Effective Team and

Performance Management

MOD 003554 Sem 2 – 2014

Week One – Introduction to the module

Dr Caroline Rook

The Module

Teams and group

Team formation and development

Team performance and cohesion

Emotional intelligence

Team conflict

Leadership

Team learning

Module learning outcomes

1) Demonstrate an understanding of the key processes involved

with team formation and team dynamics

2) Identify and apply the critical factors, such as conflict,

emotional intelligence and conformance, associated with creating an effective team working environment.

3) Understand and differentiate between leadership styles

and management styles.

4) Evaluate and demonstrate effective personal and

interpersonal skills when working as part of a team.

The Module

Module: 15 Credits

1 hour (theoretical) Lecture

Active engagement with class

use any personal computer or phone only for class-related activities while in class

I will respond to any queries that are not answered by module guide promptly (i.e. within 3 working days).

1 hour (practical seminar)

Active participation in class

use any personal computer or phone only for class-related activities while in class

Tutor will provide you with regular feedback.

Module Guide: Please download from VLE

Lecture slides: Please download from VLE

The Module

Key Text:

Forsyth, D.R.,2013. Group Dynamics. 5th Ed. Wadsworth: Cengage Learning

This book requires the support of allocated reading to each teaching week and wider reading:

http://readinglists.anglia.ac.uk/lists/D0CA437C-3D3F-94E0-C970-DE3F7C42A90F.html

module guide pages 4p., 2opp.

What is our assessment?

Type of assessment

Word or time limit

Submission method

Deadline for assessment

1 Multiple choice test The test will last for 20 minutes.

The test will be conducted in class, under test conditions.

The test will take place in week 6.

2 Written report 2000 Turnitin®UK GradeMark or in hard copy (off main UK campus only)

NO LATER THAN: 8th May 2014 by 5pm

What is a group?

2 or more people who are connected by or within social relationships

Interdependency and shared values

What is a team?

2 or more people with common goal(s) and shared responsibility

psychological contract

Armstrong, 2006

Group Dynamics

GROUP CONTEXT

GROUP STRUCTURE

GROUP OUTCOMES

(Knowles and Knowles, 1972)

• Shared leadership roles

• Individual and mutual accountability

• Specific team purpose that the team

itself delivers

• Collective work-products

• Encourage open-ended discussion and

active problem-saving meetings

• Measures performance directly by

assessing collective work-products

• Discusses, decides, and does real work

together

Working Group

Not All Groups Are Teams

Source: Jon .R. Katzenbach and Douglas K. Smith,(1993),

The Discipline of Team,, Harvard Business Review

Team

• Strong, clear leader

• Individual accountability

• The group’s purpose is the same as the

broader organizational mission

• Individual work-products

• Runs efficient meetings

• Measures its effectiveness indirectly by

its influence on others (e.g. financial

performance of the business)

• Discusses, decides, and delegates

Why do

we join

teams?

Traditional

Environment

Team

Environment Managers determine and plan the

work

Managers and team members

jointly determine and plan the work

Jobs are narrowly defined Jobs required broad skills and

knowledge

Cross-training is viewed as

inefficient

Cross-training is the norm

Most information is “management

property”

Most information is freely shared

Risk taking is discouraged and

punished

Measured risk taking is encouraged

and supported

Rewards are based on individual

performance

Rewards are based on individual

performance and contributions to

team performance

Changing nature of teams

Dynamic composition

Technology and distance

Empowerment and delaying

(Tannenbaum et al, 2012)

Types of groups & teams

Formal

groups

Informal

groups Ackroyd and Thompson (1999)

Flash teams

‘Core’ and ‘peripheral’ members

(Tannenbaum et al, 2012)

West and Lyubovnikova, 2012

Group influences on "my"

behaviour Asch (1955)

STANDARD COMPARISON

A B C

Hawthorne Studies

George Elton

Mayo (1880-

1949)

Relay Assembly Test

Room Experiments

(1927-1933)

Have we achieved the learning objectives?

1. Identify the key features of the module and the

assessment task.

2. Differentiate between a ‘group’ and a ‘team’

3. Evaluate the effectiveness of team work using

theoretical & practical case studies

Reading for next week’s lecture….

Read Fisher (1998) ‘The structure of Belbin’s team roles’ on the VLE and answer the following:

1. Identify the team roles discussed by Belbin.

2. Evaluate whether each role is required in a team?

3.How do the roles contribute to team formation and performance?

References

Ackroyd, S. and Thompson, P., 1999, Organizational MisBehaviour. London: Sage

Armstrong, M. 2006, A handbook of human resource management practice. 10 Ed. London: Kogan Page.

Blau,P.1964. Exchange and Power in Social Life. New York: Wiley.

Buchanan, D.A. and Huczynski, A.A. 2010, Organizational Behaviour. 7th Edition. Essex: Pearson Education Ltd

Forsyth D.R., 2010 Group Dynamics, 5th edn. Belmont, CA, Wadsworth Cengage.

Hochman,P. 2006, ‘Pack Mentality’ [online] Available at: http://money.cnn.com/2006/05/26/magazxines/fortune/peloton_greatteams_fortune_0612/index.htm

Homans, George C.,1962, “The Strategy of Small-Group Research.” Pp. 269-77 in Sentiments and Activities: Essays in Social Science. Glencoe, IL: The Free Press of Glencoe.

Tannenbaum, S.I., Mathieu, J.E., Salas, E. and Cohen, D., 2012., Teams are changing: Are research and practice evolving fast enough? Industrial and Organizational Psychology. 5: 2-24.

Tuckman, B.W. 1965. Developmental sequences in small groups. Psychological Bulletin, pp384-399.

West, M., and Lyubovnikova, J., 2012., Real teams or pseudo teams? The changing landscape needs a better map. Industrial and Organizational Psychology. 5: 25-55.