Download presentation
1
Working in Teams
2
Teams vs. Groups: What’s the Difference?
Two or more individuals, interacting and interdependent, who have a stable relationship, a common goal, and perceive themselves to be a group Teams Groups that work closely together toward a common objective, and are accountable to one another
3
Stages of Group Development
Stage I: Forming The first stage in group development, characterized by much uncertainty Stage II: Storming The second stage in group development, characterized by intragroup conflict Stage III: Norming The third stage in group development, characterized by close relationships and cohesiveness
4
Stages of Group Development
Stage IV: Performing The fourth stage in group development, when the group is fully functional Stage V: Adjourning The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance
5
Putting the Five-Stage Model Into Perspective
Groups do not necessarily progress clearly through the stages one at a time Groups can sometimes go back to an earlier stage Conflict can sometimes be helpful to the group Context can matter: airline pilots can immediately reach performing stage
6
The Punctuated-Equilibrium Model
First phase The first meeting sets the group’s direction. The first phase of group activity is one of inertia. Transition A transition takes place at the end of the first phase, which occurs exactly when the group has used up half its allotted time. The transition initiates major changes. Second phase A second phase of inertia follows the transition. Last meeting is characterized by markedly accelerated activity
7
Characteristics of an Effective Team
1. Clear Purpose 2. Informality 3. Participation 4. Listening 5. Civilized disagreement 6. Consensus decisions 7. Open communication 8. Clear rules and work assignments 9. Shared leadership 10. External relations 11. Style diversity 12. Self-assessment
8
Characteristics of Ineffective Teams
Not sharing issues and concerns Overdependence on the leader Failure to carry out decisions Hidden conflict Not resolving conflict Subgroups
9
A Model of 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
10
Abilities Teams need the following skills to perform effectively
Technical expertise Problem-solving and decision-making skills Interpersonal skills
11
Roles in Groups Task-oriented roles Maintenance roles Individual 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
12
Roles That Build Task Accomplishment
13
Roles That Build and Maintain a Team
14
Group Size Research Evidence Smaller groups faster at completing tasks
When problem-solving, larger groups do better
15
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
16
Dimensions of Trust Integrity Competence Consistency Loyalty Openness
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
17
Building Trust Demonstrate that you’re working for others’ interests as well as your own. Be a team player. Practice openness. Be fair. Speak your feelings. Show consistency in the basic values that guide your decision making. Maintain confidence. Demonstrate competence.
18
Advantages and Disadvantages of Diversity
Multiple perspectives Greater openness to new ideas Multiple interpretations Increased creativity Increased flexibility Increased problem-solving skills Disadvantages Ambiguity ( Doubtful ) Complexity Confusion Miscommunication Difficulty in reaching a single agreement Difficulty in agreeing on specific actions
19
Teams and Workforce Diversity
Impact of diverse groups Diversity in personality age, gender and experience promotes conflict, which stimulates creativity and idea generation, which leads to improved decision making Cultural diversity in groups initially leads to more difficulty in building cohesion, gaining satisfaction, being productive Problems pass with time (certainly by three months) Culturally diverse groups bring more viewpoints out
20
Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal. Advantages Can do all the things other teams do, but at a distance Disadvantages Lack paraverbal and nonverbal cues, and have limited social contact
21
Building Trust on Virtual Teams
Start with an electronic “courtship” and provide some personal information Assign clear roles so members can identify with each other Have good attitudes (eagerness, enthusiasm, and intense action orientation) in messages Address feelings of isolation Provide recognition and feedback
22
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?
23
Summary and Implications
The introduction of teams into the workplace has greatly influenced employee jobs Factors affecting group performance Norms control group member behavior by establishing standards of right and wrong. Status inequities create frustration and can adversely influence productivity. The impact of size on a group’s performance depends upon the type of task in which the group is engaged. A group’s demographic composition is a key determinant of individual turnover.
24
Summary and Implications
High-performing teams have common characteristics: They contain people with special skills They commit to a common purpose, establish specific goals They have the leadership and structure to provide focus and direction They hold themselves accountable at both the individual and team levels There is high mutual trust among members
25
Summary and Implications
It is difficult to create team players. To do so, managers should: Select individuals with interpersonal skills Provide training to develop teamwork skills Reward individuals for cooperative efforts
26
Sports Teams as Models Poor 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
27
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
Similar presentations
© 2024 SlidePlayer.com. Inc.
All rights reserved.