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7/21/2019 Chapter 4 OB
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Chapter 4: Workingwith others, Teamwork,
Groups and Group
Dynamic
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
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Organizational Behavior: Chapter 10 2
Chapter 4 Study Questions
What is the nature of Group
What is a the nature of teams and
teamwork?
What is team building?
How does team building improve
performance?
How do teams contribute to the high-
performance workplace?
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How do teams contribute to organizations?
What are the current trends in the use of
teams?
How do teams work?
How do teams make decisions?
What are the challenges of leading high-
performance teams?Organizational Behavior: Chapter 10 3
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Organizational Behavior: Chapter 10 4
What is the nature of team and
teamwork?A team is a small group of people with
complementary skills, who work actively
together to achieve a common purpose forwhich they hold themselves collectively
accountable.
Teams are one of the major forces behindrevolutionary changes in contemporary
organizations.
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5
What are teams?
Groups of two or more
people who interact and
influence each other are
mutually accountable for
achieving common
objectives and perceive
themselves as a socialentity within an
organisation
Courtesy of the Royal Australian Navy
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6
Groups versus teams All teams are groups
Some groups are just
people assembled
together
Teams have task
interdependence
whereas some groupsdo not (eg group of
employees enjoying
lunch together)
Courtesy of the Royal Australian Navy
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Management - Chapter 16
7
Study Question 1: How do teams contribute
to organizations?
Formal groups
Teams that are officially recognized and
supported by the organization for specific
purposes.
Specifically created to perform essential tasks.
Managers and leaders serve linking pin
roles.
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Management - Chapter 16
8
How do teams contribute
to organizations?
Informal groups
Not recognized on organization charts.
Not officially created for an organizational purpose. Emerge as part of the informal structure and from natural or
spontaneous relationships among people.
Include interest, friendship, and support groups.
Can have positive performance impact. Can help satisfy social needs.
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9
Why informal groups exist
Relatedness needs
fulfil need for social interaction
social identity
Goal accomplishment
Emotional support
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Management - Chapter 16
10
How do teams contribute
to organizations?
Usefulness of teams:
More resources for problem solving.
Improved creativity and innovation.Improved quality of decision making.
Greater commitments to tasks.
Higher motivation through collective action.
Better control and work discipline.
More individual need satisfaction.
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Management - Chapter 16
11
What are the current trends in the use of
teams?
Committees, project teams, and task forces
Committees.
People outside their daily job assignments work together in asmall team for a specific purpose.
Task agenda is narrow, focused, and ongoing.
Projects teams or task forces.
People from various parts of an organization work togetheron common problems, but on a temporary basis.
Official tasks are very specific and time defined.
Disbands after task is completed.
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Management - Chapter 16
12
What are the current trends in the use of
teams?
Guidelines for managing projects and task
forces:
Select appropriate team members.
Clearly define the purpose of the team.
Carefully select a team leader.
Periodically review progress.
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Management - Chapter 16
13
Types of Team
Cross-functional teams
Members come from different functional units
of an organization.
Team works on a specific problem or task with
the needs of the whole organization in mind.
Teams are created to knock down walls
separating departments.
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Management - Chapter 16
14
Types of Team
Employee involvement teams
Groups of workers who meet on a regular
basis outside of their formal assignments.
Have the goal of applying their expertise and
attention to continuous improvement.
Quality circles represent a common form of
employee involvement teams.
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Management - Chapter 16
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Types of Team
Virtual teams
Teams of people who work together and solve
problems through largely computer-mediated
rather than face-to-face interactions.
Sometimes called
Computer-mediated groups
Electronic group networks
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Management - Chapter 16
16
Potential advantages
of virtual teams:
Savings in time andtravel expenses.
Minimization or
elimination of
interpersonaldifficulties.
Ease of expansion.
Potential problems of
virtual teams:
Difficulty inestablishing good
working relationships.
Depersonalization of
working relationships.
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Management - Chapter 16
17
Guidelines for managing virtual teams:
Virtual teams should begin with socialmessaging.
Team members should be assigned clear roles.
Team members must have positive attitudes
that support team goals.
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Organizational Behavior: Chapter 10 18
Types of Team
Problem-solving teams.
Employee involvements teams include a wide
variety of teams whose members meetregularly to collectively examine importantworkplace issues.
Quality circle.
A special type of employee involvement team. Team meets periodically to address problems
relating to quality, productivity, or cost.
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Management - Chapter 16
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Types of Team
Self-managing work teams
Teams of workers whose jobs have been
redesigned to create a high degree of task
interdependence and who have been given
authority to make many decisions about how
to do the required work.
Also known as autonomous work groups.
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Management - Chapter 16
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Typical self-management responsibilities:
Planning and scheduling work.
Training members in various tasks.Sharing tasks.
Meeting performance goals.
