BEM 211 Exam 2 Flashcards
Department Teams
employees of similar/complementary skills
usually minimal task interdependence
High team permanence - continue indefinitely
Low-Medium skill diversity - organized around common skills
Low Authority Dispersion - power concentrated in manager
Self-Directed Teams
organized around work processes for entire work piece, interdependent tasks
lots of autonomy over tasks
High team permanence - indefinitely to specific production/service activities
Medium-High skill diversity - members have different tasks with diverse skill set (cross-training reduces)
High Authority dispersion - members share power, limited hierarchy
Task Force(Project) Team
cross-functional teams, from several disciplines
solve specific problem, realize opportunity, design product/service
Low team permanence - disband upon completion
Medium-High skill diversity - member drawn from several specializations associated with problem/opportunity complexity
Medium authority dispersion - have a project leader, members have moderate power due to expertise and functional representation
People keep one specific comparison other through their working lives
False, they keep several
Informal Group
no interdependence/organizational structure
backbone of social networks: social structures connected through interdependence
Team Limitations
can be less effective than individuals
good for complex work
Process Losses: resources expended on team development/maintenance than performing tasks
- goals, understanding, roles, conduct, conflict
Social Loafing: less effort/performance in teams
- maintain fairness
- work is boring/individual is hidden
- low social identity with team
larger groups + new member = more product losses
Brook’s Law
software term that adding people only delays project
How to Minimize Social Loafing
Smaller teams - work more noticeable
Measure individual performance - parallel tasks
Specialize tasks
Increase job enrichment - high task significance, challenging/varied
Increase mindfulness of team obligations - commitment to team, alert to social loafing
Select motivated, team-oriented employees - OCEAN
Organization and Team environment is all conditions beyond team boundaries that influence it
Environment: resource pool that supports or inhibits teams ability to function + achieve objectives
- teams thrive in physical environment with collaborative interation, info sys. support, culture, reward system
Teams work better when work is structured + predictable
- easy to coordinate
Task Interdependence
extent that team members must share materials, info, expertise to perform jobs
lowest to highest
Pooled Interdependence- employee have shared resource
Sequential Interdependence - assembly line
Reciprocal Interdependence - multiple lines
employees with high interdependence should only be in teams when they have same goal
The 5 C’s -Effective Team Behaviour
Cooperating - share resources, accommodate
Coordinating - align work with others, keep on track
Communicating - share info freely, efficiently, respectfully, listen actively
Comforting - show empathy, emotional comfort, build confidence
Conflict Handling - diagnose conflict sources, best conflict-handling style
Team Size Effect
teams need to be large enough to do work, but small enough to maintain efficient coordination + involvement
- complex teams have multi-team system
- several teams that coordinate as large unit
Team Composition Effect
team performance depends on how well its member engage in taskwork
- members can perform individually and support
Team Diversity Effect
Good
- diverse teams tend to see problems/opportunities from different angles
- more varied mental models, various solutions
- give stakeholders belief that they have voice in decision process
Bad
- slower, longer to reach agreement
- longer to build trust
- susceptible to “fault lines” - group splits into subgroups, undermine effectiveness for communication and coordinate
What is a team?
- has a purpose
- interdependence to complete task
- mutual influence among members
real teams see themselves as a team, not collection of individuals - team identity
IPO Model
I -> P -> O
Input -> Processes -> Outputs
Input
- individual factors (personality, skills, motivation, etc)
- team factors (structure, cohesiveness, size)
- environment factors (reward, pressure/stress, org. culture)
Processes
- mission analysis
- goals specification
- strategy formation
- monitoring progress to goals
- systems (resources + environment)
- coordination and support
- conflict management
Output
- performance outcomes (goal achievement, quality and speed)
- other outcomes (member satisfaction, development, cohesion, learning)
Norms
informal rules and shared expectations to regulate behaviour
- reinforced through praise, easy access, peer pressure
Team Cohesion
degree of attraction people feel toward team and motivation to remain team members
Influences
- Member similarity: attracted to similar coworkers
- Team size: smaller = more
- Member interaction: more interaction = more
- Somewhat difficult entry: restricted entry = more
- Team success: increase success means more cohesion
- External Competition + Challenges: more = more
Trust
positive expectations person has for another
- it is perceptual and emotional, beliefs on ability, integrity, benevolence
lowest to highest
Calculus: logical calculation that members act appropriately
Knowledge: predictability of another team member - high potential of trust and stable over time
Identification: mutual understanding and emotional bond among team members
people join teams with moderate trust, knoweldge, but it tends to decrease over time
Remote Teams
teams who operate across space, time, organizational boundaries and linked through information technology to achieve organizational tasks
Differences
1. one or more members work remote
2. depend on IT instead of in-person interaction
Need to be successful
1. apply effective team behaviours
- good communication, tech skills, self-management, motivation, E.Q.
