teams team building
Post on 07-Aug-2018
224 Views
Preview:
TRANSCRIPT
-
8/19/2019 Teams Team Building
1/30
Teams & Team Building
Lalith Weeratunga
-
8/19/2019 Teams Team Building
2/30
Learning Objectives
• Describe the basic nature of groups: the dynamicsof group formation and the various types ofgroups
• Discuss the implications the research on groupshas for the practice of management
• !plain the important dynamics of informal groupsand organi"ations
• #naly"e the impact of groupthin$
• %resent the nely emerging team concept andpractice'
-
8/19/2019 Teams Team Building
3/30
What is a (roup)
• # group comprises people ith shared goals hooften communicate ith one another over aperiod of time and are fe enough so that each
individual may communicate ith all the others*person+to+person'
# group is a small number of individuals hocommunicate person+to+person to achieve one or more
common goals'
-
8/19/2019 Teams Team Building
4/30
,ree+rider -oncept
• #nother e!ample of conflicting team and
individual goals'• .efers to a team member ho obtains benefits
from membership but doesn/t bear a proportionalshare of the responsibility for generating those
benefits' • ,ree riders are li$ely to be highly individualistic
people ho believe that they can minimi"e theircontribution to a team effort so long as they
themselves aren/t held accountable'0 1iolate an e2uity standard'0 1iolate a standard of social responsibility
0 1iolate a standard of reciprocity or e!change'
-
8/19/2019 Teams Team Building
5/30
The nature of groups
• Widely recogni"ed as an important sociologicalunit of analysis in the study of organi"ationalbehaviour'
• (roup dynamics are the interactions and forces
among group members in social situations'• The popularity of or$ groups and teams are
soaring'
• ,irst used in corporate giants such as Toyota*3otorola* (eneral 3ills and (eneral lectric'
• 3ost organi"ations use or$ groups or teams'
-
8/19/2019 Teams Team Building
6/30
4ndividualism 1s' -ollectivism
• 4ndividualism means being distinct and separate from thegroup* emphasi"ing personal goals* and shoing little concernand emotional attachment to groups* especially in the or$setting'
• -ollectivism means being an integral part of the group*subordinating personal goals to group goals* shoing deepconcern for the elfare of the group and feeling intense
emotional ties to the group'
-
8/19/2019 Teams Team Building
7/30
3eaning of (roup Dynamics
4f a group e!ists in an organi"ation* its members:
• are motivated to join
• perceive the group as a unified unit of interactingpeople
• contribute in various amounts to the groupprocesses 5that is* some people contribute moretime or energy to the group than do others6
• reach agreements and have disagreement throughvarious forms of interaction
-
8/19/2019 Teams Team Building
8/30
Different viepoints about groupdynamics
• 4t describes ho a group should be organi"ed andconducted' 0 democratic leadership* memberparticipation* and overall cooperation are stressed'
• 4t consists of a set of techni2ues' 0 role playing*brainstorming* focus groups* leaderless groups* grouptherapy* sensitivity training* team building*transactional analysis* and the 7ohari indo aretraditionally e2uated ith group dynamics'
• # ne group techni2ue is called creative abrasion 0search for a clash of ideas rather than personalabrasion 5goal is to develop greater creativity from
the group6'
-
8/19/2019 Teams Team Building
9/30
Dynamics of (roup ,ormationWhy do individuals form into groups)
• The most basic classic social psychology theoryof group formation* e!plaining affiliation is%ropin2uity'
• %ropin2uity simply means that individuals
affiliate ith one another because of spatial orgeographical pro!imity' 0 students sitting ne!tto one another are more li$ely to form a group'
• Drabac$ 0 it is not analytical and does note!plain some of the comple!ities of groupformation'
-
8/19/2019 Teams Team Building
10/30
Theories of group formation
• -lassic theory of (eorge 8omans0 based on activities* interactions* andsentiments'
0 Three elements are directly related to one
another'0 The more activities persons share* the more
numerous ill be their interactions and thestronger ill be their sentiments'
0 The major element here is interaction 0 %ersons in a group interact ith one another
not just in the physical propin2uity sense* butalso to accomplish many group goals through
cooperation and problem solving'
-
8/19/2019 Teams Team Building
11/30
-
8/19/2019 Teams Team Building
12/30
• The theory states that persons are attracted to oneanother on the basis of similar attitudes toard commonlyrelevant objects and goals'