Ensuring high quality.
Solving day-to-day operating problems.
In some cases, hiring and firing teammembers.
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Organizational Behavior: Chapter 10 21
How do teams contribute to the high-
performance workplace?
Advantages of self-managing teams.
Productivity and quality improvements.
Production flexibility and faster response totechnological change.
Reduced absenteeism and turnover.
Improved work attitudes and quality of worklife.
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Organizational Behavior: Chapter 10 22
How do teams contribute to the high-
performance workplace?
Disadvantages of self-managing teams.
Structural changes in job classifications and
management levels eliminate the need for first-line
supervisors.
Managers must learn to deal with teams rather than
individuals. Supervisors who are displaced by self-managing
teams may feel threatened.
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Management - Chapter 16
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In self-managing work teams, members
Are held collectively accountable for performance
results.
Have discretion in distributing tasks within the team.
Have discretion in scheduling work within the team.
Are able to perform more than one job on the team.
Evaluate one anothers performance contributions.
Are responsible for the total quality of team products.
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Organizational Behavior: Chapter 10 24
What is the nature of team and
teamwork?
Teamwork occurs when group members
actively work together in such a way that
all their respective skills are well utilized
to achieve a common purpose.
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Organizational Behavior: Chapter 10 25
What is the nature of team and
teamwork?
Characteristics of high performance teams.
They have strong core values.
They turn a general sense of purpose into
specific performance objectives.
They have the right mix of skills.
They possess creativity.
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Organizational Behavior: Chapter 10 26
What is the nature of team and
teamwork?
Characteristics of teams with homogeneous
membership.
Members are similar with respect to such variables as
age, gender, race, experience, ethnicity, and culture.
Members can quickly build social relations and
engage in the interactions needed for teamwork. Homogeneity may limit the team in terms of ideas,
viewpoints, and creativity.
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Organizational Behavior: Chapter 10 27
What is the nature of team and
teamwork?
Characteristics of teams with heterogeneous
membership.
Members are diverse in demography, experiences, lifestyles, and cultures, among other variables.
Diversity can help improve team problem solving and
increase creativity.
Diversity among team members may create
performance difficulties early in the teams life or
stage of development.
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2003 McGraw-Hill Australia Pty 29
Homogeneous vs heterogeneous teams
Higher satisfaction
Less conflict
Faster team development
More efficient coordination
Performs better on simpletasks
More conflict
Slower team development takes longer to agree onnorms and goals
Better knowledge andresources for complex tasks
Tend to be more creative
Higher potential for supportoutside the team
Homogeneous teams Heterogeneous teams
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Organizational Behavior: Chapter 10 30
What is team building?
Work groups and teams must master challenges
as they pass through the various stages of group
development. Team building is a sequence of planned activities
designed to gather and analyze data on the
functioning of a group and to initiate changesdesigned to improve teamwork and increase
group effectiveness.
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Organizational Behavior: Chapter 10 31
What is team building?
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Organizational Behavior: Chapter 10 32
What is team building?
Approaches to team building.
Formal retreat approach.
Team building occurs during an offsite retreat. Continuous improvement approach.
The manager, team leader, or members takeresponsibility for ongoing team building.
Outdoor experience approach. Members engage in physically challenging
situations that require teamwork.
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Organizational Behavior: Chapter 10 33
How does team building improve
performance?
New members are concerned about
issues of:
Participation.
Goals.
Control.
Relationships.
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Organizational Behavior: Chapter 10 34
How does team building improve
performance?
Task and maintenance leadership.
Sustained high performance requires meeting both
task needs and maintenance needs.
High-performance teams require distributed
leadership.
Distributive leadership is the sharing among team
members of the responsibilities for task and
maintenance contributions.
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Organizational Behavior: Chapter 10 35
How does team building improve
performance?
Groups members should avoid the following
disruptive behaviors:
Being overly aggressive toward other members. Withdrawing and refusing to cooperate with others.
Horsing around when there is work to be done.
Using the group as a forum for self-confession.
Talking too much about irrelevant matters.
Trying to compete for attention and recognition.
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Organizational Behavior: Chapter 10 36
How does team building improve
performance?
Roles and role dynamics.
A role is a set of expectations associated witha job or position on a team.
Role ambiguityoccurs when a person isuncertain about his/her role.
Role overload occurs when too much isexpected and the person feels overwhelmedwith work.
Role underloadoccurs when too little isexpected and the person feels underutilized.
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Organizational Behavior: Chapter 10 37
How does team building improve
performance?
Roles and role dynamics (cont.).
Role conflictoccurs when a person is
unable to meet conflicting expectations. Forms of role conflict.
Intrasender role conflict.
Intersender role conflict.
Person-role conflict.
Interrole conflict.
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Organizational Behavior: Chapter 10 38
How does team building improve
performance?
