Group Dynamics and Teamworks

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RS NUP 

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Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. 

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Sociological Criteria of a group *Two or more freely interacting people (Interdependent -interact and influence each other); * Mutually accountable for achieving common goals; *Common Identity; *Collective Norms. Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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sroups versus Teams All teams are groups Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together) Teams have a positive synergy ۱ Skills in teams are complementary 11 Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. 

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Theories of Group Formation * Propinquity * Needs, Functions and Goals ٠: * Balance Theory * Exchange Theory * Five-Stage Theory * Punctuated Equilibrium Model Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. 

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uckman’s Five-Stage Theory of Group and team Development Adjourning Return to Independence Dependence/ interdependence Independence Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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ON Stages of Group and Team Development Existing ber eet teams might ears regress back to an earlier stage of development Adjourning 

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111011112131 5 ۲۱۷۵-۰۰۵۲۵06 ۷ of Group Development (continued) Individual Bane me to do?” Group on roles and ‏عماوو]‎ work asa team?” Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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Forming stage FOrm ing: weeters wet ocanicted, (Cow ten purpose & brauxnkries, Cotubboh inet ‏سا(‎ chwty of ‏مس‎ Questions: Tasks: 1. -Who is everyone? 1, orient members 2.- What will happen? 2. Get comfortable 3. - What is expected? 3. Establish trust 4 . - Where are we 4. Establish going? relationships with 5. - Who is the leader? leaders 6. - What are our 5. Establish clarity ‎Orkaer, ODE-PULPOSE‏ سين 000 هس 9و0 

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Storming stage Storming: members “fight” to stay together, Learn to disagreements and manage conflict, Improve processes, Recognizing team achievements, Learn to achieve win/win relationships. Questions: Tasks: 1. How do we handle 1. Manage conflict disagreements, 2. Allow individuals 2. How to communicate to have negative information, legitimate and make decisions? expression 3. Should the team 3. Examine key change? work processes 4. Do wé"havetheninnt =~ oof the.team 

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Norming / Conforming Conforming: create cohesion & unity, Differentiate roles, Identify expectations, Enhance commitment, Provide supportive feedback and foster commitment. Questions: Tasks: 1. What are the norms _‘!. Maintain unity & ۳ vision 9 & expectations? 2. Differentiate 2. How to conform? roles 3. What are the roles to _3- Determine levels of personal play? investment 4. What about support? 4. Clarify the 5. Where are we future 5. Decide on levels headed? 0. 00 ‏م0 همجن‎ nora eee mitment 

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Performing stage Performing: accomplish goals, Achieve continuous improvement, innovation, speed, flexibility and competence, Encourage, sponsor and facilitate implementation of new ideas, extraordinary performance. Questions: Tasks: - How can we 1. Capitalize on core 1. improve continuously? competence 2. innovate & be creative? 2. Improve 3. build on our core continuously Competency? 3. Anticipate ‎customer needs &‏ ص اودع ده وم ۱ ‎- How caves maintain respond high energy & 4. Enhance speed & commitment? timeliness ‏۵0 ۷۷۷5 20۷ .© عسوا 

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‎and Out-Groups‏ ی ‎° In-group ‎— “group with which people identify and have a sense of belonging” ‎— pronoun “WE” ‎Out-group ‎— “group that people do not identify with — pronoun “THEY” ‎— Loyalty to INGROUP — OpposikiOn dOnMSTEGRQL BS on ct ‏مج‎ 

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Reference Groups * In-groups can be secondary or primary groups, but in either case, they are always reference groups, real or imaginary * astandard to evaluate ourselves * normative function * comparative function Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. 

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Group Dynamics * Leadership * Roles * Norms * Status * Size * Composition * Cohesiveness * Socio-emotional * Instrumental Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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“What is needed is not well balanced individuals, but individuals who” § balance well with each other.” Belbin 2003 keke @. OOM. Orcgrezcaerd Bi 

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Team Roles (Belbin) “A tendency to behave, contribute and interrelate with others in a particular way.” Roles * Action-oriented roles — Shaper, Implementer, and Completer-Finisher * People-oriented roles — Co-ordinator, Team-worker and Resource Investigator * Cerebral roles — Plant, Monitor-Evaluator and Specialist (Dr Meredith Belbin, Henley Management College) kolo @. OD. Orcertzatond Betaser. Daversyy of Petron. 

