1. Team dynamics

2. Chapter learning objectives
Define teams.
Distinguish departmental teams from team-based organisations.
Explain why virtual teams are becoming more common.
Outline the model of team effectiveness.
Identify six organisational and team environmental elements that influence team effectiveness.
Explain the influence of the team’s task, composition and size on team effectiveness.
Describe the five stages of team development.
Identify four factors that shape team norms.
List six factors that influence team cohesiveness.
Discuss the limitations of teams.
Explain how companies minimise social loafing.
Summarise the four types of team building.
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

3. Australia’s submarine teams
Crews onboard Australia’s new Collins-class submarines have interesting team dynamics due to their unusual work environment, challenging tasks and difficult entry to this elite team.
Courtesy of the Royal Australian Navy
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

4. What are teams?
Groups of two or more people who interact and influence each other are mutually accountable for achieving common objectives and perceive themselves as a social entity within an organisation
Courtesy of the Royal Australian Navy
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

5. Groups versus teams All teams are groups
Some groups are just people assembled together
Teams have task interdependence whereas some groups do not (eg group of employees enjoying lunch together)
Courtesy of the Royal Australian Navy
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

6. Types of teams Permanent teams Temporary teams team-based departments
team-based organisation
quality circles
Temporary teams
task forces
temporary teams that investigate a problem
skunkworks
formed spontaneously, using borrowed resources, to develop products or solve problems
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

7. Virtual teams
Cross-functional teams that operate across space, time and organisational boundaries using information technology
Increasingly possible because of
technology
knowledge-based work
Increasingly necessary because of
globalisation
knowledge management
need for team work
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

8. Why informal groups exist
Relatedness needs
fulfil need for social interaction
social identity
Goal accomplishment
Emotional support
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

9. Team effectiveness model
Organisational and
team environment
Reward systems
Communication systems
Physical space
Organisational environment
Organisational structure
Organisational leadership
Task characteristics
Team size
Team composition
Team design
Achieve organisational goals
Satisfy member needs
Maintain team survival
Team
effectiveness
Team development
Team norms
Team roles
Team cohesiveness
Team processes
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

10. Team design elements Task characteristics Team size Team composition
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
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

11. Homogeneous vs heterogeneous teams
Homogeneous teams
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
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

12. Stages of team development
Performing
Adjourning
Existing teams might regress back to an earlier stage of development
Norming
Storming
Forming
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

13. Team norms
Informal rules and expectations a team establishes to regulate member behaviours
Norms develop through
explicit statements
critical events in team’s history
initial team experiences
beliefs/values members bring to the team
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

14. Changing team norms Introduce norms when forming teams
Select members with preferred norms
Discuss counterproductive norms
Reward behaviours representing desired norms
Disband teams with dysfunctional norms
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

15. Causes of team cohesiveness
Member
similarity
Team
cohesiveness
External
challenges
Member
interaction
Team
success
Team
size
Somewhat
difficult entry
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

16. Team cohesiveness at Mitel
Trevor Pound couldn’t get away for a planned vacation, so other team members at Mitel turned his work area into a mini paradise. The practical joke illustrates how members of cohesive teams support each other.
© J. Major, Ottawa Citizen
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

17. Team cohesiveness outcomes
Members of cohesive teams
want to remain members
are willing to share information
have strong interpersonal bonds
want to support each other
resolve conflict effectively
are more satisfied and experience less stress
© J. Major, Ottawa Citizen
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

18. Cohesiveness and performance
Moderately
high task
performance
High
task
performance
Team norms support firm’s
goals
Moderately
low task
performance
Low task
performance
Team norms oppose firm’s
goals
Low team cohesiveness
High team cohesiveness
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

19. 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
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

20. Conditions for social loafing
Low task interdependence
Individual output not visible
Routine, uninteresting tasks
Low task significance
Low collectivist values
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

21. 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.
© H.Y. How/Sunday Times (Singapore)
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

22. Interpersonal process
Types of team building
Role definition
Goal setting
Problem solving
Interpersonal process
© H.Y. How/Sunday Times (Singapore)
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

23. Overview of the next chapter
The general model of decision making
Challenges with problem identification, choosing the best alternative and evaluating decisions
Causes of escalation of commitment
Forms, levels and contingencies of employee involvement
Self-directed teams and sociotechnical systems theory
Barriers to employee involvement
 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

24. Team dynamics