HAS 3260

1. HAS 3260 Teams and Decision-making Dr. Burton

2. Basic problem solving • Problem Identification • Making assumptions • Developing alternative solutions • Application of criteria to alternatives • Selecting the optimal alternative • Implementation • Evaluating results

3. The Problem Statement(Four Parts) • Invitational stem (divergent) • Ownership component • Action component • Goal component

4. Teams in Organizations • Team is a small group of people with complimentary skills who work together to achieve a common purpose and hold themselves mutually accountable for its accomplishment Schermerhorn - Chapter 17

5. Teams in Organizations • Teamwork is the process of people working together in teams to accomplish common goals Schermerhorn - Chapter 17

6. Teams in Organizations • Synergy • means that a team is using its membership resources to the fullest and is achieving more as a unit than could otherwise be achieved Schermerhorn - Chapter 17

7. Teams in Organizations • Usefulness of Teams • increasing resources for problem solving • fostering creativity and innovation • improving quality of decision making • enhancing members’ commitments to tasks • raising motivation through collective action • helping control and discipline members Schermerhorn - Chapter 17

8. Teams in Organizations • What can go wrong in teams? • social loafing • personality conflicts • task ambiguity • poor readiness to work • poor teamwork Schermerhorn - Chapter 17

9. Teams in Organizations • Formal Teams • officially recognized and supported by the organization for specific purposes • functional team • departments, teams, divisions Schermerhorn - Chapter 17

10. Teams in Organizations • Informal Groups • emerge as part of the informal structure and communication flows in organizations • interest • friendship • support Schermerhorn - Chapter 17

11. Trends in the Use of Teams • Committees • usually operate with an ongoing purpose • membership may change over time Schermerhorn - Chapter 17

12. Trends in the Use of Teams • Task Force • usually operates on more temporary basis • tasks very specific and time defined • often disbands after task is completed • creativity and innovation are very important processes Schermerhorn - Chapter 17

13. Trends in the Use of Teams • Cross-Functional Teams • members come from different functional units and parts of an organization is indispensable to fulfillment of theses design goals Schermerhorn - Chapter 17

14. Trends in the Use of Teams • Virtual Teams • employees who work together and solve problems through largely computer-mediated interactions • local area networks • wide area networks • intranets • electronic meeting rooms Schermerhorn - Chapter 17

15. Trends in the Use of Teams • Self-Managing Work Teams • 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 they go about doing the required work Schermerhorn - Chapter 17

16. Trends in the Use of Teams • In Self-Managing Work Teams, Members • are held collectively accountable for performance results • have discretion in distributing tasks • have discretion in scheduling work • are able to perform multiple tasks • evaluate one another’s performance contributions • responsible for total quality of team products Schermerhorn - Chapter 17

17. Trends in the Use of Teams • How Teams Work • two key results • task performance • human resource maintenance • effective teams have high levels of both results Schermerhorn - Chapter 17

18. Trends in the Use of Teams • Team Effectiveness • input factors that influence good group process • organizational setting • nature of the task • team size • membership characteristics Schermerhorn - Chapter 17

19. 5 stages in the life cycle of a team Forming Adjourning (Termination) Storming Performing Norming

20. Baseball analogy Storming “Sliding into second base.” Norming “Rounding third base.” Adjourning “Game over.” Performing “Running for home base.” Forming “Sprinting for first base.”

