Nature of teams Flashcards
Teams
Group of people using their complimentary skills to achieve a common goal for which they’re collectively accountable
Teamwork
When workers live up to their collective accountability for goal accomplishments
What Teams Do (3)
- Teams that recommend things
- Teams that run things
- Teams that make or do things
Formal Teams
Designed to serve specific purpose.
- Permanent or temporary
- Can be very large
- Can be a department, divisions or team
Informal group
Non-official and emerge to serve special interest
- Develop through personal relationships
- Own network of relationships
Friendship group
- Like each other
- Take break together
- Sit together
Interest group
- Share work on non-work interest
Cross-functional team
- Team with member of different unit
- Positive combination of functional expertise and integrative team thinking.
Functional silos problem
Members of one functional team fails to interact with another.
Problem-Solving teams
Created temporarily to serve a specific purpose
Employee involvement team
- Team to address work-place issues
- Enhance quality, productivity and quality of work
Self-Managing teams
- Self-manage themselves in day-to-day work.
- Multiskilling
- Shift might be hard
- High involvement
- Participation
- Empowerment
Virtual teams
- Workers work through virtual mediation
- Cost ant time efficient
- Less interpersonal problems
Online Meetings
- Less man-dominated discussion
- Less deference to job titles and status
Effective team
Achieve high level of task performance, member satisfaction and team viability
Team viability
Team work well enough to continue working on a ongoing basis.
Member satisfaction
Members :
- Good contribution to the team
- Team Meet personal needs
How do you measure task performance
Achieve goals in standard sense of quantity, quality and timelessness
Synergy
Whole greater than the sum of its parts
- No expert = team makes better decision
- Good for complex problem
- More creative and innovative
Social facilitation
One behavior influenced by the presence of others.
- Boost or Detriment
Social Loafing
Someone doing less in team than he or she would do alone
- Individual contribution less noticeable
- Want others to carry workload
Problems of working in teams (4)
- Personal conflict
- Differences in work style
- Ambiguous agenda
- Ill-define problem
Stages of team-development
- Forming stage
- Storming stage
- Norming stage
- Performing stage
- Adjourning stage
Forming stage
- Getting to know each other
- Discover acceptable behavior
- Determining real task
- Defining group rules
Storming stage
- Tension & hostility
- Pressure from outside demand
- Members start to understand each other
Norming stage
Members start to work together as a coordinated team
Performing stage
- Structure stable
- Team mature
- well-organized and functioning
Adjourning stage
Team disband when work done
Team ressource
- Appropriate goals
- Well-designed reward system
- Adequate ressource
- Appropriate technology
Team’s task technical demand
- Task is routine or not
- Level of difficulty
- Information requirement
Team’s social demand
Degree to which issues of interpersonal relationships come into play.
Team size
- Bigger team can boost performance and member signification
- Ideal size of 5-7
Big teams’ problems
- Satisfaction dip
- Absenteeism
- Social loafing
- Turnover
Team composition
- Mix of abilities, size and experience
- Team perform better when member have skills and competence that best fit task demands
Firo-B theory
Identifies differences between team members on their need to express feelings of inclusion, control and affectation
Status congruence
When a person’s position in the team is equivalent in the status outside the individual holds outside of it.
Homogeneous teams
- Underperform more heterogeneous teams
- Not a lot of problems
Diversity-consensus dilemma
Diversity makes it harder to work together, especially in early stages
Collective intelligence
Ability of a team to perform well across a range of tasks
