Answers for the Questions in Chapter 9

Foundations of Team Dynamics

You have been assigned to a class project with five other students, none of whom you
have met before. To what extent would team cohesiveness improve your teams
performance on this project? What actions would you recommend to build team
cohesiveness among student team members in this situation?

When a team is performing at its best, youll usually find that each team member has clear
responsibilities. Just as importantly, youll normally see that every role needed to achieve the
teams goal is being performed fully and well.
But often, despite clear roles and responsibilities, a team will fall short of its full potential.
How often does this happen in the teams you work with? Perhaps some team members don't
complete what you expect them to do. Perhaps some team members are not quite flexible
enough, so things 'fall between the cracks'. Maybe someone who is valued for their expert input
fails to see the wider picture, and so misses out tasks or steps that others would expect. Or
perhaps one team member become frustrated because he or she disagrees with the approach of
another team members.
Dr Meredith Belbin studied team-work for many years, and he famously observed that people in
teams tend to assume different team roles. He defines a team role as a tendency to behave,
contribute and interrelate with others in a particular way" and named nine such team roles that
underlie team success.
Belbin suggests that, by understanding your team role within a particular team, you can
develop your strengths and manage your weaknesses as a team member, and so improve how
you contribute to the team.
Team leaders and team development practitioners often use the Belbin model to help create
more balanced teams. Teams can become unbalanced if all team members have similar styles of
behavior or team roles.
If team members have similar weakness, the team as a whole may tend to have that weakness. If
team members have similar team-work strengths, they may tend to compete (rather than cooperate) for the team tasks and responsibilities that best suit their natural styles. So you can use
the model with your team to help ensure that necessary team roles are covered, and that
potential behavioral tensions or weaknesses among the team member are addressed.

by:Jennifer i. malabrigo

The late management guru Peter Drucker said, The now-Fashionable team in
everybody works with everybody on everything from the beginning rapidly is

becoming a disappointment. Discuss three problem associated with team.

The problems associated with team are:

Individuals work better/faster on some tasks

Process losses cost of developing and maintaining teams

Companies dont support best work environment for team dynamics

Social loafing - persons make less effort to achieve a goal when they work in a group
than when they work alone.

Perhaps the best-known limitation of teams is the risk of productivity loss due to social
loafing. Social loafing occurs when people exert less effort (and usually perform at a
lower level) when working in groups than working alone.
Social loafing is most likely to occur in large teams where individuals output is difficult
to identify. This particularly includes situations in which team members work alone
towards a common output pool (i.e. they have low task interdependence). Under these
conditions, employees arent as worried that their performance will be noticed. Social
loafing is less likely to occur when the task is interesting, because individuals have a
higher intrinsic motivation to perform their duties. It is less common when the group
objective is important, possibly because individuals experience more pressure from
other team members to perform well. Finally social loafing is less common among
members with a strong collective value, because they value group membership and
believe in working towards group objectives.
How to minimise social loafing

Form smaller teams each performance becomes more noticeable

Specialize tasks assign tasks, each persons contribution is easier to see

Measure individual performance but there are difficulty for problem-solving projects

Increase jobs enrichment assign motivating jobs

Select motivated employees select collectivist value orientation

by:Jennifer i. malabrigo

Answers for the Questions in Chapter 10

Developing High-Performance Teams

How do self-directed work team differ from conventional teams?

Self-directed work teams represent an approach to organizational design that goes beyond
quality circles or ad hoc problem-solving teams. These teams are natural work groups that work
together to perform a function or produce a product or service. They not only do the work but
also take on the management of that work -- functions formerly performed by supervisors and
managers. This allows managers to teach, coach, develop and facilitate rather than simply direct
and control.
Self-directed work teams, also known as self-managing teams, represent a revolutionary
approach to the way work is organized and performed.

Instead of organizing work based on the traditional Taylor model -- reducing a process
to individual steps -- work becomes restructured around whole processes. There must
be interdependence and joint responsibility for outputs if there is to be a self-directed
work team. Whereas the traditional system reduces the required skill at every level of
work, producing boredom in the bottom-level jobs, the new system integrates the needs
of the people with the work to be done, and those closest to the jobs help design the job.
Advantages of self-directed teams

Improved quality, productivity and service.