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Pear-Roke Desoripiow: te Parts Pevple Phy ‏ور‎ GPRevive Tea ‏امن‎ Ignores Incidents. Too pre-occupied to communicate effectively Over-optimistic. Loses interest once initial enthusiasm has passed. Can be seen as manipulative. Offloads personal work. Chane ©. ODT. Orearectennd Doar, Doaereny oF Toke Creative, imaginative, unorthodox. Solves difficult problems. Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts. Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well. 6 تا ‎Investig: 5‏ 

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DearRok Orsoriptow: the Pats People Phy tr CPPevive Pou Operations Prone to provocation. Offends people’s feelings. Lacks drive and ability to inspire others. Indecisive in crunch situations. Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles. Sober, strategic and discerning. Sees all options. Judges accurately. Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction. Shaper ws Monitor Evaluator Team- Chotpour 0. OOM. Orgucizaicad Oekator. Ovversiy of Mehran. 

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Peauv-Rolke Descriptio: the Pats ‏و۳‎ Play to @PRevive Tea Operuiow Somewhat inflexible. Slow to respond to new possibilities. Inclined to worry unduly. Reluctant to delegate. Contributes on only a narrow front. Dwells on technicalities. Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply. Implementor 5 Oz Completi Finisher Specialist ‎ork, Outerwori-Lerewana, Oxford, (O68‏ ف ‎R.0. Teaw Robs‏ ماه سوق ‎ ‎ ‎ ‎ ‎ ‎ 

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عاد 1“ اممرمن<) - ملو) ۱ Belcan. Daversay oP Petras. 

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Each team member contributes towards achieving the team’s objectives by performing: A functional role: (determined by their professional and/or technical knowledge) A team role (determined by their characteristic pattern of team interaction). The effectiveness of the team will be promoted by the extent to which members correctly recognise and adjust themselves to the relative strengths of the team, both in expertise and ability to engage in specific team roles. 

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‎Wed Trad‏ تساو ‎One Co-ordinator or one Shaper One Innovator ‎One Monitor-Evaluator ‎One or more ‎—Implementer ‎— Team worker ‎— Resource Investigator ‎— One Finisher-Completer ‎Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. ‎ 

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Role Identity Role Perception Role Expectations Role Conflict Role Overload Role Ambiguity Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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موم Producer | 

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Tgnores details. Too preoccupied to communicate effectivel; ‘Over-optimistic. Loses interest once initial enthusiasm has passed. Can be seen as manipulative. Delegates personal work. Can provoke others. Hurts people’s feelings. Lacks drive and ability to inspire others. Overly critical. Indecisive in crunch situations. Can be easily influenced. Somewhat inflexible. Slow to respond to new possibilities Inclined to worry unduly. Reluctant to delegate. Can be a nit picker. Contributes on only a Creative, imaginative, unorthodox. Solves difficult problems Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts Mature, confident, a good chairperson. Clarifies goals, promotes decision making, delegates well Challenging. Dynamic, thrives on pressure. Has the drive and courage to overcome obstacles. Sober, strategic and discerning. Sees all options. Judges accurately Cooperative, mild, perceptive, diplomatic. Listens, builds, averts friction, calms the waters Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. Single -mifided; selfstarting, Plant Resource Investigate Coordinator Shaper Monitor-evaluator Team worker Tmplementer Completer مده اسم جد سوا 9 W909), Tw Ts 

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‎thevrists‏ اه روا الط حواهر ممو ‎Team Management Wheel and Team Management Index - indicates work preferences as well as behavioural preferences and show then on a wheel ‎Analyses a_ person’s’ key personality traits, identifying whether extrovert or introvert and assigning other characteristics to that main category ‎Team player styles which include Challenger, Contributor, Communicator and Collaborator. ‎Have adapted Belbin’s Roles ‎Have adapted Belbin’s Roles in ‎a manner that they believe is ‎a ‏ا‎ ‎ ‎Margerison and McCann ‎Myers-Briggs Personality Test ‎Glenn Parker ‎Stott and Walker Francis and Young ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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Task Roles Roles Description Initiator Suggests new goals or ideas Information seeker/giver Clarifies key pinemn seeker/giver Clarifies pertinent 884Gtator Promote greater ۱ ding Pulls together key ideas and suggestions Orienter Keeps group headed toward its statec Evaluator Tests group’s accomplishments Energizer Prods group to move along or to accomplish 1 Procedural Technician Performs routine duties Recorder Performs a “group memory” function Gholipour A. 2011. Organizational Behavior. University of Tehran. 

