Teamwork and Team Performance Chapter 10

1. Teamwork and Team PerformanceChapter 10 MGMT 3140 Prof. T. A. Sgritta

2. Teamwork and Entrepreneurship • Workers • Customers • Financiers • Suppliers

3. Teamwork • Complimentary skills • Football team

4. Types of Teams • Project teams (recommendations or specific actions) • Task forces • Committees • Specific project • Top management • Work teams

5. Teamwork • Use skills to contribute to group goals • Football team

6. High Performance Teams • Set & communicate standards • Drive from before the first meeting • Create a sense of urgency • Insure the right skill membership • Establish clear rules of behavior • Lead by example • Find early successes • Develop new input • Socialize • Positive feedback and rewards

7. Diversity • Input ideas • Multicultural (inc. international)

8. Teambuilding Ideas • Formal retreat • Continuous improvement • Outdoor experience (Outward Bound) • Similar, but less impact approaches • Team rewards

9. Socialization The process by which newcomers learn the roles, rules, and norms of a group.

10. Institutionalized Collective Tactics Formal Tactics Sequential Tactics Fixed Tactics Serial Tactics Divestiture Tactics Individualized Individual Tactics Informal Tactics Random Tactics Variable Tactics Disjunctive Tactics Investiture Tactics Institutionalized vs. IndividualizedSocialization Tactics

11. Collective Tactics: Newcomers go through a common learning experience. Individual Tactics: Newcomers are taught individually how to behave. Collective vs. Individual Tactics

12. Role Concepts • Role - a set of behaviors or tasks that a person is expected to perform by virtue of holding a position in a group. • Role Relationships - the ways in which group and organizational members interact with one another to perform their specific roles. • May be formally specified or emerge informally • Role Taking - performing the responsibilities that are required as part of an assigned role. • Role Making - taking the initiative to create a role by assuming responsibilities that are not part of an assigned role.

13. Key Group Roles

14. Group Roles

15. Group Member Control Mechanisms Roles Rules Norms

16. Problems with Roles • Role ambiguity • Role overload • Role conflict • Interrole conflict

17. Advantages of Rules • Ensure that members perform desired behaviors • Facilitate control of behavior • Facilitate evaluation of individual performance • Provide information for newcomers

18. Norm Concepts • Norms are informal rules of conduct for behaviors considered important by most group members. • SOP – Standard operating procedures • Bases for conformity to group norms: • Compliance - • Identification – • Internalization -

19. Idiosyncrasy Credit

20. Conformity and Deviance • Conformity is good when norms help a group control and influence its members’ behavior so that the group can accomplish its goals. • Deviance occurs when a member of a group violates a group norm. Typical responses to deviance include • Getting the deviant to change • Expelling the deviant • Changing the norm in question • Groups need both conformity and deviance to accomplish their goals and perform at a high level. Conformity ensures that a group can control members’ behaviors while deviance forces group members to reexamine the appropriateness of group norms.

22. Group Rewards • How do you as a manager without a budget for raises or bonuses reward a group for superior performance?

24. Signs of Cohesiveness • Low cohesiveness: Information flows slowly; group has little influence; group tends not to achieve its goals • Moderate cohesiveness: Group members work well together; there is good communication and participation; group is able to influence its members’ behavior; group tends to achieve its goals • Very high cohesiveness: Group members socialize excessively; high level of conformity; group achieves its goals at expense of other groups

25. Advice to Managers • If group and organizational goals are aligned and group cohesiveness is very low, try to increase cohesiveness by decreasing the size of the group, increasing the level of similarity of group members, introducing some element of competition with other groups, giving special rights or privileges, and encouraging “small successes.” • If group and organizational goals are aligned and group cohesiveness is very high, try to lower it by increasing group size, introducing more diversity within the group, discouraging competition with other groups, and encouraging cooperation. • If group and organizational goals are not aligned, do not try to increase cohesiveness. Try to realign group goals with organizational goals by ensuring that group members benefit when their efforts help the organization achieve its goals.

26. Important Organizational Groups • Top Management Team • Cross functional teams • TQM team or Quality Circles • Research and Development Teams • Virtual Teams • Self-Managed Work Teams

27. A Cross-Functional R&D Team

28. Conditions Required for Effectiveness in Self-Managed Teams • Team is truly self-managing • Work is complex • Work results in finished end product • Managers are supportive of teams • Members are carefully selected • Members want to be part of the team