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Groups/Teams

Groups/Teams. Team effectiveness model: (Thompson 2000) - Organisational context: e.g. reward system, communication) - Team design: (e.g. size - 6, task) - Team culture: (e.g. norms, values)- team member ability Condition: - KAS, Motivation, Coordination Outcome:

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Groups/Teams

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  1. Groups/Teams • Team effectiveness model: (Thompson 2000) • - Organisational context: e.g. reward system, communication) • - Team design: (e.g. size - 6, task) • - Team culture: (e.g. norms, values)- team member ability • Condition: • - KAS, Motivation, Coordination • Outcome: • - Productivity, team satisfaction & growth

  2. Tuckman’s model of group development • FORMING • Characterised by uncertainty about • Purpose • Structure • Leadership • STORMING • Marked by • Conflict • Confrontation • May involve redefining tasks & goals • NORMING • Characterised by • Cooperation • Collaboration • Group cohesion begins developing • PERFORMING • Accomplishing assigned tasks via • Energies • Efforts • Commitments • ADJOURNING • Marked by • Positive emotions • Feelings of loss & frustration • Involves in termination of activities Involves termination of activities

  3. Gersick’s model of group development Transition Phase 2 Phase 1 closed from external environment; task definition; info search critical evaluation of progress; setting of new goals implementation of plan; no further evaluation Inertia Redirection Action

  4. Performance outcomes of groups Synergy Total effect is greater than sum of individual efforts ! Potential group performance = Individual performance + Synergy Actual group performance = Potential performance - Faulty group process

  5. Work teams • Leader lead teams: learning stage, member immature, unsure of outcomes • Self managed teams • Interdisciplinary teams • Project teams • (Open Communication + knowledge sharing + networking)

  6. Teams at work • Team characteristics • complementary skills • commitment to common purpose • mutual accountability • Team effectiveness • organisational context • team development • TEAM = together, everyone achieves more • (aware of cultural diversity & support for minority groups)

  7. Team design • Dependent upon: • 1. team task conditions: • independent tasks • dependent tasks • # interdependent tasks – mutual accountability • - sequential (e.g. assembly line), pooled (e.g. GP surgery), reciprocal (e.g.surgical team)

  8. Team implementation • E.g. Self managed teams (Orsburn 1990) • - top management commitment • - trust & risk taking • - information sharing • - training, continuous improvement • - work team mind set • - resources support • - union support

  9. Cohesiveness and groups • What is cohesiveness? • Commonness of attitude, behaviour and performance • What creates cohesion? • high interaction • history of success • similarity • severe initiation • common goal or threat

  10. Process losses • Conflict • Groupthink • Free riders • Social loafers • working in a group with others has the potential to reduce individual effort & performance

  11. Domestic vs Global work teams • Cultural awareness (e.g.PCN, HCN, TCN) • Industry type • management attitude & practices (central vs participative) • global environment • religion & cultural practices • risk exposure • expatriate problems

  12. Global staffing/work teams • Ethnocentric e.g. Telstra, Toyota • Polycentric e.g. HP • Geocentric e.g. Ford • Regiocentric • - PCN, HCN, TCN • Reward package • Repatriation arrangements

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