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aintenance Roles oles Description Encourager Fosters group solidarity Harmonizer Mediates conflict through reconciliation or humor ۲ ۱ Compromiser Helps resolve conflict by meeting others ' way” Gate Keeper Encourages all group members to participate Standard setter Evaluates the quality of group processes Commentator Records comments on group processes/dynami Follower Serves as a passive audience Gholipour A. 2011. Organizational Behavior. University of Tehran. 

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BOs coup Dysfunctions * Conformity (Sharif, Asch, Milgram, Hofling) * Groupthink * Social loafing * Risky shift Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. 

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SCH’S LINE EXPERIMEN Card 1 Card 2 Chol @. OOM. Orgprtzatoad Betator. Daversiy of Token. 

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‎Pete‏ خر روموت مهو 00 0 ات6 

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XXX (435-450) Results Moderate —_Stiong Very Intense xtreme Danger severe 75-420) (75-120) (135-180) strong (255-300) intensity (195-240), 815-360 8 ‘Shock levels in valts Chelpow @. ODM. Oreertzatred ‏معاد‎ Daversay of Toker. =e 8 8 Percentage of subjects 2 who obeyed experimenter 3 7 Sight (15-60) 

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Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. 

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۷ ‏ها‎ Prevent Groupthink Every group member a critical evaluator Avoid rubber-stamp decisions Different groups explore same problems Rely on subgroup debates and outside experts Assign role of devil’s advocate o£ 99 9 9 Rethink a consensus ١ ۳ Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. IB Go) Bo ‏ع‎ 92 

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Social Loafing The tendency for individuals to expend less effort when working collectively than when working ingividpally. ] a rope puto tok Poured that fhe wenne prodwotiy dropped ce ore people ioed he row. جومم وتو Grou Gre 

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Conditions for Social Loafing Low task interdependence Individual output not visible Routine, uninteresting tasks Low task significance Low collectivist values Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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Types of Teams Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. 

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Comparing Work Groups and Work Teams Work groups Work teams 8 @ fa ae Share information —>——- Goal > Collective performance Neutral (sometimes negative] a Positive Individual ee ‏ع‎ Individual and mutual Random and varied [+ skills ——> Complementary Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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Types of Teams Problem-solving Teams 7 Groups of 5 to 12 employees from ‏©--ه©‎ ‎the same department who meet fora é ١ few hours each week to discuss ways of improving quality, efficiency, and the work environment Problem-solving Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors Self-managed Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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es of Teams (cont’d) Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task * Task forces * Committe es Cross-functional Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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es of Teams (cont’d) Virtual Teams Teams that use computer technology to tie together physically dispersed members A in order to achieve a common “8 goal Virtual Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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Survey Evidence: What f-Managing Teams Manage Percentage of Companies Saying Their Self-Managin: ms Perform These Traditional Management Functio: by Themselves. Schedule work assignments Work with outside customers Conduct training Set production goals/quotas Work with suppliers/vendors Purchase equipment/services Develop budgets Do performance appraisals Hire co-workers Fire co-workers 14 “Taining, October 1996, p. 69 Source: Adapted from "1996 industry Report: What Self-Managing Teams Manage, Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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omogeneous vs. Heterogeneous Teams Homogeneous Teams Heterogeneous teams * Higher satisfaction More conflict * Slower team development -takes longer to agree on norms and goals * Less conflict ° Faster team development 4 * Better knowledge and * More efficient resources for complex coordination tasks ۰ * Tend to be more Performs better on simple tasks creative * Higher potential for support outside the Deka B. ODM. Orertzaared Debra, Deron oP Pobre 

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Team Norms Norm: “An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.” * Informal rules and expectations team establishes to regulate member behaviors Norms develop through: Explicit statements Critical events in team’s history Primacy Beliefs/values members bring to the team and team experiences Poe Nie Why Norms Are Enforced Help the group or organization survive Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Clarify the greuptsororganizations central walues and/or 

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eam Norms (cont’d) Deviant Workplace Behavior Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both. Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. 