Greater flexibility.
Reduced operating costs.
Faster response to technological change.
Fewer, simpler job classifications.
Better response to workers' values.
Increased employee commitment to the organization.
Ability to attract and retain the best people.

by:Jennifer i. malabrigo

What can virtual teams do to sustain trust among team members ?

Conventional wisdom assumes that trust develops from a history of interpersonal interactions
and communication, through which people come to know and trust one another. In virtual
teams, however, establishing trust can be complicated: members may have no past on which to
build, no future to reference, and may never even actually meet face-to-face. Swift but fragile
trust can develop early in a team's life cycle. Yet, if swift trust doesn't develop or even dissipates,
members need to find ways of building trust in each other. To this end, an understanding of
how trust impacts a virtual team's development will help managers and team leaders to
facilitate and improve team success. Herein, we describe the three components of trust (ability,
integrity, and benevolence) and identify which of these are critical to each life cycle stage
(establishing the team, inception, organizing, transition, and accomplishing the task) of the
virtual team. Proposed action steps for each stage show managers and team leaders how to help
members develop trust and sustain it through the project's successful completion.
Organizations today operate at a global level to leverage the favorable economic conditions that
come with high technological advancements in connectivity. As a result, they need IT support
and offshore IT teams around the globe. This has given rise to the concept of a globally
dispersed team, also known as a virtual team.
The current business setup across the globe considers knowledge to be one of the key resources,
enabling competitive advantage. Knowledge management is furthermore important for
industries operating in a global environment and across time zones with a diversely located
workforce. This paper outlines the knowledge-based challenges faced by virtual teams and some
best practices and techniques that help overcome such challenges.
VIRTUAL TEAM
A virtual team consists of a group of people working across geographies, time zones and
organizations. They are connected together through some technologies and tools for
communication. These teams comprise of tele-workers working from home and/or team
members working from different office locations. Some virtual teams are formed across the
organizations. For instance, the team can comprise of members of a vendor or members of a
client. Virtual team members are to possess varied skill sets for the success of a particular
project or operation. While the virtual teams have a purpose that binds them together,

by:Jennifer i. malabrigo

organizations ensure that these individuals understand and are committed to the values and
vision of the organization. In a typical virtual team scenario, members come together based on
the skill sets to execute particular tasks and once the task is over, the members get allocated for
other tasks.
Knowledge management (KM) is an essential component of an organization with virtual teams.
KM enables the industry today to face the challenges of the modern business world with various
innovative solutions in terms of products and services.
Answers for the Questions in Chapter 11
Communicating in Teams and Organizations

Why is emotional contagion important in organization? What effect does the

increasing reliance on e-mail have on this phenomenon?

Emotional contagion, the transfer of emotion between individuals, and its influence on work
group dynamics was examined in two managerial simulations using multiple, convergent
measures of emotions and group dynamics. The studies tested hypotheses on differential
contagion effects due to the degree of pleasantness of the emotion, and the energy with which
this pleasantness was conveyed. After determining that emotional contagion existed in groups, I
then examined the influence of emotional contagion on individual-level attitudes and group
processes. As predicted, experiencing positive emotional contagion led to improved
cooperation, decreased conflict, and increased perceptions of task performance - all as rated by
self, other group members, and outside video-coders. The opposite was the case when
experiencing negative emotional contagion. Theoretical implications and practical ramifications
of emotional contagion in groups and organizations are discussed.
And, of course, it can be a critical factor in the workplace. To understand employee behavior in
the workplace, employers need to be aware of the phenomenon and take measures to counteract
it. While the most prevalent situation is the interaction between and among employees, the
contagion is also cited as a condition sometimes present in the employee-customer relationship.
The effects does in the increasing reliance on e-mail, anyone who has used this communication
medium knows that it has limitations. One problem is that e-mail is an ineffective medium for
communicating emotions. A second problem is that it seems to reduce our politeness and
respect for others. This is mostly evident through the increased frequency of flaming-the act of
sending an emotionally charged message to others. The third problem is an inefficient medium
for communication in ambiguous, complex and novel situations, when two people lack mutual
mental models, they need to transmit many e-mail messages to share enough information. And
a fourth difficulty with e-mail is that it contributes to information overload, many e-mail users

by:Jennifer i. malabrigo

are overwhelmed by hundreds of message each week, many of which are either unnecessary or
irrelevant to the received.

