 23, 2017 Sunday, April 23, 2017 Characteristics of an Effective Team 1. Clear Purpose 2. Informality 3. Participation 4. Listening 5. disagreement 6. Consensus decisions 7. communication 8. Clear rules 9. leadership 10. relations 11. diversity 12. Self-assessment 18

Characteristics of Ineffective Teams Sunday, April 23, 2017 Sunday, April 23, 2017 Characteristics of Ineffective Teams Not sharing Overdependence Failure conflict Not resolving Subgroups 19

Common Problems that Teams Experience Floundering Overbearing and/or Dominating Members Reluctant Members Unquestioned Acceptance of Opinions Rush to Accomplishment Attribution Discounts and Plops Wanderlust Feuding Members (Scholtes)

A Model of Team Effectiveness Sunday, April 23, 2017 Sunday, April 23, 2017 A Model of Team Effectiveness Team effectiveness Work design • Autonomy Skill variety Task identity Task significance Process Common purpose Specific goals Team efficacy Conflict Social loafing Composition Ability Personality Roles and diversity Size Flexibility Preference for teamwork Context Adequate resources Leadership Performance evaluation and rewards 21

Skills Teams need the following skills to perform effectively: Sunday, April 23, 2017 Sunday, April 23, 2017 Skills Teams need the following skills to perform effectively: Technical expertise Problem-solving and decision-making skills Interpersonal skills Material pertinent to this discussion is found on page 163. Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-22 Copyright © 2007 Pearson Education Canada 22

Roles in Groups Task-oriented roles Maintenance roles Individual roles Sunday, April 23, 2017 Sunday, April 23, 2017 Roles in Groups Task-oriented roles Roles performed by group members to ensure that the tasks of the group are accomplished Maintenance roles Roles performed by group members to maintain good relations within the group Individual roles Roles performed by group members that are not productive for keeping the group on task Material pertinent to this discussion is found on page 151. 23

Roles That Build Task Accomplishment Sunday, April 23, 2017 Sunday, April 23, 2017 Roles That Build Task Accomplishment Material pertinent to this illustration is found on page 152. 24

Roles That Build and Maintain a Team Sunday, April 23, 2017 Sunday, April 23, 2017 Roles That Build and Maintain a Team Material pertinent to this illustration is found on page 152. 25

Roles of Team Leaders Creating a real team Sunday, April 23, 2017 Sunday, April 23, 2017 Roles of Team Leaders Creating a real team Setting a clear and meaningful direction Making sure that the structure will support working effectively Ensuring that the team has a supportive organizational environment Providing expert coaching Material pertinent to this discussion is found on pages 153-154. 26

Creating Effective Teams – Work Design Sunday, April 23, 2017 Sunday, April 23, 2017 Creating Effective Teams – Work Design Effective teams need to work together and take collective responsibility to complete significant tasks. They must be more than a “team-in-name-only.” Material pertinent to this discussion is found on page 168. Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-27 Copyright © 2007 Pearson Education Canada 27

Creating Effective Teams – Process Sunday, April 23, 2017 Sunday, April 23, 2017 Creating Effective Teams – Process Common Purpose Specific Goals Team Efficacy Managed Level of Conflict Accountability Material pertinent to this discussion is found on pages 168-171. Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-28 Copyright © 2007 Pearson Education Canada 28

Creating a Team Charter Sunday, April 23, 2017 Sunday, April 23, 2017 Creating a Team Charter names and contact information How will communication team ground rules decisions potential conflicts conflicts resolved Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-29 Copyright © 2007 Pearson Education Canada 29

Increasing Socio-emotional Cohesiveness Sunday, April 23, 2017 Sunday, April 23, 2017 Increasing Socio-emotional Cohesiveness Keep the group relatively small. Strive for a favourable public image to increase the status and prestige of belonging. Encourage interaction and cooperation. Emphasize members’ common characteristics and interests. Point out environmental threats (e.g., competitors’ achievements) to rally the group. Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-30 Copyright © 2007 Pearson Education Canada 30