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Typology of Deviant Workplace Behavior Category Examples Production Leaving early Intentionally working slowly Wasting resources Property Sabotage Lying about hours worked Stealing from the organization Political Showing favoritism Gossiping and spreading rumors Blaming coworkers Personal Aggression Sexual harassment Verbal abuse Stealing from coworkers Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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ses of Team Cohesiveness Team Cohesiveness Somewhat Difficult Entry Gholipour A. 2011. Organizational Behavior. University of Tehran. 

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m Cohesiveness Outcomes Aembers of cohesive teams: * Want to remain members ° Willing to share informatio * Strong interpersonal bonds * Want to support each other4 * Resolve conflict effectively * More satisfied and experience less stress Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre. $ é i 51906 +170 ۲۳۳۲۵ 0۵8 10 ۷ 0 

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Shaping Team Players Rewards Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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ffective Teamwork Through Trust Trust: “Reciprocal faith in others’ intentions and ۳01 Build Trust Communication (keep everyone informed; give feedback; tell the truth). * Support (be available and approachable). * Respect (delegate; be an active listener). Fairness (give credit where due; objectively evaluate performance). * Predictability (be consistent; keep your promises). * Competence (demonstrate good business sense and FHS work Through Cooperation * Cooperation * Competition Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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ffective Teamwork Through Cohesiveness Cohesiveness: “A sense of we-ness helps team stick tegather-inhance Cohesiveness * Socio-Emotional Cohesiveness 1. Keep the team relatively small. 2. Increase the status and prestige of belonging. 3. Encourage interaction and cooperation. 4, Emphasize member,s common characteristics and interests. 5. Point out environmental threats to rally the team. Instrumental Cohesiveness . Regularly update and clarify the team,s goals. . Give every team member a vital “piece of the action”. 3 Channel each team member;s special talents to the common goals. . Recognize and equitably reinforce every member;s contributions. . Frequently remind team members they need each other to get the job done. © Ghehmw ®. 006, ‏وس م6 تسج‎ oP Poko. OF wNRe 

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Individual versus Group Decision Making Okeke ®. ODM. Orcerezctexrd ‏خر روموت‎ Pete 

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igh-performance Teams Participative 5 Leadership Aligned on Purpose Rapid Response 0۳۵۵ Talents Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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Reward systems Communication ‏سر‎ Physical space Organizational environment Organizational structure Organizational leaders Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker. 

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Cae A Team- * Adequate resources 1 Effectiveness = Clint cis ‏ماه مهو‎ ‏ما‎ Sie ‘Composition * Abilities of members * Porsonality| * Allocating roles = Diversity * Size of leams ** Member flexibility “= Member prelerences Work design ۰۸ 7 ‘Task identity ‏وم‎ significance Process * Common purpose + Specie gools * Team efficacy ۰ ‏مها اامی‎ Social loofing helper @. ODM, Orrgctzterd Dekaron, Doareroay ob Vehror 

