STUDY GUIDE FOR MAN 3240 EXAMINATION 4 Created by Dr Atira Charles CHAPTER 11 Groups and Teams 1 Differences between groups and teams a Group Two or more interdependent individuals who influence one another through social interaction b Team Two or more people with work roles that require them to be interdependent who operate within a larger social system the organization performing tasks relevant to the organization s mission with consequences that affect others inside and outside the organization and who have membership that is identifiable to those on the team and those not on the team 2 Stages of team development a Forming Orientation Members become familiar with each other b Storming Conflict Disagreement and tension among members c Norming Structure Cohesiveness and roles develop d Performing Work High task and goal orientation e Adjourning Dissolution Task completion and termination of roles 3 Punctuated Equilibrium Model a Punctuated Equilibrium Model PEM a model of group development that suggests that groups do not go through linear stages but that group formation depends on the task at hand and the deadlines for that task b First Stage i Norming Activities ii Focus on Socioemotional Roles c Second Stage i Performing activities ii Focus on task roles 4 Types of groups and teams i e formal group a Formal groups Groups to which members are formally assigned b Informal groups Groups formed spontaneously by people who share interests values or identities Identity groups Groups based on the social identities of members c d Virtual teams Teams in which members work together but are separated by time distance or organizational structure 5 Types of functional teams i e production teams a Production teams groups of associates who produce tangible products b Service teams groups of associates who engage in repeated transactions with customers c Management teams groups of senior level managers who coordinate the activities of their respective units d Project teams groups of associates often from different functional areas or organizational units who temporarily serve as teams to complete a specific project e Advisory teams groups of associates formed to advise the organization on certain issues 6 Team effectiveness criteria i e knowledge criteria a Knowledge Criteria reflect the degree to which the team continually increases its performance capabilities Teams are more effective when they share knowledge and understanding b Affective Criteria address the question of whether team members have a fulfilling and satisfying team experience One important faction is the affective tone or general emotional state of the team c Outcome Criteria refer to the quantity and quality of the team s output or to the d extent to which the team s output is acceptable to clients Should reflect synergy Is the Team Needed does the project really need a team or would one person be preferred 7 Differences between synergy and process loss a Synergy i Greater goal commitment ii Greater variety of skills and abilities used for task achievement iii Greater sharing of knowledge b Process Loss i Time and energy members spend maintaining the team ii Managing coordinating and developing effective communication within the team 8 Team composition diversity and personality a Identifies who are members of the team and what human resources skills abilities and knowledge they bring to the team Three common assumptions which can lead to mistakes i Assume that people who are similar to each other will work better together create homogeneous teams ii Assume everyone knows how or is suited to work in a team iii Assume that a larger team is always better 9 Relationship between team size and performance a There is no one ideal number of team members for all situations Many studies have examined the relationship of team size and team performance and two lines of thought have emerged The first suggests that the relationship between team size and team performance is shaped like an inverted U Thus as teams become larger the diversity of skills talents ideas and individual associate inputs into the task is greater leading to improved performance However as the number of team members increases the need for cooperation and coordination also increases At some point the effort that goes into managing the team will outweigh the benefits of having more members and team performance will begin to decline b Other researchers however have found that performance increases linearly with team size without ever showing a downturn This linear relationship most likely results when a team avoids the problems associated with too many members such as social loafing poor coordination and worsening communication Thus the relationship between team size and team performance depends on other factors such as the task or the environment 10 Types of team roles i e task socio emotional a Task Roles roles that require behaviors aimed at achieving the team s b performance goals and tasks Initiator Contributor Suggests new ideas solutions or ways to approach the problem Information Seeker Focuses on getting facts Information Giver Provides data for decision making c d e Elaborator Gives additional information such as rephrasing examples f Opinion Giver Provides opinions values and feelings g Coordinator Shows the relevance of various specific ideas to the overall problem to be solved Evaluator Critic Appraises the quality of the team s work Energizer Motivates the team when energy falters h Orienter Refocuses discussion when the team gets off topic i j k Procedural Technician Takes care of operational details such as technology l m Socioemotional Roles roles that require behaviors that support the social aspects Recorder Takes notes and keeps records of the organization n Encourager Provides others with praise agreement warmth o Harmonizer Settles conflicts among other members p Compromiser Changes his or her position to maintain team harmony q Gatekeeper Controls communication process so that everyone gets a chance to participate Standard Setter Discusses the quality of the team process r s Observer Comments on the positive or negative aspects of the team process and calls for changes Follower Accepts others ideas and acts as a listener Individual Roles roles that work against the team t u v Aggressor Attacks others w Blocker Unnecessarily opposes the team x Dominator Manipulatively asserts authority y Evader Focuses on expressing own feelings and thoughts
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