W. 3 - Teams & Diversity Flashcards
Trust in leaders, leads to…
less “turnover intentions”
more “organizational commitment”
–> job satisfaction
(including, “alturism; subordinates performance; commitment to leaders decisions)
Trust in subordinates, leads to…
“citizenship behavior towards subordinates”
- -> subordinates performance
- -> managers performance
What is a team?
according to lecture slides
• 2 or more individuals • social interaction • common goal(s) • perform tasks relevant to the organization • members are ... - interdependent - have different roles and responsibilities - linked to the organization
Work groups versus work teams
Work group (SPinO - WG)
• Members interact to share information with
other members of the group
• Not responsible for a collective work product
Work team (WG - Presentation team)
• Members depend on one another and must
interact to create something that no one person on the team could create
• Create synergy
Team norms (content)
- Informal rules
- Interpersonal rules
- Influence of norms on behavior depends on importance of the team and team cohesion
Team norms / “team charter” (examples)
- Meeting management
- Meeting behavior norms (“Code of Conduct”)
- Decision making
- Communication plan
- Handling conflict
Team development stages (5 major steps)
Forming Storming Norming Performing Adjourning
(preferably in this order)
Team development stages (5 steps + content per step) forming --> storming --> norming --> performing --> adjourning -->
forming –> “get familiar”
storming –> “conflict & leadership dynamics”
norming –> “cohesion & common goal”
performing –> “goal-directed performance”
adjourning –> “disbanding”
Team development stages (50/50 stages)
social goals - “get familiar” (50%) + work goals - “goal-oriented performance” (50%)
(punctuated equilibrium - the idea that evolution occurs in spurts instead of following the slow, but steady path)
Cohesion:
“the resultant of all the forces acting on the members to
remain part of the group” (Festinger,1950)
Cohesive groups perform ___ because they are __ ___ and able to ___ tasks around a ___ ___.
Cohesive groups perform better because they are more motivated and able to organize tasks around a
common goal. (Or do they?)
Participation in decisions (overview)
- decide
- consult (individually)
- consult (group)
- facilitate
- delegate
Participation in decisions (in detail)
- decide
- consult (individually)
- consult (group)
- facilitate
- delegate
- decide
make the decision alone and announce it to the group - consult (individually)
individual meeting: present problem, get suggestion & then make decision - consult (group)
group meeting: present problem, get suggestion & then make decision. - facilitate
present problem, facilitate communication between members ensuring that all are heard, and problem is solved within the boundaries of decision making. - delegate
permit the group to make the decision, within prescribed limits and leader take no part except for providing needed resources and encouragement.
Participative decision making (5 parts)
- Brainstorming
- Consensus
- Multi-voting
- Nominal group technique
- Stepladder
Brainstorming
5 points
- Separates idea generation from evaluation
- Produces many new ideas
- Stimulates creativity
- Group meets together
- Much group interaction
(But also: potential for productivity losses)
The myth of brainstorming
- 3 processes that make brainstorming ineffective:
- 3 reasons why organizations still use brainstorming:
processes that make brainstorming ineffective:
• social loafing
• evaluation apprehension
• production blocking
why organizations still use brainstorming:
• to increase decision acceptance
• to pool resources
• to benefit from labor specialization
Osborn’s rules for brainstorming
4 parts
- No evaluation or criticism of ideas
- Freedom to suggest outrageous ideas
- Generate as many ideas as possible
- Build on, integrate, and develop earlier ideas
Team virtuality:
Team members are geographically dispersed and meet
through electronic methods
Virtual teams & Unique challenges: (4 parts)
- Take more time to get things done
- Technology problems
- Less social support
- Less information sharing
Team virtuality can undermine team effectiveness, why?
• Fewer social cues and less social control
increases the risk of social loafing
• Delayed responses and overlooked information
increases risk of misunderstandings and conflict
• Role ambiguity
–>Team trust is very important in virtual teams
Virtual teams and documentation can also lead to increased team effectiveness, why?
- Interactions are often documented (emails, recordings)
- This reduces perceived risks that individual efforts are exploited
- Documentation facilitates peer monitoring
- Meetings are easier to organize and more members can attend
Diversity
- “quote”
- includes attributes like?