Gholipour A. 2011. Organizational Behavior. University of Tehran. Organizational Behavior: Group Dynamics and Teamwork Gholipour A. 2011. Organizational Behavior. University of Tehran. Sociological Criteria of a group • Two or more freely interacting people (Interdependent -interact and influence each other); • Mutually accountable for achieving common goals; . • Common Identity; • Collective Norms. Gholipour A. 2011. Organizational Behavior. University of Tehran. Groups versus Teams • All teams are groups • Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together) • Teams have a positive synergy . • Skills in teams are complementary Gholipour A. 2011. Organizational Behavior. University of Tehran. Security SelfEsteem Power Status What Makes People Join Groups? Affiliation Goal Achievement Gholipour A. 2011. Organizational Behavior. University of Tehran. Theories of Group Formation • • • • • • • Propinquity Needs, Functions and Goals Interaction Balance Theory Exchange Theory Five-Stage Theory Punctuated Equilibrium Model Gholipour A. 2011. Organizational Behavior. University of Tehran. Tuckman’s Five-Stage Theory of Group and team Development Performing Adjourning Norming Storming Forming Dependence/ interdependence Independence Gholipour A. 2011. Organizational Behavior. University of Tehran. Return to Independence Stages of Group and Team Development Performing Norming Storming Forming Existing teams might regress back to an earlier stage of development Adjourning Tuckman’s Five-Stage Theory of Group Development (continued) Forming Individual “How do I fit Issues in?” Group Issues Storming Norming Performing “What do the “How can I best “What’s my others expect perform my role here?” me to do?” role?” “Why are we “Can we agree fighting over “Why are we on roles and “Can we do the who’s in here?” work as a job properly?” charge and who team?” does what?” Gholipour A. 2011. Organizational Behavior. University of Tehran. Forming stage Forming: members get acquainted, Know team purpose & boundaries, Establish trust Achieve clarity of direction. Questions: Who is everyone? 1. Orient members · What will happen? 2. Get comfortable · What is expected? 3. Establish trust · Where are we 4. Establish going? relationships with · Who is the leader? leaders · What are our 5. Establish clarity goals? of purpose Gholipour A. 2011. Organizational Behavior. University of Tehran. 1. · 2. 3. 4. 5. 6. Tasks: Storming stage Storming: members “fight” to stay together, Learn to disagreements and manage conflict, Improve processes, Recognizing team achievements, Learn to achieve win/win relationships. Questions: Tasks: 1. Manage conflict 1. How do we handle 2. Allow individuals disagreements, to have 2. How to communicate legitimate negative information, expression and make decisions? 3. Examine key 3. Should the team work processes change? of ofthe A. 2011. Organizational Behavior. University Tehran.team 4. Do weGholipour have the right Norming / Conforming stage Conforming: create cohesion & unity, Differentiate roles, Identify expectations, Enhance commitment, supportive feedback and foster commitment. Questions: Provide Tasks: 1. Maintain unity & 1. What are the norms vision & expectations? 2. Differentiate 2. How to conform? roles 3. Determine levels 3. What are the roles to of personal play? investment 4. What about support? 4. Clarify the future 5. Where are we 5. Decide on levels Gholipour A. 2011. Organizational Behavior. University of Tehran. headed? of commitment Performing stage Performing: accomplish goals, Achieve continuous improvement, innovation, speed, flexibility and competence, Encourage, sponsor and facilitate implementation of new ideas, extraordinary performance. Questions: 1. Capitalize on core competence 2. Improve continuously 3. Anticipate customer needs & respond 4. Enhance speed & timeliness Gholipour A. 2011. Organizational Behavior. University of Tehran. 5. Encourage How can we 1. improve continuously? 2. innovate & be creative? 3. build on our core competence? – What improvements can be made? – How can we maintain high energy & commitment? – Tasks: In-Groups and Out-Groups • In-group – “group with which people identify and have a sense of belonging” – pronoun “WE” • Out-group – “group that people do not identify with – pronoun “THEY” – Loyalty to INGROUP – Opposition OUTGROUPS Gholipour A.to 2011. Organizational Behavior. University of Tehran. Reference Groups • In-groups can be secondary or primary groups, but in either case, they are always reference groups, real or imaginary . • a standard to evaluate ourselves • normative function • comparative function Gholipour A. 2011. Organizational Behavior. University of Tehran. Group Dynamics • • • • • • • • • Leadership Roles Norms Status Size Composition Cohesiveness Socio-emotional Instrumental Gholipour A. 2011. Organizational Behavior. University of Tehran. Belbin’s Team Roles “What is needed is not well balanced