Organizational Behavior CH 08
- 1. © 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 RC H A P T E R 88 TeamTeam dynamicsdynamics
- 2. 2 Chapter learning objectivesChapter learning objectives 1. Define teams. 2. Distinguish departmental teams from team-based organisations. 3. Explain why virtual teams are becoming more common. 4. Outline the model of team effectiveness. 5. Identify six organisational and team environmental elements that influence team effectiveness. 6. Explain the influence of the team’s task, composition and size on team effectiveness. 7. Describe the five stages of team development. 8. Identify four factors that shape team norms. 9. List six factors that influence team cohesiveness. 10. Discuss the limitations of teams. 11. Explain how companies minimise social loafing. 12. Summarise the four types of team building.
- 3. 3 Australia’s submarine teamsAustralia’s submarine teams Crews onboard Australia’s new Collins-class submarines have interesting team dynamics due to their unusual work environment, challenging tasks and difficult entry to this elite team. Courtesy of the Royal Australian Navy
- 4. 4 What are teams?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 Courtesy of the Royal Australian Navy
- 5. 5 Groups versus teamsGroups 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) Courtesy of the Royal Australian Navy
- 6. 6 Types of teamsTypes 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
- 7. 7 Virtual teamsVirtual teams Cross-functional teams that operate across space, time and organisational boundaries using information technology Increasingly possible because of technology knowledge-based work Increasingly necessary because of globalisation knowledge management need for team work
- 8. 8 Why informal groups existWhy informal groups exist Relatedness needs fulfil need for social interaction social identity Goal accomplishment Emotional support
- 9. 9 Team effectiveness modelTeam effectiveness model •Task characteristics •Team size •Team composition Team designTeam design • AchieveAchieve organisationalorganisational goalsgoals • Satisfy memberSatisfy member needsneeds • Maintain teamMaintain team survivalsurvival TeamTeam effectivenesseffectiveness •Team developmentTeam development •Team normsTeam norms •Team rolesTeam roles •Team cohesivenessTeam cohesiveness Team processesTeam processes Organisational andOrganisational and team environmentteam environment • Reward systemsReward systems • CommunicationCommunication systemssystems • Physical spacePhysical space • OrganisationalOrganisational environmentenvironment • OrganisationalOrganisational structurestructure • OrganisationalOrganisational leadershipleadership
- 10. 10 Team design elementsTeam 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
- 11. 11 Homogeneous vs heterogeneous teamsHomogeneous 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 teamsHomogeneous teams Heterogeneous teamsHeterogeneous teams
- 12. 12 Existing teams might regress back to an earlier stage of development FormingForming StormingStorming NormingNorming Performing AdjourningAdjourning Stages of team developmentStages of team development
- 13. 13 Team normsTeam norms Informal rules and expectations a team establishes to regulate member behaviours Norms develop through explicit statements critical events in team’s history initial team experiences beliefs/values members bring to the team
- 14. 14 Changing team normsChanging 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
- 15. 15 TeamTeam cohesivenesscohesiveness MemberMember similaritysimilarity MemberMember interactioninteraction TeamTeam sizesize SomewhatSomewhat difficult entrydifficult entry TeamTeam successsuccess ExternalExternal challengeschallenges Causes of team cohesivenessCauses of team cohesiveness
- 16. 16 Team cohesiveness at MitelTeam cohesiveness at Mitel Trevor Pound couldn’t get away for a planned vacation, so other team members at Mitel turned his work area into a mini paradise. The practical joke illustrates how members of cohesive teams support each other. ©© J. Major,J. Major, Ottawa CitizenOttawa Citizen
- 17. 17 Team cohesiveness outcomesTeam cohesiveness outcomes want to remain members are willing to share information have strong interpersonal bonds want to support each other resolve conflict effectively are more satisfied and experience less stress Members of cohesive teams ©© J. Major,J. Major, Ottawa CitizenOttawa Citizen
- 18. 18 Team normsTeam norms supportsupport firm’sfirm’s goalsgoals Team normsTeam norms opposeoppose firm’sfirm’s goalsgoals High teamHigh team cohesivenesscohesiveness Low teamLow team cohesivenesscohesiveness Cohesiveness and performanceCohesiveness and performance Low task performance ModeratelyModerately high taskhigh task performanceperformance ModeratelyModerately low tasklow task performanceperformance High task performance
- 19. 19 The trouble with teamsThe trouble with teams Individuals better/faster on some tasks Process losses − cost of developing and maintaining teams Companies don’t support best work environment for team dynamics Social loafing
- 20. 20 Conditions for social loafingConditions for social loafing Low task interdependence Individual output not visible Routine, uninteresting tasks Low task significance Low collectivist values
- 21. 21 Team building at Ericsson CyberlabsTeam building at Ericsson Cyberlabs Employees at EricssonEmployees at Ericsson Cyberlab in Singapore climbedCyberlab in Singapore climbed over rock walls, inched acrossover rock walls, inched across planks, scaled cargo nets andplanks, scaled cargo nets and performed other dauntingperformed other daunting tasks to improve teamtasks to improve team dynamics.dynamics. ©© H.Y. How/H.Y. How/Sunday TimesSunday Times (Singapore)(Singapore)
- 22. 22 Types of team buildingTypes of team building Role definitionRole definition Goal settingGoal setting Problem solvingProblem solving InterpersonalInterpersonal processprocess ©© H.Y. How/H.Y. How/Sunday TimesSunday Times (Singapore)(Singapore)
- 23. 23 Overview of the next chapterOverview of the next chapter The general model of decision making Challenges with problem identification, choosing the best alternative and evaluating decisions Causes of escalation of commitment Forms, levels and contingencies of employee involvement Self-directed teams and sociotechnical systems theory Barriers to employee involvement
- 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 RC H A P T E R 88 TeamTeam dynamicsdynamics