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    Team Dynamics Report

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    analyn_a_arienda
    This document discusses team dynamics and provides information about teams and teamwork. Some key points include: 1) It defines teams as groups of two or more people who interact and influence each other to achieve common goals while seeing themselves as a social unit within an organization. 2) It discusses different types of teams including permanent and temporary teams, and contrasts teams with simple groups. 3) It outlines factors that influence team performance such as task characteristics, team size and composition, and developing team norms and cohesion.

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    Team Dynamics Report

    Uploaded by

    analyn_a_arienda
    233 views24 pages
    This document discusses team dynamics and provides information about teams and teamwork. Some key points include: 1) It defines teams as groups of two or more people who interact and influence each other to achieve common goals while seeing themselves as a social unit within an organization. 2) It discusses different types of teams including permanent and temporary teams, and contrasts teams with simple groups. 3) It outlines factors that influence team performance such as task characteristics, team size and composition, and developing team norms and cohesion.

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    Team Dynamics Report

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    This document discusses team dynamics and provides information about teams and teamwork. Some key points include: 1) It defines teams as groups of two or more people who interact and influence each other to achieve common goals while seeing themselves as a social unit within an organization. 2) It discusses different types of teams including permanent and temporary teams, and contrasts teams with simple groups. 3) It outlines factors that influence team performance such as task characteristics, team size and composition, and developing team norms and cohesion.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    233 views24 pages

    Team Dynamics Report

    Uploaded by

    analyn_a_arienda
    This document discusses team dynamics and provides information about teams and teamwork. Some key points include: 1) It defines teams as groups of two or more people who interact and influence each other to achieve common goals while seeing themselves as a social unit within an organization. 2) It discusses different types of teams including permanent and temporary teams, and contrasts teams with simple groups. 3) It outlines factors that influence team performance such as task characteristics, team size and composition, and developing team norms and cohesion.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 24

    2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

    C H A P T E R
    8
    Team
    Dynamics

    By: Analyn A. Arienda
    2
    What are teams?
    Groups of two or more
    people who interact and
    influence each other are
    mutually accountable for
    achieving common
    objectives and perceive
    themselves as a social
    entity within an
    organisation
    3
    Types of teams
    Permanent teams
    team-based departments
    team-based organisation
    quality circles
    Temporary teams
    task forces
    temporary teams that investigate a problem
    skunkworks
    formed spontaneously, using borrowed resources, to
    develop products or solve problems
    4
    Groups versus teams
    All teams are groups
    Some groups are just
    people assembled
    together
    Teams have task
    interdependence
    whereas some groups
    do not (eg group of
    employees enjoying
    lunch together)
    5
    Advantages of Teams
    Make better decisions
    Make better products and services due to more
    knowledge and expertise
    Increase employee engagement
    Compared with individuals working
    alone, teams tend to:
    6
    The trouble with teams
    Individuals better/faster on some tasks
    Process losses cost of developing and maintaining
    teams
    Brooks Law - more delays when adding members to a
    team already behind schedule
    Companies dont support best work environment for
    team dynamics
    Social loafing - occurs when individuals exert less
    effort when working in groups than alone

    7
    Team design elements
    Task characteristics
    better when tasks are clear, easy to implement
    task interdependence
    share common inputs, processes or outcomes
    Team size
    smaller teams are better
    but large enough to accomplish task
    Team composition
    members motivated/competent to perform task in a team environment
    team diversity
    Effective team members are good at the 5 Cs:
    Cooperating
    Coordinating
    Communicating
    Comforting (psych support)
    Conflict resolving

    8
    Levels of Task Interdependence
    Sequential
    Pooled
    Reciprocal
    Resource
    A B C
    A B C
    A
    B C
    High
    Low
    9
    Homogeneous vs heterogeneous teams
    Higher satisfaction
    Less conflict
    Faster team development
    More efficient coordination
    Performs better on simple
    tasks
    More conflict
    Slower team development
    takes longer to agree on
    norms and goals
    Better knowledge and
    resources for complex tasks
    Tend to be more creative
    Higher potential for support
    outside the team
    Homogeneous teams Heterogeneous teams
    10
    Team norms
    Informal rules and expectations a team establishes
    to regulate member behaviours
    Norms develop through
    explicit statements
    critical events in teams history
    initial team experiences
    beliefs/values members bring to the team
    11
    Changing team norms
    Introduce norms when forming teams
    Select members with preferred norms
    Discuss counterproductive norms
    Reward behaviours representing desired norms
    Disband teams with dysfunctional norms
    12
    Team Cohesion
    The degree of attraction people feel toward the team
    and their motivation to remain members
    Calculative -- members believe the team will fulfill
    goals and needs
    Emotional -- team is part of persons social identity
    13
    How to Minimize Social Loafing
    Make individual performance more visible
    Form smaller teams
    Specialize tasks
    Measure individual performance
    Increase employee motivation
    Increase job enrichment
    Select motivated employees
    14
    Conditions for social loafing
    Low task interdependence
    Individual output not visible
    Routine, uninteresting tasks
    Low task significance
    Low collectivist values
    15
    Virtual Teams
    Teams whose members operate across space, time, and
    organizational boundaries and are linked through
    information technologies to achieve organizational tasks
    Increasingly possible because of:
    Information technologies
    Knowledge-based work
    Increasingly necessary because of:
    Knowledge management
    Globalization
    16
    Virtual Team Success Factors
    Member characteristics
    Technology savvy
    Self-leadership skills
    Emotional intelligence
    Flexible use of communication technologies
    Opportunities to meet face-to-face
    17
    Team Decision Making Constraints
    Time constraints
    Time to organize/coordinate
    Production blocking
    Evaluation apprehension
    Belief that other team members are silently evaluating you
    Conformity to peer pressure
    Suppressing opinions that oppose team norms
    Groupthink
    Tendency in highly cohesive teams to value consensus at the
    price of decision quality
    Concept is losing favor -- need to consider specific features
    instead (e.g. overconfidence)
    18
    General Guidelines for Team
    Decisions
    Team norms should encourage critical thinking
    Sufficient team diversity
    Ensure neither leader nor any member dominates
    Maintain optimal team size
    Introduce effective team structures
    19
    Constructive Conflict
    Occurs when team members debate their different
    perceptions about an issue in a way that keeps the conflict
    focused on the task rather than people.
    Problem: constructive conflict easily slides into personal
    attacks
    2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 20
    Rules of Brainstorming
    1. Speak freely
    2. Dont criticize
    3. Provide as many ideas as possible
    4. Build on others ideas
    21
    Evaluating Brainstorming
    Strengths
    Produces more innovative ideas
    Strengthens decision acceptance and team cohesiveness
    Sharing positive emotions encourages creativity
    Higher customer satisfaction if clients participate
    Weaknesses
    Production blocking still exists
    Evaluation apprehension exists in many groups
    Fewer ideas generated than when people work alone
    22
    Electronic Brainstorming
    Participants share ideas using software
    Usually in the same room, but may be dispersed
    Question posted, then participants submit their ideas
    or comments on computer
    Comments/ideas appear anonymously on computer
    screens or at front of room
    23
    Evaluating Electronic Brainstorming
    Strengths
    Less production blocking
    Less evaluation apprehension
    More creative synergy
    More satisfaction with process
    Weaknesses
    Too structured
    Technology-bound
    Candid feedback is threatening
    Not applicable to all decisions
    Thank you!!!
    24

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