individuals, but individuals who balance well with each other.” Belbin 2003 Gholipour A. 2011. Organizational Behavior. University of Tehran. Team Roles (Belbin) “A tendency to behave, contribute and interrelate with others in a particular way.” Roles • Action-oriented roles – Shaper, Implementer, and Completer-Finisher • People-oriented roles – Co-ordinator, Team-worker and Resource Investigator • Cerebral roles – Plant, Monitor-Evaluator and Specialist (Dr Meredith Belbin, Henley Management College) Gholipour A. 2011. Organizational Behavior. University of Tehran. Team-Role Descriptions: the Parts People Play in Effective Team operations Team Role Plant Contribution Allowance Weakness Creative, imaginative, unorthodox. Solves difficult problems. Ignores Incidents. Too pre-occupied to communicate effectively Resource Investigator Extrovert, enthusiastic, Over-optimistic. Loses communicative. Explores interest once initial opportunities. Develops enthusiasm has passed. contacts. Coordinator Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well. Can be seen as manipulative. Offloads personal work. Gholipour A. 2011. Organizational Behavior. University of Tehran. Team-Role Descriptions: the Parts People Play in Effective Team Operations Team Role Contribution Allowance Weakness Shaper Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles. Prone to provocation. Offends people’s feelings. Monitor Evaluator Sober, strategic and discerning. Sees all options. Judges accurately. Lacks drive and ability to inspire others. Teamworker Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction. Indecisive in crunch situations. Gholipour A. 2011. Organizational Behavior. University of Tehran. Team-Role Descriptions: the Parts People Play in Effective Team Operations Team Role Contribution Allowance Weakness Implementor Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Somewhat inflexible. Slow to respond to new possibilities. Completer Finisher Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. Inclined to worry unduly. Reluctant to delegate. Specialist Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply. Contributes on only a narrow front. Dwells on technicalities. Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993 Belbin – Dominant Traits Action Orientated Shaper Completer/Finisher Implementer Cerebral Role Plant Monitor Evaluator Specialist People Orientated Co-ordinator Resource Investigator Team Worker Gholipour A. 2011. Organizational Behavior. University of Tehran. According to Belbin … Each team member contributes towards achieving the team’s objectives by performing: A functional role: (determined by their professional and/or technical knowledge) A team role (determined by their characteristic pattern of team interaction). The team needs an optimal balance in both functional & team roles That balance is dependent on the goals & tasks that the team faces. The effectiveness of the team will be promoted by the extent to which members correctly recognise and adjust themselves to the relative strengths of the team, both in expertise and ability to engage in specific team roles. Belbin’s Ideal Team • • • • One One One One Co-ordinator or one Shaper Innovator Monitor-Evaluator or more – Implementer – Team worker – Resource Investigator – One Finisher-Completer Gholipour A. 2011. Organizational Behavior. University of Tehran. Different Role Requirements • • • • • • Role Role Role Role Role Role Identity Perception Expectations Conflict Overload Ambiguity Gholipour A. 2011. Organizational Behavior. University of Tehran. Key Roles of Teams Gholipour A. 2011. Organizational Behavior. University of Tehran. Role Plant Contribution to team Creative, imaginative, unorthodox. Solves difficult problems Resource Investigate Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts Coordinator Mature, confident, a good chairperson. Clarifies goals, promotes decision making, delegates well Shaper Challenging. Dynamic, thrives on pressure. Has the drive and courage to overcome obstacles. Monitor-evaluator Sober, strategic and discerning. Sees all options. Judges accurately Team worker Cooperative, mild, perceptive, diplomatic. Listens, builds, averts friction, calms the waters Implementer Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Completer Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on Team roles identified by Belbin time. Source: Belbin, M. (1993), Team Roles at Work, Butterworth Heinemann, London, p. 23. Specialist Single minded, self starting, Allowable weaknesses Ignores details. Too preoccupied to communicate effectively Over-optimistic. Loses interest once initial enthusiasm has passed. Can be seen as manipulative. Delegates personal work. Can provoke others. Hurts people’s feelings. Lacks drive and ability to inspire others. Overly critical. Indecisive in crunch situations. Can be easily influenced. Somewhat inflexible. Slow to respond to new possibilities Inclined to worry