L4: Teams Flashcards
A COLLECTION OF THREE OR MORE INDIVIDUALS WHO INTERACT INTENSIVELY
TO PROVIDE AN ORGANIZATIONAL PRODUCT,
PLAN, DECISION, OR SERVICE.
Work Team
Consists of interdependent workers with complementary skills working toward a shared goal or outcome.
Team
Defined as 2 or more individuals; engaged in social interaction, for the purposes of achieving some goal.
Group
Subunits that the organization had established.
Formal groups
No to little interdependence and no organizationally mandated purposes.
Informal groups
The extent to which group members identify with the team rather than with other groups; helps team to manage perceptions and set standards.
Identification
The extent to which team members need and rely on other team members.
In a team, members need and desire the assistance, expertise, and opinions of the other members.
One member greatly influences what another member does.
Interdependence
The extent to which team members have the same level of power and respect.
In a team, members try to decrease power differentiation by treating others as equals and taking steps to ensure equality.
Power Differentiation
An imaginary space that separates 2 colleagues such as treating them formally and very politely rather than being casual.
Members try to decrease social distance by being casual, using nicknames, and expressing liking, empathy, and common views.
The extent to which team members treat each other in a friendly, informal manner.
Social Distance
Responding to conflict by collaborating or trying to understand each other’s point of view.
Team members respond to conflict by collaborating, whereas nonteam members respond by forcing and accommodating
Conflict Management Tactics
Members negotiate in a win-win style in which the goal for all team members is to win in their own ways.
In teams, members negotiate in a win–win style in which the goal is for every person to come out ahead.
Negotiation Process
5 categories of teams (Donnellon 1996)
TRUE TEAM
Collaborative Teams
Emergent Teams
NONTEAM
Nominal Teams
Doomed Teams
IN BETWEEN TEAMS
Adversarial Teams
2 ways that team differs
Permanency
Proximity
The extent to which a team will remain
together or be disbanded after a task has been accomplished.
Permanency
Physical distance between people.
Proximity
Teams that communicate through email rather than face to face.
Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks
Virtual teams
8 types of teams
Departmental Teams
Self-Directed Teams
Task-Force/ Project Teams
Production Teams
Management Teams
Service Teams
Advisory Teams
Virtual Teams
Teams that consist of employees who
have similar or complementary skills and
are located in the same unit of a functional structure; usually minimal task interdependence because each person
works with employees in other departments.
Departmental Teams
Teams whose members are organized around work processes that complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the
execution of those tasks.
Self-Directed Teams
Formed to produce onetime outputs such as creating a new product, installing a new software system, or hiring a new employee; once the team’s goal has been accomplished, the team is dismantled.
Members are usually drawn from different
disciplines to solve a specific problem, realize an opportunity, or design a product or service
TASK-FORCE/PROJECT TEAMS
Consist of frontline employees who produce tangible output.
Production Teams
Solve problems and recommend solutions.
Consist of representatives from various departments (functions) within an organization; teams that provide recommendations to decision-makers; include committees, advisory councils, work councils, and review panels; may be temporary, but often are permanent, some with frequent rotation of members
ADVISORY TEAMS/PARALLEL TEAMS/CROSSFUNCTIONAL TEAMS
Coordinate, manage, advise, and direct employees and teams; responsible for providing general direction and assistance to those teams.
Corporate executive teams, coordinate other work units under their direction
Management Teams
Attend to the needs of customers/clients and serve many customers at one time.
Service Teams
5 STAGES OF TEAM DEVELOPMENT (Tuckman)
Forming
Storming
Norming
Performing
Adjourning
Suggests that rather than forming in stages, teams develop direction and strategy in the first meeting, follow this direction for a period of time, then drastically revise their strategy about halfway through the life of the team.
Punctuated Equilibrium
Team members get to know each other and decide roles, discover expectations, test
boundaries of behavior.
The first stage of the team process, in which
team members “feel out” the team concept and attempt to make a positive impression
FORMING
Begins to disagree with each other; frustration starts individually.
The second stage in group formation in which
group members disagree and resist their team roles. Interpersonally, team members begin to disagree with one another and to challenge each other’s ideas.
STORMING
Easing the tension from the previous stage,
developing cohesion, agree on team objectives.
The third stage of the team process, in which
teams establish roles and determine policies and procedures; team members begin to
acknowledge the reality of the team by
accepting the team leader and working directly with other team members to solve difficulties.
NORMING
Begins to accomplish the goals, high
cooperation, and trust, conflicts resolved quickly.
The fourth and final stage of the team process, in which teams work toward accomplishing their goals; during this stage, the team continually monitors its progress toward goals, determines additional resources that might be needed, provides assistance and feedback to team members, and makes necessary strategic adjustments
PERFORMING
When the team is about to disband
In this stage, the group prepares for its disbandment; the final stage where members prepare to say goodbye and achieve closure.
ADJOURNING
Teams often aren’t successful because they are teams in name only.
THE TEAM IS NOT A TEAM
A common problem with teams is that they either meet too infrequently or meet so often that they waste time when they do meet.
EXCESSIVE MEETING REQUIREMENT
Teams aren’t empowered because managers worry that the job won’t be done correctly, the teams are moving too fast, and the teams will overstep their boundaries such that other parts of the organization will be affected.
LACK OF EMPOWERMENT
What is most common is for team members to lack either the skills needed to work in a team.
LACK OF SKILL
When team goals or objectives are vague or not well-defined, it becomes challenging for members to align their efforts.