“Differences between individuals at work on any attribute that may evoke the perception that the other person is different from the self” (Guillaume, 2013)
Includes individual attributes like:
- gender
- race/ethnicity
- age
- disability status
- Surface-level diversity:
- Deep-level diversity:
Surface-level diversity: Differences visible to observers
(e.g., gender, age, race, physical disabilities)
Deep-level diversity: Differences among members - “invisible”
(e.g., attitudes, beliefs, and values)
Generations at the workplace (5 parts)
- Traditionalists (1900-1944)
- Boomers (1945-1964)
- Generation X (1965-1980)
- Millennials (1981-1997)
- Generation Z (1998-2010)
Culture (3 parts)
attitude art/drama/music beliefs behavior customs faith/religion food language rituals
- Shared by almost all members of a social group
- Older members of the group pass it on to younger members
- Shapes behaviour, or structures perceptions of the world (e.g., morals, laws, and customs)
Visible organizational culture - “The Iceberg”
“Visible”: above the surface
- visible
- strategy
- shared values
- goal
- procedures
- policies
“Invisible”: under the surface
- structures
- beliefs
- shared assumptions
- perception
- tradition
- values
- norms
- unwritten rules
Hofstede’s cultural values / dimensions
- power distance
- individualism vs. collectivism
- masculinity vs femininity / relationship orientation
- uncertainty avoidance
- long vs short-term orientation
- indulgence vs restrain
Hofstede’s cultural values / dimensions
High vs Low scores
HIGH score on cultural values:
- high power distance
- collectivism
- femininity
- high uncertainty avoidance
- long term orientation
- restraint
LOW score on cultural values:
- low power distance
- individualism
- masculinity
- low uncertainty avoidance
- short-term orientation
- indulgence
Critical thinking: Hofstede’s cultural dimensions
Prediction of organizationally relevant outcomes:
- Culture is a better predictor of overall organizationally relevant outcome variables (e.g., attitudes, job performance) than demographics and personality.
- ->General mental ability is an even better predictor
- Cultural values are more strongly associated with emotions than with attitudes and perceptions, behaviours, and job performance
- Hofstede’s cultural dimensions are heavily critisized, but they do have predictive value, often over and above personality.
Third culture, explanation
parents culture + host culture + mix of other cultures
“The construction of a mutually beneficial interactive environment in which individuals from two different cultures can function in a way beneficial to all involved
Third culture:
- shared …?
- outcome of what?
• Shared frameworks
• Shared value systems
• Unique communication patterns that emerge
when people from different cultures interact
Cross-cultural adjustment (acculturation)
- 2 categories (including levels of low & high)
- 4 outcomes
Heritage culture maintenance: low & high
New culture acquisition: low & high
(looking at it in a horizontal, right-moving direction)
Heritage (low) + New (high) = assimilation
Heritage (high) + New (high) = integration
New (low) + Heritage (low) = marginalization
New (low) + Heritage (high) = separation
Cultural retooling: The psychological process of adaptation to another culture
- 3 phases
• Phase 1. Deep conflict - feeling illegitimate and
awkward
- Phase 2. Ambivalence - adjusting and not feeling as negative about the behavior
- Phase 3. Authenticity - naturally engaging in the new behavior consistent with the new culture
Culture shock: Distress experienced by a traveler from the loss of familiar patterns of social interaction
Occurs during: (3 cases)
- Cross-cultural adjustment processes for expatriates
- Repatriation
- Short international assignments
Culture shock: 4 phases
- Honeymoon (pos.)
- Anxiety (neg.)
- Adjustment (back to pos.)
- Acceptance (pos.)
Symptoms of culture shock (7 parts)
- Stress: due to the effort required to make necessary adjustments
- “Homesickness”: a sense of loss, missing family & friends
- Avoidance: wanting to avoid interactions with persons from the host culture
- Helpless/Dependent: feeling helpless and wanting to depend on those from one’s home country
- Fear: of being robbed, injured or becoming ill
- Anger: at delays and inconveniences experienced
- Incompetence: feeling incompetent, not being able to cope with the new environment