unduly. Reluctant to delegate. Can be a nit picker. Contributes on only a Team roles identified by other theorists Originator Margerison and McCann Myers-Briggs Personality Test Glenn Parker Stott and Walker Francis and Young Description of framework Team Management Wheel and Team Management Index – indicates work preferences as well as behavioural preferences and show then on a wheel Analyses a person’s key personality traits, identifying whether extrovert or introvert and assigning other characteristics to that main category Team player styles which include Challenger, Contributor, Communicator and Collaborator. Have adapted Belbin’s Roles Have adapted Belbin’s Roles in a manner that they believe is Task Roles Roles Description Initiator Suggests new goals or ideas Information seeker/giver Clarifies key issues Opinion seeker/giver Clarifies pertinent issues Elaborator Promote greater understanding Coordinator Pulls together key ideas and suggestions Orienter Keeps group headed toward its stated Evaluator Tests group’s accomplishments Energizer Prods group to move along or to accomplish m Procedural Technician Recorder Performs routine duties Performs a “group memory” function Gholipour A. 2011. Organizational Behavior. University of Tehran. Maintenance Roles Roles Description Encourager Fosters group solidarity Harmonizer humor Compromiser way” Gate Keeper participate Standard setter processes Commentator Mediates conflict through reconciliation or Follower Helps resolve conflict by meeting others " Encourages all group members to Evaluates the quality of group Records comments on group processes/dynami Serves as a passive audience Gholipour A. 2011. Organizational Behavior. University of Tehran. Group Dysfunctions • Conformity (Sharif, Asch, Milgram, Hofling) • Groupthink • Social loafing • Risky shift Gholipour A. 2011. Organizational Behavior. University of Tehran. ASCH’S LINE EXPERIMENT Gholipour A. 2011. Organizational Behavior. University of Tehran. Gholipour A. 2011. Organizational Behavior. University of Tehran. Results Gholipour A. 2011. Organizational Behavior. University of Tehran. Symptoms of Groupthink • • • • • • • • Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards Gholipour A. 2011. Organizational Behavior. University of Tehran. How to Prevent Groupthink 1. 2. 3. 4. 5. 6. Every group member a critical evaluator Avoid rubber-stamp decisions Different groups explore same problems Rely on subgroup debates and outside experts Assign role of devil’s advocate Rethink a consensus Gholipour A. 2011. Organizational Behavior. University of Tehran. Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually. “Ringelman effect”. A German psychologist, using a rope pulling task found that the average productivity dropped as more people joined the group. Performance E tc ed e p x tu c A u d ( al lo o t e a g fin ) Group Size Conditions for Social Loafing • Low task interdependence • Individual output not visible • Routine, uninteresting tasks • Low task significance • Low collectivist values Gholipour A. 2011. Organizational Behavior. University of Tehran. Types of Teams General Typology of Teams Common Forms of Teams • Advice • Problem solving • Production • Project • Self-managed • Cross-functional • Virtual • Action Gholipour A. 2011. Organizational Behavior. University of Tehran. Comparing Work Groups and Work Teams Gholipour A. 2011. Organizational Behavior. University of Tehran. Types of Teams Problem-solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors Gholipour A. 2011. Organizational Behavior. University of Tehran. Types of Teams (cont’d) Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task • Task forces • Committe es Gholipour A. 2011. Organizational Behavior. University of Tehran. Types of Teams (cont’d) Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal Characteristics Characteristicsof ofVirtual VirtualTeams Teams 1.1. The Theabsence absenceof ofparaverbal paraverbaland andnonverbal nonverbalcues cues 2. 2.AAlimited limitedsocial socialcontext context 3. 3.The Theability abilitytotoovercome overcometime timeand andspace spaceconstraints constraints Gholipour A. 2011. Organizational Behavior. University of Tehran. Survey Evidence: What Self-Managing Teams Manage Percentage of Companies Saying Their Self-Managing Teams Perform These Traditional Management Functions by Themselves. Schedule work assignments Work with outside customers Conduct training Set production goals/quotas Work with suppliers/vendors Purchase equipment/services Develop budgets Do performance appraisals Hire co-workers Fire co-workers 67% 67 59 56 44 43 39 36 33 14 Source: Adapted from “1996 industry Report: What Self-Managing Teams Manage,” Training, October 1996, p. 69 Gholipour A. 2011. Organizational Behavior. University of Tehran. Homogeneous vs. Heterogeneous Teams Homogeneous Teams Heterogeneous teams • More conflict • Slower team Less conflict development -takes longer to agree on Faster team norms and goals development • Better knowledge and More efficient resources for complex tasks coordination • Tend to be more Performs better on creative simple tasks • Higher potential for support outside the Gholipour A. 2011. Organizational Behavior. University of Tehran. team • Higher satisfaction • • • • Team Norms • • Norm: “An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.” Informal rules and expectations team establishes to regulate member behaviors Norms develop through: 1. 