Leading Virtual Teams: Build relationships online for effective teams
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Transcript of 37b9groups & Teams
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Groups andTeamsGroups andTeams
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Groups, Teams and EffectivenessGroups, Teams and Effectiveness
Group:two or more people who interact witheach other to accomplish a goal.
Team:group who work intensively with eachother to achieve a specific common goal.
All teams are groups, BUT, not all groups are teams.
Teams often are difficult to form. Takes time for members to work together.
Teams can improve organizational performance.
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Groups & Teams Impact EffectivenessGroups & Teams Impact Effectiveness
Groups
and
Teams
Can...
Enhance
Performance
Increase
Responsiveness
to customer
Increase
Innovation
Increase
Motivation
& Satisfaction
Gaining a
Competitive
Advantage
Figure 14.1
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Competitive Advantage with Groups &
Teams
Competitive Advantage with Groups &
Teams Performance Enhancement:Make use of synergy
Workers in a group have the opportunity to produce moreor better output than separate workers.
Members correct others errors, bring new ideas tobear.Managers should build groups with members of
complimentary skills. Responsive to Customers: Difficult to achieve given
many constraints.
Safety issues, regulations, costs.
Cross-functional teams provide the wide variety of skillsneeded.
Teams consist of members of different departments.
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Competitive Advantage, Cont.Competitive Advantage, Cont. Innovation: individuals rarely possess the wide
variety of skills needed.
Team members also uncover flaws and develop
new ideas.
Managers should empower the team for the full
innovation process.
Motivation: members of groups, and particularlyteams, are often better motivated and satisfied than
individuals.
It is fun to work next to other motivated people.
Team members see their contribution to the team.
Teams also provide social interaction.
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Types of Groups and TeamsTypes of Groups and Teams
CrossCross--
FunctionalFunctional
TeamsTeams
InterestInterest
GroupsGroups
Groups & TeamsGroups & Teams
Formal GroupsFormal Groups
created by managerscreated by managers
CrossCross--
CulturalCultural
TeamsTeams
TopTop
Mgmt.Mgmt.
TeamsTeams
R & DR & D
TeamsTeams
SelfSelf--
ManagedManaged
TeamsTeams
CommandCommand
GroupsGroups
TaskTask
ForcesForces
Informal GroupsInformal Groups
created by workerscreated by workers
FriendshipFriendship
GroupsGroups
Figure 14.2
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Formal Groups & TeamsFormal Groups & TeamsCreated by manager to meet the firms goals.
Cross-functional: members of different departments.
Cross-cultural: members of different cultures.
Research and Development Teams: Create new products.
Top Management team: help develop firms direction.
Important to have diversity in it to avoid groupthink.
Command Groups: members report to same manager.
Task Force: created to meet a given objective. Standing committees are permanent taskforces.
Self-Managed Teams: members are empowered tocomplete some given work.
Team decides how to do the task.
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Self-Managed Work TeamsSelf-Managed Work Teams
Keys to effective self managed teams:
Give the team enough responsibility and autonomy to be
self-managing.
The teams task should be complex enough to includemany different steps.
Select members carefully. Look fordiversity, skills, and
enthusiasm.
Manager should guide and coach, not supervise.Determine training needs and be sure it is provided.
Teams may have trouble with performance reviews ofmembers.
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Informal Groups and TeamsInformal Groups and Teams
Created by the workers to meet their needs.
Friendship group: made up of employees who enjoy
each others company. Satisfy the need for human interaction and social
support.
Interest Groups: Workers seek to achieve a commongoal based on their membership in the organization.
Managers should observe interest groups to learn what
employees see as important.
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Group DynamicsGroup DynamicsDynamics affect how a group or teamfunctions. Group size: affects how a group performs.
Normally, keep group small (2 to 9 members).
Small groups interact better and tend to be moremotivated.
Use large groups when more resources are needed.
Division oflabor is possible with large group.
Group Tasks: impacts how a group interacts.Task interdependence shows how work of one member
impacts another.
As interdependence rises, members work closertogether.
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Group DynamicsGroup Dynamics Task interdependence types:
Pooled Task Interdependence: members makeseparate, independent contributions to group.
Group performance is the sum of member
contributions.