Increasing Instrumental Cohesiveness Sunday, April 23, 2017 Sunday, April 23, 2017 Increasing Instrumental Cohesiveness Regularly update and clarify the group’s goal(s). Give every group member a vital “piece of the action.” Channel each group member’s special talents toward the common goal(s). Recognize and equitably reinforce every member’s contributions. Frequently remind group members they need each other to get the job done. Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-31 Copyright © 2007 Pearson Education Canada 31

Sunday, April 23, 2017 Sunday, April 23, 2017 Relationship Between Group Cohesiveness, Performance Norms, and Productivity Cohesiveness High Low High Moderate High productivity productivity Performance Norms Low Moderate to Low productivity low productivity Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-32 Copyright © 2007 Pearson Education Canada 32

Conducting a Team Meeting Sunday, April 23, 2017 Sunday, April 23, 2017 Conducting a Team Meeting 12 steps to more efficient and effective meetings: Prepare a meeting agenda Distribute the agenda in advance Consult with participants before the meeting Get participants to go over the agenda Establish specific time parameters Maintain focused discussion Encourage and support participation of all members Maintain a balanced style Encourage the clash of ideas Discourage the clash of personalities Be an effective listener Bring proper closure Material pertinent to this discussion is found on page 169. 33

Sunday, April 23, 2017 Sunday, April 23, 2017 What is Trust? 34

Sunday, April 23, 2017 Sunday, April 23, 2017 Dimensions of Trust 35

Dimensions of Trust Integrity Competence Consistency Loyalty Openness Sunday, April 23, 2017 Sunday, April 23, 2017 Dimensions of Trust Integrity Honesty and truthfulness Competence Technical and interpersonal knowledge and skills Consistency Reliability, predictability, and good judgment in handling situations Loyalty Willingness to protect and save face for a person Openness Willingness to share ideas and information freely 36

Building Trust working for others’ team player. openness. fair. Sunday, April 23, 2017 Sunday, April 23, 2017 Building Trust working for others’ team player. openness. fair. feelings. consistency confidence. competence. 37

Sports Teams as Models Poor Models Good Models Sunday, April 23, 2017 Sunday, April 23, 2017 Sports Teams as Models Good Models Successful teams integrate cooperation and competition Successful teams score early wins Successful teams avoid losing streaks Practice makes perfect Successful teams use halftime breaks Winning teams have a stable membership Successful teams debrief after failures and successes Poor Models All sport teams aren’t alike Work teams are more varied and complex A lot of employees can’t relate to sports metaphors Workteam outcomes aren’t easily defined in terms of wins and losses Material pertinent to this discussion is found on page 164. 38

Beware! Teams Aren’t Always the Answer Sunday, April 23, 2017 Sunday, April 23, 2017 Beware! Teams Aren’t Always the Answer Questions to determine whether a team fits the situation: Can the work be done better by more than one person? Does work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Are members of the group interdependent? 39

Summary and Implications Sunday, April 23, 2017 Sunday, April 23, 2017 Summary and Implications What are teams and groups? Groups are simply the sum of individual efforts. Teams generate positive synergy through coordinated efforts. Does everyone use teams? Teams have become an essential part of the way business is being done, with a large majority of companies now using them. Do groups and teams go through stages while they work? Two different models were presented: The five stage model: forming, storming, norming, performing, and adjourning The punctuated-equilibrium model: describes the pattern of development of specific to temporary groups with deadlines Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-40 Copyright © 2007 Pearson Education Canada 40

Summary and Implications Sunday, April 23, 2017 Sunday, April 23, 2017 Summary and Implications How do we create effective teams? For teams to be effective, careful consideration must be given to resources, the team’s composition, work design, and process variables How do virtual teams work? Virtual teams function much as face-to-face teams, but have more challenges. Virtual team members need to communicate more about themselves at the start of projects. Are teams always the answer? Ask Can the work be done better by more than one person? Does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Are the members of the group interdependent? Chapter 5, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 5-41 Copyright © 2007 Pearson Education Canada 41