TEAMS

TEAMS

GROUPS

LEADERSHIP

TEAM ROLE THEORY

GROUPS

SHAW

Three or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.

•Reciprocal influence leader & followers

•Group members interact and influence one another

•Not constrained to one group

DYAD = Two persons interacting together.

GROUP PERFORMANCE

•Additive Task – group’s output simply involves the combination of individual outputs.

•Interactive Effects – to what extent should group members be similar / dissimillar or compatible / incompatible?

GROUP PERFORMANCE

Process Loss – inefficiencies created by more and more people working together.

Social Loafing – reduced work effort by people when not individually accountable.

Social Facilitation – increased work effort due to the presence of others.

Hawthorne Effect – artificial change in behavior because group is being studied

GROUP PERFORMANCE

TUCKMAN’s 4 STAGES

•Forming – superficial information, low trust

•Storming – conflict, status differentiation

•Norming – emergence of leader, development of norms, cohesiveness

•Performing – interdependent roles to perform group’s tasks

GROUP ROLES

BENNE & SHEATS

Sets of expected behaviors associated with particular jobs or positions.

Task roles – getting task done

Relationship (Maintenance) roles – supporting relationships within the group

Dysfunctional roles – self-serving behavior

GROUP NORMS

Informal rules groups adopt to regulate and regularize group members’ behavior.

•Facilitate group survival

•Make predictable expected behavior

•Avoid embarrassing interpersonal problems

•Express central values of the group

•Clarify group’s identity

•Easier for outsider to identify

GROUP COHESIONSum of forces that attract members to a group, provide resistance to leaving, motivate active membership. Group glue.•Overbounding – overly cohesive group erects barriers to outside resources•Groupthink – suppression of dissent, critical thinking in highly cohesive groups•Ollieism – illegal action by overzealous members•Abilene Paradox – go along with the group when no one wants to

GROUPS V TEAMS

Mutual interaction, Reciprocal influence +

•Stronger sense of identification

•Common goals or tasks

•Greater task interdependence

•Differentiated and specialized roles

EFFECTIVE TEAMS

Task

•Clear mission, high standards

•Take stock of resources

•Assess technical skills of team members

•Secure resources

•Plan and organize

Maintenance

•High levels of communication

•Minimal interpersonal conflict

EFFECTIVE TEAMS

HACKMAN/GINNETT

4 Required Initial Components

•Task Structure – unambiguous, autonomy

•Group Boundaries – enough skills, interpersonal skills, diversity

•Norms – support objectives

•Authority – match demands of situation

GROUPS & PERSONALITY

Issues

•Mann (1959) and Shaw (1981) noted that small group researchers had used over 500 different measures of personality

•Less than a quarter used the same measure.

•Numerous tasks used as measure of group performance.

•Personality is additive as well as interactive

GROUPS & PERSONALITY

•Personality is additive input. Treat as resource which combines additively to directly affect group performance.

•Personality is interactive. Affects group processes.

PERSONALITY INTERACTIONS

TWO DISTINCT APPROACHES

•Process gain or loss that results when teammembers’ personalities interact characterized by two distinct approaches.

•COMPATIBILITY APPROACH vs.

•PROFILE HETEROGENEITY APPROACH

•Agreeableness vs. Dominance

COMPATIBILITY APPROACH

•Social Compatibility Approach emphasizes Extraversion and Agreeableness.

•Process gain results when groups are homogeneously high in terms of Agreeable-

ness

•Skewed in terms of the assertiveness facet of Extraversion with one dominant rest low

•Enhanced group process by reduced conflict.

•Conscientiousness and Openness additive

HETEROGENEITY APPROACH

•Heterogeneity per se not any additive personality combination is required for success.

•Heterogeneous groups have a greater variety of perspectives.

•Standard Deviation most important.

•Conflict causes issues to be challenged and assumptions examined.