Sequential Task Interdependence: membersperform tasks in a sequential order.
Hard to determine individual performance since one
member depends on another.Reciprocal Task Interdependence: work performed
by a member is dependent on work by others.
Members share information and work closely together.
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Group tasksGroup tasks
Sequential Task Interdependence
MemberMember MemberMember
MemberMember MemberMember
GroupGroup
PerformancePerformance
MemberMember
MemberMember
MemberMember
MemberMember
GroupGroup
PerformancePerformance
Pooled Task
Interdependence
MemberMember
MemberMemberMemberMember
MemberMemberMemberMember
GroupGroupPerformancePerformance
Reciprocal Task
Interdependence
Figure 14.3
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Group RolesGroup Roles
Role: set of behaviors a group member is expected toperform because of their position in the group.
In cross-functional teams, members perform roles in
their specialty.
Managers need to clearly describe expected roles to
group members when they are assigned to the group.
Role-making occurs as workers take on more roles as
group members.
Self-managed teams may assign the roles to members
themselves.
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Stages of Group DevelopmentStages of Group Development
1) Forming: members get to know each other and reach
common goals.
2) Storming: members disagree on direction and
leadership.
Managers need to be sure conflict stays focused.
3) Norming: close ties and consensus begin to develop
between members.
4) Performing: group does its real work.
5) Adjourning: only for task forces that are temporary.
Note that these steps take time!
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Stages of Group DevelopmentStages of Group Development
PerformingPerforming
AdjourningAdjourning
NormingNorming
StormingStorming
FormingForming
Figure 14.4
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Group DynamicsGroup Dynamics Group Norms: shared rules that members follow.
Groups may set working hours, behavior rules, etc.
Conformity & Deviance: members conform to norms to:
Obtain rewards, imitate respected members, andbecause they feel the behavior is right.
When a member deviates, other members will try to
make them conform, expel the member, orchange the
group norms to accommodate them. Conformity and deviance must be balanced for high
performance from the group.
Deviance allows for new ideas in the group.
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Balancing Conformity and DevianceBalancing Conformity and DevianceFigure 14.5
Levelo
f
groupPerformance
Low
High
Low Conformity
High deviation
Med. Conformity
Med. deviation
High Conformity
Low deviation
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Group CohesivenessGroup Cohesiveness Group cohesiveness: measures the loyalty to the group
by its members.
Level of Participation: as cohesiveness rises, so willparticipation.
Participation helps get members actively involved, buttoo much can waste time.
Level of Conformity: as conformity rises, so doescohesiveness.
With too much conformity, performance can suffer.
Level of Group Goal Accomplishment: ascohesiveness rises, the emphasis on groupaccomplishment will rise. High levels of cohesiveness can cause the group to focus
more on itself than the firm.
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Group CohesivenessGroup Cohesiveness
Group
Size
Managed
Diversity
Group
Identity
Success
Group
Cohesiveness
Level of
Conformity to
norms
Level of
Participation
in group
Emphasis
on goals
accomplished
Figure 14.6
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CohesivenessCohesiveness Determinates of cohesiveness: can be altered to change
cohesiveness levels in a group.
Group Size: small groups allow high cohesiveness.
Low cohesiveness groups with many members can
benefit from splitting into two groups.
Managed Diversity: Diverse groups often come up
with better solutions.
Group Identity: When cohesiveness is low, encourage
a group to adopt a unique identity and engage in healthy
competition with others.
Success: cohesiveness increases with success.
Look for a way for a group to find some small success.
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Reducing Social LoafingReducing Social Loafing
Make individual
contributions
identifiable
Emphasize valuable
individual
contributions
Keep group size
at an appropriate
level
REDUCEREDUCESocialSocial
LoafingLoafing
Figure 14.7
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Managing forPerformanceManaging forPerformance Motivate groups to achieve goals:
Members should benefit when the group performswell.
Rewards can be monetary or in other forms.
Reduce social loafing: human tendency to putforth less effort in a group than individually. Toeliminate:
Make individual efforts identifiable and evaluated.
Emphasize individual
efforts to show they count. Keep group size at a small number.
Help groups manage conflict. All groups will have conflict, managers should seek
ways to direct it to the goals.