1 chapter 13 teams in organizations copyright © the mcgraw-hill companies, inc. ryan mcvay/getty...
TRANSCRIPT
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Chapter 13
Teams in Organizations
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Module 1: Types of Teams
• Reasons for increased use of teams:– Work can be performed concurrently rather
than sequentially– Innovation & creativity promoted– Enable quick, effective development/delivery
of products & services– Organizations learn & retain learning more
effectively
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Groups & Teams: Definitions
• Groups include members who may work together or may just share some resources
• Teams include members whose tasks are interdependent; Work towards a common goal & share responsibility for outcomes
• Groups & Teams have too much in common for any grand distinctions
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Types of Teams
• Quality circles– Typically involve 6-12 employees who meet
regularly to identify problems/generate ideas
– Positive outcomes in short term but gains not sustained over time (honeymoon effect)
– Decreasingly popular in US
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Types of Teams (cont’d)
• Project teams– Created to solve particular problem
– Disbanded after problem solved or project completed
– Raise some organizational challenges – multiple reporting relationships.
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Types of Teams (cont’d)
• Production teams– Consist of front-line employees who
produce a tangible output– Autonomous work group: Type of
production team with control over a variety of functions• Research findings unclear, more research is
necessary
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Virtual Teams
• Composed of widely dispersed members working together toward a common goal; linked through technology
• Pose several advantages to organizations
• Trust is a critical concern; Increase via:– Virtual-collaboration, virtual-socialization, and
virtual-communication behaviors
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A Specialized Team: Airline Cockpit Crew
• Benefit from an organizational context that provides:
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– Challenging objectives– An education system– An information system
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Module 2: A Model of Team Effectiveness
• Input-Process-Output Model– Enables understanding of how teams
perform & how to maximize performance
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Figure 13.1The Input-Process-Output Model of Team EffectivenessSource: Adapted from Gladstein (1984).
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Team Inputs
• Organizational context– Provide necessary
resources
• Team task– Task to be performed
• Team composition– Attributes of team
members
– Shared mental models
• Team diversity– Demographic &
psychological diversity
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Team Processes
• Norms– Informal rules of a
team
• Communication & coordination– Social loafing
• Cohesion– Degree of desire to
remain in team
• Decision making– Groupthink
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Team Outputs
• Team performance– Often reflected in objective measures
• Team innovation
• Team member well-being
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Module 3: Special Issues in Teams
• Team appraisal & feedback– Should provide team with information
needed to identify team problems & further develop team capabilities
– Extent to which team behaviors & outputs can be measured must be considered
– ProMES
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Team-role theory (Belbin, 1993)
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– Effective teams contain a combination of individuals capable of working in 9 team roles
– Used predominantly in Europe & Australia
• Plant• Resource investigator• Coordinator• Shaper• Monitor evaluator
• Team-Worker• Implementer• Completer• Specialist
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Team Development
• Changes occur in teams as they develop over time
• 5 stages of development1. Orientation (forming)2. Conflict (storming)3. Structure (norming)4. Work (performing)5. Dissolution (adjourning)
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Team Training
• Involves coordinating performance of individuals who work together to achieve a common goal
• 3 Strategies– Cross-training– Team coordination training– Team leader training
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Cultural Issues in Teams
• Applying Hofstede’s cultural dimensions– Implications for teams
• Individualism vs. collectivism• Long-term vs. short-term orientation
• Effect of cultural & national backgrounds of team members
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Permissions
Slide 1: McGraw-Hill Education Digital Image Library, Ryan McVay/Getty Images, Source Image ID: BU010914, Filename: 65008.JPG
Slide 4: McGraw-Hill Education Digital Image Library, John A. Rizzo/Getty Images, Source Image ID: BU003650, Filename: 39302.JPG
Slide 6: McGraw-Hill Education Digital Image Library, John A. Rizzo/Getty Images, Source Image ID: BU003657, Filename: 43177.JPG
Slide 8: McGraw-Hill Education Digital Image Library, Filename: 7055.JPG
Slide 9: Figure 13.1 adapted from Gladstein, D. L. (1984). Groups in context: A model of task group effectiveness. Administrative Sciences Quarterly, 29, pp. 499-517. Used by permission.
Slide 15: McGraw-Hill Education Digital Image Library, PhotoLink/Getty Images, Source Image ID: SP000926, Filename: 10095.JPG