Effective Team and Performance Management

1. Effective Team and Performance Management MOD 003554 Sem 2 – 2014 Week One – Introduction to the module Dr Caroline Rook

2. Contact Information Dr Caroline Rook Phone:  0845 196 5746 Email: caroline.rook@anglia.ac.uk Office hours: Monday: 14:00 – 16:00; Tuesday: 14:00 – 16:00 Office hours are by appointment only, please email for an appointment.

3. The Module • Teams and group • Team formation and development • Team performance and cohesion • Emotional intelligence • Team conflict • Leadership • Team learning

4. Module learning outcomes 1) Demonstrate an understanding of the key processes involved with team formation and team dynamics 2) Identify and apply the critical factors, such as conflict, emotional intelligence and conformance, associated with creating an effective team working environment. 3) Understand and differentiate between leadership styles and management styles. 4) Evaluate and demonstrate effective personal and interpersonal skills when working as part of a team.

5. The Module • Module: 15 Credits • 1 hour (theoretical) Lecture • Active engagement with class • use any personal computer or phone only for class-related activities while in class • I will respond to any queries that are not answered by module guide promptly (i.e. within 3 working days). • 1 hour (practical seminar) • Active participation in class • use any personal computer or phone only for class-related activities while in class • Tutor will provide you with regular feedback. • Module Guide: Please download from VLE • Lecture slides: Please download from VLE

6. The Module • Key Text: Forsyth, D.R.,2013. Group Dynamics. 5th Ed. Wadsworth: Cengage Learning • This book requires the support of allocated reading to each teaching week and wider reading: • http://readinglists.anglia.ac.uk/lists/D0CA437C-3D3F-94E0-C970-DE3F7C42A90F.html • module guide pages 4p., 2opp.

7. What is our assessment?

8. What is a group? 2 or more people who are connected by or within social relationships Interdependency and shared values

9. What is a team? 2 ormore people with common goal(s) and shared responsibility psychological contract Armstrong, 2006

10. Group Dynamics GROUP CONTEXT GROUP STRUCTURE GROUP OUTCOMES (Knowles and Knowles, 1972)

11. Not All Groups Are Teams Team Working Group • Strong, clear leader • Individual accountability • The group’s purpose is the same as the broader organizational mission • Individual work-products • Runs efficient meetings • Measures its effectiveness indirectly by its influence on others (e.g. financial performance of the business) • Discusses, decides, and delegates • Shared leadership roles • Individual and mutual accountability • Specific team purpose that the team itself delivers • Collective work-products • Encourage open-ended discussion and active problem-saving meetings • Measures performance directly by assessing collective work-products • Discusses, decides, and does real work together Source: Jon .R. Katzenbach and Douglas K. Smith,(1993), The Discipline of Team,, Harvard Business Review

12. Why do we join teams?

14. Changing nature of teams Dynamic composition Technology and distance Empowerment and delaying (Tannenbaum et al, 2012)

15. Types of groups & teams Formal groups Informal groups Ackroyd and Thompson (1999)

16. Flash teams ‘Core’ and ‘peripheral’ members (Tannenbaum et al, 2012)

17. West and Lyubovnikova, 2012

18. Group influences on "my" behaviour Asch (1955) STANDARD COMPARISON A B C

19. Hawthorne Studies Relay Assembly Test Room Experiments (1927-1933) George Elton Mayo (1880-1949)

20. Have we achieved the learning objectives? • Identify the key features of the module and the assessment task. • Differentiate between a ‘group’ and a ‘team’ • Evaluatethe effectiveness of team work using theoretical & practical case studies

21. Reading for next week’s lecture…. • Read Fisher (1998) ‘The structure of Belbin’s team roles’ on the VLE and answer the following: • Identify the team roles discussed by Belbin. • Evaluate whether each role is required in a team? • How do the roles contribute to team formation and performance?

22. References Ackroyd, S. and Thompson, P., 1999, Organizational MisBehaviour. London: Sage Armstrong, M. 2006, A handbook of human resource management practice. 10 Ed. London: Kogan Page. Blau,P.1964. Exchange and Power in Social Life. New York: Wiley. Buchanan, D.A. and Huczynski, A.A. 2010, Organizational Behaviour. 7th Edition. Essex: Pearson Education Ltd Forsyth D.R., 2010 Group Dynamics, 5th edn. Belmont, CA, Wadsworth Cengage. Hochman,P. 2006, ‘Pack Mentality’ [online] Available at: http://money.cnn.com/2006/05/26/magazxines/fortune/peloton_greatteams_fortune_0612/index.htm Homans, George C.,1962, “The Strategy of Small-Group Research.” Pp. 269-77 in Sentiments and Activities: Essays in Social Science. Glencoe, IL: The Free Press of Glencoe. Tannenbaum, S.I., Mathieu, J.E., Salas, E. and Cohen, D., 2012., Teams are changing: Are research and practice evolving fast enough? Industrial and Organizational Psychology. 5: 2-24. Tuckman, B.W. 1965. Developmental sequences in small groups. Psychological Bulletin, pp384-399. West, M., and Lyubovnikova, J., 2012., Real teams or pseudo teams? The changing landscape needs a better map. Industrial and Organizational Psychology. 5: 25-55.