Lecture 6 - Teams Flashcards
generations Silent Babyboomers Generation X Millenials
Silent 28-45
babyboomer 45-64
generation X 65-80
Millenials 81-99
Self-Determination Theory
Humans three basic needs
Competence (need to be effective in dealing with environment)
Autonomy
(need to control the course of their lives)
Relatedness
(need to have a close, affectionate relionship with others
Hackmann & Oldham`s Job CHaracteristics Model
core dimensions -> psychological states -> outcomes
skill variet, task identity and task significance -> meaningfulness of work -> high intrinsic motivaton, high job performance
autonomy -> responsibility of outcomes -> high job-satisfaction
feedbacck -> knowledge of results -> low absenteeism & turnover
Millenials defer adulthood
Smoke less Drink less Engage later in sex But also: Have more burn-out Higher suicide rate
Explanation 1: Reinforcement Theory
Behavior depends on 3 elements:
stimulus, response, & reward
Explanation 2: We share success
social media
Explanation 3: expectations are too high
Satisfaction = Reality - Expectations
Explanation 4: individualism
v. collectivism
TEAM
together everyone achieves more
Groups & Teams: Definitions
Groups include members who may work together or may just share some resources
Teams include members whose tasks are interdependent; Work towards a common goal & share responsibility for outcomes
The advantage of teamwork
Teams have a bigger chance of surviving
Reasons for increased use of teams:
Work can be performed concurrently rather than sequentially
Innovation & creativity promoted
Enable quick, effective development/delivery of products & services
Organizations learn & retain learning more effectively
cross-feritilization
Types of Teams
Quality circles
Quality circles
Typically involve 6-12 employees who meet regularly to identify problems/generate ideas
Positive outcomes in short term but gains not sustained over time (honeymoon effect)
Kaizen(改善)
is theJapaneseword for “improvement”.
In business, kaizen refers to activities thatcontinuously improveall functions and involve all.
Besides business it has been applied in healthcare, psychotherapy, life coaching…
Project teams
Project teams
Created to solve particular problem
Disbanded after problem solved or project completed
Production teams
Production teams
Consist of front-line employees who produce a tangible output
Autonomous work group
Autonomous work group: Type of production team with control over a variety of functions
Research findings unclear, more research is necessary
The risk of self-management
Employees push their bounderies
Workpressure increases
undesired work is not done
Lack of coordination
A de facto-leader emerges
Virtual Teams
Trust is a critical concern; Increase via:
Virtual-collaboration, virtual-socialization, and virtual-communication behaviors
A Specialized Team: Airline Cockpit Crew
Benefit from an organizational context that provides:
Challenging objectives
Prior training and education
A consistent information system
In times of crisis, a captain should:
Discuss with others
Input-Process-Output Model
Enables understanding of how teams perform & how to maximize performance
Input Variables:
Organisational Context
Task Characteristics
Team Composition
Process Variables: Norms Decision making Communication Coordination Cohesion
Output Variables:
Productivity/Performance
Member Satisfaction
Innovation
Team Inputs
Organizational context
Provide necessary resources
Team task Task to be performed Team composition Attributes of team members Shared mental models
Team diversity
Demographic & psychological diversity
Team Outputs
Team performance
Often reflected in objective measures
Team innovation
Team member well-being
Groupthink Processes in Action?
Groupthink the phenomenon that close-knit groups sometimes take important decisions under pressure.
The C.I.A. exceeded its capabilities in developing the project
Failure to realistically assess risks
Insufficient involvement of leaders
Failure to competently collect and analyze intelligence about Cuban forces.
Poor internal management of communications and staff.
Insufficient Spanish-speakers, training facilities and material resources.
Lack of stable policies and/or contingency plans.
Module 13.3:Special Issues in Teams
Module 13.3:Special Issues in Teams
Team appraisal & feedback
Should provide team with information needed to identify team problems & further develop team capabilities
Extent to which team behaviors & outputs can be measured must be considered
ProMES
Team Development
Changes occur in teams as they develop over time 5 stages of development 1. Orientation (forming) 2. Conflict (storming) 3. Structure (norming) 4. Work (performing) 5. Dissolution (adjourning)
Team Training
Involves coordinating performance of individuals who work together to achieve a common goal
4 Strategies Cross-training Team coordination training Team leader training Guided Team Self-Correction Training
Team Diversity
- Demographic diversity
Differences in observable attributes or demographic characteristics such as age, gender, and ethnicity - Psychological diversity
Differences in underlying attributes such as skills, abilities, personality characteristics, attitudes, beliefs, and values; may also include functional, occupational, and educational backgrounds
Cultural Issues in Teams
Applying Hofstede’s cultural dimensions
Applying Hofstede’s cultural dimensions
Implications for teams
Team horizon
Cultural dimension that affects whether managers & employees focus on short or long-term goals
Teams tend to be well-received in collectivistic cultures
Job Enrichment theory (Hackmann & Oldham)
A motivational approach that involves increasing the responsibility and interest level of jobs in order to increase the motivation and job satisfaction of employees performing those jobs.
skill variety
The number of skills required to perform a task or job successfully
task identity
The extent to which a task or job is self-contained, with a clear beginning,
middle, and end; the extent to which a task can be meaningfully understood
in relation to other tasks
Task significance.
The perceived importance of the job for the organization or society as a whole.