2. communication channels
3. structure, clear objectives, document work process, agreed roles and responsibilities
Framework for high performance teams
Effective team charter x effective composition
Team charter
- mission, purpose, objective, desired result, timeframe, resources, reporting progress, etc
Google best teams
- equal speaking, everyone’s voice is heard
- social sensitivity
- high psychological safety
- healthy conflict
Task Conflict: people focus discussion around issue but show respect
Relationship Conflict is destructive, focus on interpersonal differences
Brainwrite not Brainstorm
- write all ideas first, then discuss
How trust form in Teams
Forming: meets and establish ground rules
Storming: communicate feelings, still individuals no team identity
Norming: people feel apart of team, accept other viewpoints
Performing: team is working, flexibiliy, not hierarchy
Adjourning: conducts assessment and implements plan for next year
Team Performance Dynamics
Virtuous Dynamics
- problems from temporary or external causes
- result: don’t take causes personally, more communication
Vicious Cycle
- negative events linked to stable causes from other members (skill, effort, attitude)
- take causes personally, less productive, less open to interventions
Collective Self-Efficacy
team’s belief that it can successfully perform a task
- higher level of performance
MARS Model
M - motivation
A - able to do work
R - understand role responsibilities
S - situation that supports work objectives
Motivation
forces that affect direction, intensity, and persistence of effort
Direction: what people are focus on
Intensity: amount of energy expended
Persistence: how long effort sustained
Employee Engagement
individual emotional and cognitive motivation towards work goal
driven by self-efficacy
Self-Efficacy: ability, role clarity, and resources to get job done
Drives and Needs
Drives: hardwired characteristics of brain that keep us in balance
- produce emotions that energize us
- universal and innate
emotions generated by drives form human needs
Needs: goal directed forces that people experience
- emotions we are consciously aware of
- people develop different intensities of needs in a situation
Four Drive Theory
emotions are regulated through four drives
Drive to acquire: drive to seek, take, control, produce achievement, status,
Drive to bond: need for belonging, associate with social group, cooperation
Drive to comprehend: curious, make sense of environment, broaden knowledge potential
Drive to defend: protect ourselves physically, psychologically, socially, flight-or-fight, values, wellbeing of others, possessions
How to Create Psychological Safety
- measure it (data)
- share personal stories
- acknowledge implicit voice theories
- pair high expectations with caring
- frame mistakes as learning
- link psych safety to manager’s rewards
Maslow’s Needs Hierarchy Theory
self-actualization
esteem
belongingness/love
safety
physiological
Advocacy vs Inquiry
Advocacy
- contesting decision making
- discussion to persuade and lobby ideas
- people are spokespersons
- strive to persuade, defend position, downplay opposing evidence
- minority views dismissed and discouraged
- outcome is winners and losers
Inquiry
- collaborative problem solving towards decision making
- discussion to test and evaluate
- people are critical thinkers
- balanced arguments, open to alternatives, accept/process opposing evidence
- minority views are valued
- outcome is collective ownership for decisions
How to drive Inquiry before Advocacy
three step process
Leadership
- be clear of goal, role
- control process, not decision
- what is the real problem?
Expectations
- participation - identify strengths, weaknesses, opportunities, risk
- preparation - bring all you know but you don’t know everything
Active management and facilitation of process
- clearly define problem
- what does everyone need to do to succeed
- increases optimal decision, appericate challenge
- create meeting culture where all opinions are valued
Lessons from subarctic survival
importance of minority opinions
- set norms of openessness and assign a devils advocate
- counter individual biases
members given “idiosyncrasy credits”
individuals have more status when use powerless language
status in groups depend on assertiveness
but interdependent groups care more about agreeableness
Expectancy Theory
people choose goals with favourable results
E-to-P expectancy
Expectancy
probability that effort level will result in a specific performance level
Enhance
- share success stories
- set specific, difficult goals,
- offer behavioural feedback
P-to-O expectancy
Instrutmentality
probability a performance level will result in specific outcome
Enhance
- define performance clearly and link to specific rewards
- ensure to incentivize right behaviour
Valence outcome
anticipated satisfaction from outcome
Enhance
- discover what people value (schwartz value wheel)
- redesign job/work
- offer genuine praise
- provide content with end users
EPO Model
Effort -> Performance -> Outcome
If i put effort, can I perform?
If i perform, will i be rewarded?
do i value reward/outcome?
Equity Theory
evaluate rewards by matching inputs to outputs
equal ratio is distributive justice
motivation is
- increased by distributive justice
- decreased by distributive injustice
- enhanced by greater procedural justice
Problems with Maslow’s Needs Hierarchy
don’t pursue needs in that order
not all people care about the “needs”
limited relevance to work organizations
not useful to understand valance
use schwartz’s value whell
Justices
Distributive Justice - equal rules applied benefits and burden distribution, effort (the outcome)
Procedural Justice - equal procedural rules applied through decision process, neutrality (process)
Interactional Justice: equal rules for employee treatment, polite, honest (relationship)
Increase motivation
job enlargement - increasing number and variety of tasks
job enrichment - more responsibility for scheduling, coordinating, planning
combine interdependent tasks - natural grouping
establish client-relationships - direct client contact
Job Specialization
work subdivided into seperate jobs to different people
Job Characteristics Model (JCM)
Skill variety
Task identity - see job from start to finish
Feedback
Autonomy
Task significance - make difference with work