21. Group Dynamics(Group Size)Interactions (2) 2

22. Group Dynamics(Group Size)Interactions (3) 6

23. Group Dynamics(Group Size)Interactions (4) 12

24. Group Dynamics(Group Size)Interactions (5) 20

25. Group Dynamics(Group Size)Interactions (6) 30

26. Group Dynamics(Group Size)Interactions (7) 42

27. Trends in the Use of Teams • Norms • behavior expected of team members • can be enforces with reprimands and other sanctions Schermerhorn - Chapter 17

28. Trends in the Use of Teams • Performance Norms • define level of work effort and performance that team members are expected to contribute Schermerhorn - Chapter 17

29. Trends in the Use of Teams • How to Build Positive Norms • acting as positive role model • reinforcing desired behaviors • controlling results by regular feedback • orienting and training new members to adopt desired behaviors • holding regular meetings to discuss progress • using team decision-making methods to reach agreement Schermerhorn - Chapter 17

30. Trends in the Use of Teams • Cohesiveness • degree to which members are attracted to and want to remain part of a team • can be good if paired with positive performance norms • more cohesiveness the greater conformity of members to norms Schermerhorn - Chapter 17

31. Trends in the Use of Teams • Task Activities • contribute directly to team’s performance purpose • Maintenance Activities • support emotional life of team Schermerhorn - Chapter 17

32. Trends in the Use of Teams • Distributed Leadership • makes every member responsible for • correctly recognizing when task and/or maintenance activities are needed • responding appropriately Schermerhorn - Chapter 17

33. Trends in the Use of Teams • Distributed Leadership Team results = Task Gains + Maintenance Gains - Self-serving Losses Schermerhorn - Chapter 17

34. Trends in the Use of Teams • Communication Networks • decentralized • all members communicate directly with one another • centralized • activities are coordinated and results pooled by central point of control Schermerhorn - Chapter 17

35. Decision Making in Teams • How Teams Make Decisions • lack of response • authority rule • minority rule • majority rule • consensus • unanimity Schermerhorn - Chapter 17

36. Decision Making in Teams • Assets of Team Decision Making • information • alternatives • understanding and acceptance • commitment Schermerhorn - Chapter 17

37. Decision Making in Teams • Potential Disadvantages of Team Decision Making • social pressure to conform • minority domination • time demands Schermerhorn - Chapter 17

38. Decision Making in Teams • Groupthink • tendency for highly cohesive groups to lose their critical evaluative capabilities Schermerhorn - Chapter 17

39. The Groupthink Process Characteristics of Groupthink *Illusion of invulnerability *Collective rationalization *Belief in inherent morality of the team *Stereotypes of other groups *Direct pressure on dissenters *Self-censorship *Illusion of unanimity *Self-appointed “mind guards” Groupthink leads to Defective Decision Making in Terms of *incomplete survey of alternatives *Incomplete survey of goals *Failure to examine risks of preferred choice *Poor information search *Selective bias in processing information at hand *Failure to reappraise alternatives *Failure to work out contingency plans. Initial Conditions *High cohesiveness *Insulation of the team from outsiders *Lack of methodical procedures for search and appraisal *Directive leadership *High stress with a low degree of hope for finding a better solution than the one favored by the leader or other influential persons *Complex/changing environment Conformity- Seeking Tendency of Group

40. Decision Making in Teams • Creativity and Team Decision Making • Brainstorming • all criticism is ruled out • freewheeling is welcomed • quantity is important • building on one another’s ideas Schermerhorn - Chapter 17

41. Decision Making in Teams • Creativity and Team Decision Making • Nominal Group Technique • participants work alone and write down solutions • ideas read aloud without criticism • ideas are recorded • ideas are discussed in round-robin sequence • members silently follow written voting procedure • last two steps are repeated as needed Schermerhorn - Chapter 17

42. Leadership and High Performance Teams • Team-Building Process • sequence of planned activities used to gather and analyze data on the functioning of a team and implement constructive changes to increase its operating effectiveness Schermerhorn - Chapter 17

43. Leadership and High Performance Teams • High performance teams • clear and elevating goal • task-driven, results oriented structure • competent and committed members • collaborative climate • high standards of excellence • external support and recognition • strong and principled leadership Schermerhorn - Chapter 17

44. Leadership and High Performance Teams • Effective Team Leaders • establish clear vision of future • create change • unleash talent Schermerhorn - Chapter 17

45. Group Think Video