UNCLEAR OBJECTIVES
Effectiveness and efficiency of a group of individuals working together towards common goals or objectives.
Refers to how well a team accomplishes its objectives, meets goals, and delivers results.
Concerns how well a team is performing and includes variables such as productivity, quality of output, and the degree to which costs are controlled in this processes.
Team Performance
Typically have clear objectives, complementary skills, effective communication, and a strong sense of
commitment and accountability.
High-performing teams
CHARACTERISTICS OF HIGH
PERFORMING TEAM
Clear Goals and Objectives
Effective Communication
Strong Leadership
Collaboration
Accountability
Continuous improvement
CHALLENGES THAT CAN IMPACT TEAM PERFORMANCE
Lack of Clear Goals
Poor Communication
Skill Gaps
Conflict and Lack of Trust
3 MAJOR DIMENSIONS OF WORK-TEAM
EFFECTIVENESS
Attitudes
Withdrawal behavior
Diversity
Reflect such variables as quality of work life,
trust in management, organizational
commitment, and job satisfaction.
Encompass the mindset, morale, and emotional states of team members.
ATTITUDES
Represent actions or tendencies of team members to disengage or distance themselves from the team or work-related activities.
Actions intended to place physical or psychological distance between employees and the organization.
Turnover, absence, tardiness
WITHDRAWAL BEHAVIORS
Employing people of different ages, genders,
ethnicities, sexual orientations, cultural backgrounds, and education levels.
Differences among team members in terms of backgrounds, experiences, perspectives, skills, and other characteristics.
Members differ on one or more attributes.
DIVERSITY
Involves the task-oriented aspects of work; entails specific individual behaviors require or success.
Taskwork
Involves the process-oriented aspects of work; includes a wide range of activities aimed at maintaining and enhancing team
performance.
Teamwork
5 PREDICTORS OF WORK-TEAM
EFFECTIVENESS
Organizational Context
Group Composition and Size
Group Work Design
Intergroup Processes
External Group Processes
Rewards, goals and feedback, training
Organizational Context
Cognitive Ability of group members,
personality traits, and demographic
characteristics
Group Composition
and Size
Member task interdependence and Member goal interdependence
Group Work Design
Dependency of task implies the extent in which teammates depend upon one another to perform their assigned duties.
Extent to which team members must share materials, information, or expertise to perform their jobs.
Member task interdependence
Goal interdependence includes the degree of match in the team members’ goals.
Member goal interdependence
The lowest level of interdependence; occurs when an employee or a work unit shares a common resource such as machinery, administrative support, or a budget, with other employees or a work unit.
Pooled interdependence
Higher interdependence; output of one person becomes the direct input for another person or unit.
Sequential interdependence
Work output is exchanged back and forth among individuals; produces the highest degree of interdependence.
Reciprocal interdependence
Group Cohesion, Group Efficacy or
communication processes
Intergroup Processes
Informal rules and shared expectations that groups establish to regulate the behavior of their members.
Norms
Strength with which the team feels connected and linked together.
Degree of attraction people feel toward the team and their motivation to remain members.
Group Cohesion
Team members believe in themselves that they can succeed.
Group Efficacy
Refers to positive expectations one person has toward another person in situations involving risk.
Trust
3 types of trust
Calculus-based trust
Knowledge-based trust
Identification-based trust
Logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations.
Calculus-based trust
Based on the predictability of another team member’s behavior.
Knowledge-based trust
Based on mutual understanding and an emotional bond among team members.
Identification-based trust
3 Constraints on team decision making
Production blocking
Evaluation apprehension
Team efficacy
Teams take longer than individuals to decide because they require time to build rapport, agree on rules and norms, and understand each other’s ideas.
Production blocking
Based on individual’s desire to create a favorable self-presentation and need to protect self-esteem.
Evaluation apprehension
Collective confidence on how well they work together and the likely success of their team effort.
Team efficacy
Refers to the process by which information is transmitted and understood between 2 or more people.
Communication
2 types of communication
Verbal communication
Non-verbal communication
We use language in an attempt to share meaning with others.
Verbal communication
Non-verbal cues such body language, vocal tones, gestures, touch eye contact, facial expressions, and use of time and space, can also communicate meaning to others.
Non-verbal communication
5 steps of communication process
Idea formation
Encoding
Channel selection
Decoding
Feedback
Anything that interferes with clear communication
Noise
Communication outside the group, External Interaction Patterns
Exchange information that will educate, inform, or entertain the people outside your organization.
External Group Processes
Effectiveness of teams is also determined by how they relate to external stakeholders
External Interaction Patterns
5 C’S OF EFFECTIVE TEAM MEMBER BEHAVIOR
COOPERATING
COORDINATING
COMMUNICATING
COMFORTING
CONFLICT HANDLING
Share resources, accommodate
others; Efficient team members have the ability to share resources, tolerate each other, and strive towards a common goal.
COOPERATING
Align work with others, keep the team on track; Good team members have a way of putting their work into perspective for themselves and the team.
COORDINATING
Share info freely, efficiently, respectfully, and
listen actively; Good team members should also communicate effectively, economically, courteously, and actively listen.
COMMUNICATING
Show empathy, provide emotional comfort, build confidence in others; These include being supportive, having good listening skills, and showing concern for others.
COMFORTING
Diagnose conflict sources, use the best conflict handling style; Team members that are effective can diagnose the causes of the conflict and use the best conflict handling style for that case.
CONFLICT HANDLING