• 4ndividual ill interact and form a relationship;group ithindividual < because of common attitudes and values 5=6'
• Once this relationship is formed* the participants try tomaintain a symmetrical balance beteen the attraction andthe common attitudes'
• 4f an imbalance occurs* an attempt is made to restore thebalance' 4f the balance cannot be restored* the relationshipdissolves
• Both propin2uity and interaction play a role in Balance
theory'
-
8/19/2019 Teams Team Building
13/30
!change theory +another from social psychology
• Based on reard+cost outcomes of interaction'
• # minimum positive level 5reards > costs6 of anoutcome must e!ist for attraction or affiliation to ta$eplace'
• .eards from interactions gratify needs'
• -osts incur an!iety* frustration* embarrassment* orfatigue'
• %ropin2uity* interaction and common attitudes all haveroles in e!change theory'
-
8/19/2019 Teams Team Building
14/30
Bruce Tuc$man/s ,ive+?tage TheoryBruce Tuc$man/s ,ive+?tage Theoryof (roup Developmentof (roup Development
PerformingAdjourning
Norming
Storming
Forming
Return toIndependence
Dependence/interdependence
Independence
-
8/19/2019 Teams Team Building
15/30
Bruce Tuc$man/s ,ive+?tage TheoryBruce Tuc$man/s ,ive+?tage Theoryof (roup Developmentof (roup Development
@' ,orming 0 initial stage is mar$ed by uncertainty and even confusion'(roup members are not sure about the purpose* structure* tas$* orleadership of the group'
A' ?torming 0 characteri"ed by conflict and confrontation' 5in theusually emotionally charged atmosphere* there may be considerabledisagreement and conflict among members6
' 9orming 0 members begin to settle don into cooperation andcollaboration' They have a Ce feeling ith high cohesion* groupidentity* and camaraderie'
E' %erforming 0 stage here the group is fully functioning and devotedto effectively accomplishing the tas$s agreed on in the normingstage'
F' #djourning 0 represents the end of the group 5in ongoing* permanentgroups* this stage ill never be reached6
-
8/19/2019 Teams Team Building
16/30
Tuc$man/s ,ive+?tage Theoryof (roup Development 5continued6
Individual
Issues
Forming Storming Norming Performing
“How do I t
in!"
“#$at%s m&
role $ere!"
“#$at do t$eot$ers e'pect
me to do!"
“How can I (esperform m&
role!"
)roup
Issues
“#$& are we
$ere!"
“#$& are weg$ting over
w$o%s inc$arge and w$odoes w$at!"
“*an we agreeon roles and
wor+ as ateam!"
“*an we do t$
jo( properl&!"
-
8/19/2019 Teams Team Building
17/30
%unctuated e2uilibrium model
• #n alternative model for group formation* mostrecently proposed'
• ,irst phase 0 a target or mission is set* and noteasily changed due to a process called inertia* or
systematic resistance to change'• ?econd phase + at some mid point this beginsG
commences hen members suddenly recogni"ethat if they don/t change tactics* the group/s goalor mission ill not be accomplished 0 Cmidlifecrisis
-
8/19/2019 Teams Team Building
18/30
Functions of Formal )roupsFunctions of Formal )roups
Organizational FunctionsOrganizational Functions Individual FunctionsIndividual Functions
,- Accomplis$ comple'. interdependent tas+s t$at are (e&ond t$e capa(ilities of individuals-
- )enerate new or creative ideas and solutions-0- *oordinate interdepartmental e1orts-2- Provide a pro(lem3solving mec$anism for comple' pro(lems re4uiring varied information and assessments-
5- Implement comple' decisions-6- Sociali7e and train newcomers-
,- Satisf& t$e individual%s need for a8liation-- Develop. en$ance. and conrm t$e
individual%s self3esteem and sense of identit&-0- )ive individuals an opportunit& to test and s$are t$eir perceptions of social realit&-2- Reduce t$e individual%s an'ieties and feelings of insecurit& and powerless3 ness-5- Provide a pro(lem3solving mec$anism for personal and interpersonal pro(le
-
8/19/2019 Teams Team Building
19/30
9eams 9eams
The Evolution of a TeamThe Evolution of a Team
: A wor+ group (ecomes a team w$en:: LeadershipLeadership (ecomes a s$ared activit&-
: Accountability Accountability s$ifts from strictl& individual to (ot$individual and collective-
: 9$e group develops its own purpose purpose or mission-
: Problem solvingProblem solving (ecomes a wa& of life.not a part3time activit&-
: EfectivenessEfectiveness is measured (& t$e group%scollective outcomes and products-
9eam; 9eam; “A small num(er of people wit$ complementar&s+ills w$o are committed to a common purpose.performance goals. and approac$ for w$ic$ t$e& $old
t$emselves mutuall& accounta(le-"
-
8/19/2019 Teams Team Building
20/30
(roup;team effectiveness
• Organi"ing or$ around intact groups'
• 8aving groups charged ith selection* training* andrearding of members
• Hsing groups to enforce strong norms for behaviour* ithgroup involvement in off+the+job as ell as on+the+jobbehaviour'