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Organizational Behavior: Chapter 10 39
How does team building improve
performance?
Norms represent beliefs about how group
or team members are expected to behave.
Norms are rules or standards of conduct.
Managers and leaders should help their
groups adopt positive norms that supportorganizational goals.
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Organizational Behavior: Chapter 10 40
How does team building improve
performance?
Key norms that can have positive ornegative implications.
Performance norms. Ethics norms.
Organizational and personal pride norms.
High-achievement norms.
Support and helpfulness norms.
Improvement and change norms.
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Organizational Behavior: Chapter 10 41
How does team building improve
performance?
Cohesiveness is the degree to which members areattached to and motivated to remain a part of theteam
High team cohesiveness occurs when: Members are similar in age, attitudes, needs, and backgrounds.
Group size is small.
Members respect each others competencies.
Members agree on common goals. Members work on interdependent tasks.
Groups are physically isolated from others.
Groups experience performance success or crisis.
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Management - Chapter 16
42
How do teams contribute
to organizations?
Team and teamwork roles for managers:
Supervisorserving as the appointed head of a
formal work unit.Network facilitatorserving as a peer leader an
network hub for a special task force.
Participantserving as a helpful contributing
member of a project team.
External coachserving as the external convenor or
sponsor of a problem-solving team staffed by others.
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Management - Chapter 16
43
Figure 16.1Team and teamwork rolesfor managers.
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Management - Chapter 1644
How do teams contribute
to organizations?
Common problems in teams:
Personality conflicts.
Individual differences in work styles.
Ambiguous agendas.
Ill-defined problems.
Poor readiness to work.
Lack of motivation.
Conflicts with other deadlines or priorities.
Lack of team organization or progress.
Meetings that lack purpose or structure.
Members coming to meetings unprepared.
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Management Fundamentals - Chapter 1645
Study Question 1: How do teams contribute
to organizations?
Seven sins of deadly meetings:
People arrive late, leave early, and dont take thingsseriously.
The meeting is too long.
People dont stay on topic.
The discussion lacks candor.
The right information isnt available, so decisions are
postponed.No one puts decisions into action.
The same mistakes are made meeting after meeting.
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Management - Chapter 1646
How do teams work?
Effective teams
Achieve and maintain high levels of task
performance.
Achieve and maintain high levels of member
satisfaction.Retain viability for the future.
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Management - Chapter 1647
How do teams work?
Communication networks
Decentralized
All members communicate directly with oneanother.
Centralized
Activities are coordinated and results pooled bycentral point of control.
Restricted
Polarized subgroups contest one another.
Subgroups may engage in antagonistic relations.
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Management - Chapter 1648
Figure 16.7Interaction patterns andcommunication networks in teams.
Source:JohnR.
Schermerhorn,Jr.,Jam
esG.Hunt,and
RichardN.Osborn,
OrganizationalBe
havior,8thed.(New
York:Wiley,2003),p.347.Usedbype
rmission.
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Management - Chapter 1649
How do teams make decisions?
Methods of team decision making:
Lack of response
Authority rule
Minority rule
Majority rule
Consensus
Unanimity
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Management - Chapter 1650
How do teams make decisions?
Assets of team decision making:
Greater amounts of information, knowledge,
and expertise.
Expands number of action alternatives
considered.
Increases understanding and acceptance.
Increases commitment to follow through.
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Management - Chapter 1651
How do teams make decisions?
Potential disadvantages of team decision
making:
Social pressure to conform.
Individual or minority group domination.
Time requirements.
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Management - Chapter 1652
How do teams make decisions?
Methods for dealing with groupthink:
Have each group member be a critical evaluator.
Dont appear to favor one course of action. Create subteams to work on the same problems.
Have team members discuss issues with outsiders.
Have outside experts observe and provide feedback on
team activities. Assign a member to the devils advocate role.
Hold a second-chance meeting.
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Management - Chapter 1653
Study Question 4: How do teams make
decisions?
Creativity in team decision making
guidelines for brainstorming:
All criticism is ruled out.
Freewheeling is welcomed.
Quantity is important.
Building on one anothers ideas is encouraged.
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Management - Chapter 1654
What are the challenges of leading high-
performance teams?
Team building
A sequence of planned activities used to
gather and analyze data on the
functioning of a team and to implement
constructive changes to increase itsoperating effectiveness.
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Management - Chapter 1655
What are the challenges of leading high-
performance teams?
Characteristics of high-performing teams:
A clear and elevating goal.
A task-driven, results-oriented structure.
Competent and committed members who work hard.
A collaborative climate.
High standards of excellence.
External support and recognition.
Strong and principled leadership.
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Management - Chapter 1656
What are the challenges of leading high-
performance teams?
Effective team leaders act to:
Establish clear vision.
Create change.
Unleash talent.