TEAM ROLE THEORY

R. Meredith Belbin

Cambridge Professor

“Management Teams: Why They Succeed of Fail”

Management College Henly

Total Enterprise Simulations

Role Playing

Examined personality characteristics of successful and unsuccessful teams with regard to Cattell’s 16PF

TEAM ROLE THEORY

•Successful teams have a complete and balanced distribution of nine team roles.

•Unsuccessful teams have voids or overlaps.

•Voids – teams that lack a team role.

•Overlaps – Unconstructive Friction

TEAM ROLE THEORY

Team Role describes a pattern of behavior characteristic of the way in which one team member interacts with another where his performance serves to facilitate the progress of the team as a whole.

TEAM ROLE THEORY

PLANT

RESOURCE INVESTIGATOR

CO-ORDINATOR

SHAPER

MONITOR-EVALUATOR

TEAM WORKER

IMPLEMENTER

COMPLETER-FINISHER

SPECIALIST

PLANT

•Idea person, Introverted

•Source of creativity, Unorthodox

•Individualistic, Serious minded

•Looks outside of the box

•Pros:

Genius, imaginative, intellect, knowledge

•Cons:

Up-in-the-clouds, disregard practical details

RESOURCE INVESTIGATOR

•Extraverted, Curious, Enthusiastic, Communicative•Inquisitive, Social, Extraverts, Low Anxiety•Explores and reports on ideas, resources outside the group.•Pros:Capacity for networking, ability to respond to challenge.•Cons:Lose interest once the initial fascination has passed.

CO-ORDINATOR•Stable, Extravert, Natural Leader

•Calm, self-confident, controlled

•Controls team by making best use of team resources. Unifier pulls group together to pursue common objective

•Pros:

Treats and welcomes all participants

Clear sense of objectives, 9.9. leader

•Cons:

Ordinary in intellect and creativity

SHAPER•Extraverted, Unstable (dynamic)

•Goads group into action. Mover and shaker.

•Imposes shape on group discussion and on the outcome of the group.

•Pros:

Drive, readiness to challenge inertia

•Cons:

Proneness to provocation, irritation, and impatience 9.1.

MONITOR-EVALUATOR•Sober, Discerning, Prudent, Unemotional

•Capacity to make shrewd judgments that takes all factors into account.

•Analyzes problems, evaluates ideas and suggestions.

•Pros:

Judgment, discretion, hard-headedness

•Cons:

Lacks inspiration or the ability to motivate others.

TEAM WORKER•Extraverted, Agreeable, low Assertiveness

•Strong interest in people and communication, sensitive

•Supports members in their strengths, improves communication, fosters team spirit.

•Pros:

Ability to respond to people and situations

•Cons:

Indecisiveness at moments of crisis

IMPLEMENTER

•Disciplined, Reliable, Practical, Conscien tious, Dutiful, Practical •Turns concepts and plans into practical working procedures. Carries out plans systematically and efficiently.•Conservative, dutiful, predictable.•Pros:

Organizing ability, practical common sense, hard-working, self-disciplined.•Cons:

Lack of flexibility, unresponsive to unproven ideas

COMPLETER-FINISHER

•Conscientious, Anxious, Disciplined, Self-

controlled, Orderly, Introverted

•Ensures that the team is protected from mistakes of both omission and commission.

•Pros:

Perfectionist

•Cons:

Tendency to worry about small things. Difficulty in letting go.

SPECIALIST

•Introverted, has narrow special knowledge

•Technical expert

•Dedicated, single minded

BENNE & SHEETS 1948

TASK ROLES•Initiator-contributor – suggests new ideas•Information seeker – seeks relevant facts•Elaborator – spells out solutions/rationales•Coordinator – pulls ideas/actions together•Orienter – defines group’s position•Evaluator-critic – imposes a standard•Energizer – prods group to action•Procedural technician – does things for group

BENNE & SHEETS 1948

MAINTENANCE ROLES

•Encourager – provides warmth, acceptance

•Harmonizer – mediates differences

•Compromiser – suggests solutions to problems

•Gate-Keeper – keeps communication open

•Ego Ideal – applies standards in evaluating group processes

•Follower – goes with the flow of the group