• distributing resources on a group rather than an individualbasis'
• #lloing and perhaps even promoting inter+group rivalry soas to build ithin+group solidarity'
-
8/19/2019 Teams Team Building
21/30
Three factors that seem to play the majorrole in determining group effectiveness
@' Tas$ interdependence 0 ho closely groupmembers or$ together'
A' Outcome interdependence 0 hether* and ho*group performance is rearded'
' %otency 0 members/ belief that the group can beeffective'
-
8/19/2019 Teams Team Building
22/30
Social NormsSocial Norms
Norm:Norm: “An attitude. opinion. feeling. or action 33s$ared (& two or more people 33 t$at guides t$eir(e$avior-"
Why Norms Are EnforcedWhy Norms Are Enforced: Help t$e group or organi7ation survive
: *larif& or simplif& (e$avioral e'pectations
: Help individuals avoid em(arrassing situations
: *larif& t$e group%s or organi7ation%s central values
and/or uni4ue identit&
-
8/19/2019 Teams Team Building
23/30
9rust 9rust
How to tell t$e trut$?-
: Support Support =(e availa(le and approac$a(le?-
: Respect Respect =delegate> (e an active listener?-
: FairnessFairness =give credit w$ere due> o(jectivel&evaluate performance?-
: Predictability Predictability =(e consistent> +eep &our promises?-: CompetenceCompetence =demonstrate good (usiness sense
and professionalism?-
Trust:Trust: “Reciprocal fait$ in ot$ers% intentions and(e$avior-"
-
8/19/2019 Teams Team Building
24/30
Dysfunctions of groups and teams
• 9orm violation and role ambiguity;conflict
• The groupthin$* conformity problem
• .is$y shift phenomenon
• Dysfunctions in perspective
• ?ocial loafing
-
8/19/2019 Teams Team Building
25/30
9orm violation and roleambiguity;conflict
• (roup norms that are violated can result in antisocialbehaviour'
• (aps beteen the perceived roles as dictated by norms
and the individual/s reaction to the role can e!ist'
• .ole ambiguity occurs hen the individual employee isunclear about the dictates of a given situation 0 Cdoesn/t
$no hat he is supposed to be doing
• .ole conflict occurs hen the member is as$ed to performconflicting tas$s or is re2uired to perform a tas$ thatconflicts ith his;her personal values'
-
8/19/2019 Teams Team Building
26/30
(roupthin$* conformity problem
• 4rving 7anis calls dysfunction of highly cohesive teams(.OH%T849I 0 a deterioration of mental efficiency* realitytesting* ands moral judgement that results from in+grouppressures'
• (roupthin$ results from the
pressures on the individual members
to conform and reach
consensus'
• There is no realistic appraisal of alternative
courses of action in a decision* and deviant*
minority or unpopular decisions are suppressed'
-
8/19/2019 Teams Team Building
27/30
• Some symptoms
• There is the illusion of invulnerability. There is excessiveoptimism and risk taking.
• There is the unquestioned belief in the group’s inherentmorality
• There are rationalizations by the members of the group todiscount warnings.
• Those who oppose the group are stereotyped as evil, weak or
stupid.• There is selfcensorship of any deviation from the apparent
group consensus.
• There is the illusion of unanimity. Silence is interpreted asconsent.
• There is direct pressure on any member who questions thestereotypes. !oyal members don’t question the direction ofthe team.
• There are selfappointed mindguards who protect the groupfrom adverse information.
-
8/19/2019 Teams Team Building
28/30
?$ills and Best %ractices: 8o to %revent
(roup Thin$
very group member a critical evaluator#void rubber+stamp decisions
Different groups e!plore same problems .ely on subgroup debates and outside
e!perts#ssign role of devil/s advocate .ethin$ a consensus
-
8/19/2019 Teams Team Building
29/30
.is$y shift phenomenon
• # group may ma$e more ris$y decisions than the individualmembers ould on their on'
• (roup discussion enhances the initial tendency ofindividual members in a given direction'
-
8/19/2019 Teams Team Building
30/30
?ocial Loafing
• "ccurs when members reduce their effort and performance levels whenacting as part of the group.
• #rimary causes include lack of performance feedback within the group,tasks that are not intrinsically motivating, situations in which theperformance of others will cover for the reduced effort, and the
$sucker effect’ of not wanting to do more than the perception of effortbeing given by others.
• %ultures dominated by individual, selfinterest values are more likely tohave groups that experience loafing.
• &ore likely to appear in large teams.
• To avoid loafing, keep teams smaller, specialize tasks, measureindividual performance, and select only motivated employees whenbuilding teams.
top related