Effective Team and

Performance Management

MOD 003554 Sem 2 – 2014

Week 4 – team performance

Dr Caroline Rook

Learning Objectives

1. Identify the factors which can influence team

performance

2. Differentiate between theories of team

performance.

3. Evaluate how team performance can be improved

What is team performance?

Performance is influenced by….?

K - Knowledge S - Skills A - Attitude

(Stevens and Campion, 1994, 1999 cited in West, 2012: 49)

Task Interdependence

Thompson, 1967 cited in Buchanan and Huczynski, 2011: p503)

Team Performance Curve

(Katzenbach and Smith, 1993: 84)

Miracle on the Hudson

Zajonc’s theory of social facilitation

(Forsyth, 2013: 325)

Presence of others

Dominant responses increase and nondominant responses decrease

Task requires nondominant response

Task requires dominant response

Social Facilitation

Social Interference Performance

Loss

Performance Gain

Evaluation

Apprehension Theory

(Forsyth, 2013)

“Many hands

make light the

work”

(Lataně et al, 1979)

Making individual contributions to a group identifiable when possible

Minimise free riding

Set appropriate and challenging goals

Social Loafing

Social loafing

RINGLEMANN

EFFECT

Addictive tasks

Disjunctive tasks

Conjunctive tasks Steiner cited in Forsyth, 2013

Deviant Team Behavior

(Dysfunctional Norms)

Fineman et al, 2011

Lack of… Force Clarity and Closure

Absence of… Go First!

Fear of… Mind for Conflict

Avoidance of… Confront Difficult Issues

Inattention to…

Focus on Collective Outcomes

5 team dysfunctions

(Lencioni, 2002)

Team improvement activities

Did we achieve the learning objectives?

1. Identify the factors which can influence team

performance

2. Differentiate between theories of team

performance.

3. Evaluate how team performance can be improved

Reading for next week’s lecture

Druskat, V. U., & Wolff, S. B., 2001, Building the emotional intelligence of groups. Harvard Business Review, 79(3): pp81-90.

1. What is emotional intelligence (EI)?

2. How does EI influence team cohesion and effectiveness?

3. Why is EI important for your team activities in this course?

References

Team Performance Management Forsyth, D. 2013. Group Dynamics. 6th edn. Belmont, CA, Wadswoth Cengage. Katzenbach, J.R. and Smith, D.K. 1993. The Wisdom of Teams: Creating the High-Performance Organisation. McKinsey & Company. Katzenbach, J.R. and Smith, D.K. 1993.The Discipline of Teams Harvard Business Review. March-April 71(2):111-120 Leholm, A., & Vlasin, R. 2006. Increasing the Odds for High-Performance Teams: Lessons Learned. East. Lansing: Michigan State University Press Lencioni, P. 2002, The Five Dysfunctions of a Team, Jossey-Bass McFadzean, E. 2002, Developing and Supporting Creative Problem Solving Teams: Part 1 - A conceptual Model, Management Decision, Vol. 40, No. 5, pp. 463-475 Oertig, M. and Buergi, T., 2006. The challenges of managing cross-cultural virtual project teams. Team performance Management, 12(1/2): 23-30. Senior, B., 1997. ‘Team roles and team performance: is there ‘really’ a link?’ Journal of Occupational and Organizational Psychology. 70: 241-258. Wheelan, S., 2010, Creating Effective Teams: A guide for members and leaders, 3ed., Page Publications, Thousand Oaks, London, New Delhi

References Social loafing Liden, R.C. et al 2004 ‘Social Loafing: A field Investigation’, Journal of Management, Vol.30. No.2, pp: 285- 304. Latane. B,. Williams, K. and Harkson, S., 1979. ‘Many hands make light the work: The causes and consequences of social loafing’. Journal of Personality and Social Psychology. 37 (6): 822-832.