2. 3. 4. Explicit statements Critical events in team’s history Primacy Beliefs/values members bring to the team and team experiences Why Norms Are Enforced • • • • Help the group or organization survive Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Gholipour A. 2011. Organizational Behavior. University of Tehran. Clarify the group’s or organization’s central values and/or Team Norms (cont’d) Deviant Workplace Behavior Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both. Gholipour A. 2011. Organizational Behavior. University of Tehran. Typology of Deviant Workplace Behavior Category Examples Production Leaving early Intentionally working slowly Wasting resources Property Sabotage Lying about hours worked Stealing from the organization Political Showing favoritism Gossiping and spreading rumors Blaming coworkers Personal Aggression Sexual harassment Verbal abuse Stealing from coworkers Gholipour A. 2011. Organizational Behavior. University of Tehran. Causes of Team Cohesiveness Member Similarity External Challenges Team Success Member Interaction Team Cohesiveness Team Size Somewhat Difficult Entry Gholipour A. 2011. Organizational Behavior. University of Tehran. Team Cohesiveness Outcomes Members of cohesive teams: • Want to remain members • Willing to share information • Strong interpersonal bonds • Want to support each other • Resolve conflict effectively • More satisfied and experience less stress . Gholipour A. 2011. Organizational Behavior. University of Tehran. Cohesiveness-Productivity Relations Cohesiveness Alignment of group and organizational goals High High Low Low Strong Increase Moderate Increase In Productivity In Productivity Decrease in Productivity No Significant Effect On Productivity Gholipour A. 2011. Organizational Behavior. University of Tehran. Shaping Team Players Rewards Training Selection Gholipour A. 2011. Organizational Behavior. University of Tehran. Effective Teamwork Through Trust Trust: “Reciprocal faith in others’ intentions and behavior.” How to Build Trust • Communication (keep everyone informed; give feedback; tell the truth). • Support (be available and approachable). • Respect (delegate; be an active listener). • Fairness (give credit where due; objectively evaluate performance). • Predictability (be consistent; keep your promises). • Competence (demonstrate good business sense and professionalism). Effective Teamwork Through Cooperation • Cooperation • Competition Gholipour A. 2011. Organizational Behavior. University of Tehran. Effective Teamwork Through Cohesiveness Cohesiveness: “A sense of we-ness helps team stick together.” How to Enhance Cohesiveness • Socio-Emotional Cohesiveness 1. 2. 3. 4. 5. Keep the team relatively small. Increase the status and prestige of belonging. Encourage interaction and cooperation. Emphasize member,s common characteristics and interests. Point out environmental threats to rally the team. • Instrumental Cohesiveness 1. Regularly update and clarify the team,s goals. 2. Give every team member a vital “piece of the action”. 3. Channel each team member,s special talents to the common goals. 4. Recognize and equitably reinforce every member,s contributions. 5. Frequently remind team members they need each other to get the job done. Gholipour A. 2011. Organizational Behavior. University of Tehran. Individual versus Group Decision Making Individuals • Speed Groups • Knowledge & • Clear Accountability • Consistent Values Diversity • High Quality Decisions • Increased Acceptance Gholipour A. 2011. Organizational Behavior. University of Tehran. High-performance Teams Shared Responsibility Future Focused Rapid Response Participative Leadership Aligned on Purpose High Attributes of high-performanceCommunication Teams Creative Talents Focused on Task Gholipour A. 2011. Organizational Behavior. University of Tehran. Team Effectiveness Model Organizational and Team Environment • Reward systems • Communication systems • Physical space • Organizational environment • Organizational structure • Organizational leadership Team Design Team Effectiveness • Task characteristics • Team size • Achieve organizational • Team composition goals Team Processes • • • • Team Team Team Team development norms roles cohesiveness • Satisfy member needs • Maintain team survival Gholipour A. 2011. Organizational Behavior. University of Tehran. A TeamEffectiveness Model Gholipour A. 2011. Organizational Behavior. University of Tehran.