Explain why men and women are sometimes frustrated with each others
communication behaviour?*

For centuries, the differences between men and women were socially defined and distorted
through a lens of sexism in which men assumed superiority over women and maintained it
through domination. As the goal of equality between men and women now grows closer we are
also losing our awareness of important differences. In some circles of society, politically correct
thinking is obliterating important discussion as well as our awareness of the similarities and
differences between men and women. The vision of equality between the sexes has narrowed
the possibilities for discovery of what truly exists within a man and within a woman. The world
is less interesting when everything is same.
None of us would argue the fact that men and women are physically different. The physical
differences are rather obvious and most of these can be seen and easily measured. Weight,
shape, size and anatomy are not political opinions but rather tangible and easily measured. The
physical differences between men and women provide functional advantages and have survival
value. Men usually have greater upper body strength, build muscle easily, have thicker skin,
bruise less easily and have a lower threshold of awareness of injuries to their extremities. Men
are essentially built for physical confrontation and the use of force. Their joints are well suited
for throwing objects. A mans skull is almost always thicker and stronger than a womens. The
stereotype that men are more "thick-headed" than women is not far fetched. A mans "thick
headedness", and other anatomical differences have been associated with a uniquely male
attraction to high-speed activities and reckless behavior that usually involve collisions with
other males or automobiles. Men invented the game "chicken", not women. Men, and a number
of other male species of animal seem to charge and crash into each other a great deal in their
spare time.
Women on the other hand have four times as many brain cells (neurons) connecting the right
and left side of their brain. This latter finding provides physical evidence that supports the
observation that men rely easily and more heavily on their left brain to solve one problem one
step at a time. Women have more efficient access to both sides of their brain and therefore
greater use of their right brain. Women can focus on more than one problem at one time and
frequently prefer to solve problems through multiple activities at a time. Nearly every parent
has observed how young girls find the conversations of young boys "boring". Young boys
express confusion and would rather play sports than participate actively in a conversation
between 5 girls who are discussing as many as three subjects at once!

by:Jennifer i. malabrigo

The psychological differences between man and women are less obvious. They can be difficult to
describe. Yet these differences can profoundly influence how we form and maintain
relationships that can range from work and friendships to marriage and parenting.

Recognizing, understanding, discussing as well as acting skillfully in light of the differences

between men and women can be difficult. Our failure to recognize and appreciate these
differences can become a life long source of disappointment, frustration, tension and eventually
our downfall in a relationship. Not only can these differences destroy a promising relationship,
but also most people will grudgingly accept or learn to live with the consequences. Eventually
they find some compromise or way to cope. Few people ever work past these difficulties. People
tend to accept what they dont understand when they feel powerless to change it.
Relationships between men and women are not impossible or necessarily difficult. Problems
simply arise when we expect or assume the opposite sex should think, feel or act the way we do.
Its not that men and women live in completely different realities. Rather, our lack of knowledge
and mutual experience gives rise to our difficulties.
Despite great strides in this country toward equality, modern society hasnt made relationships
between men and women any easier. Todays society has taught us and has imposed on us the
expectation that men and women should live together continuously, in communion, and in
harmony. These expectations are not only unrealistic but ultimately they leave people feeling
unloved, inadequate, cynical, apathetic or ashamed.
The challenge facing men and women is to become aware of their identities, to accept their
differences, and to live their lives fully and as skillfully as possible. To do this we must first
understand in what ways we are different. We must avoid trying to change others to suit our
needs. The following illustrates some important differences between men and women. These
differences are not absolute. They describe how men and women are in most situations most of
the time.
*Sources: Understanding The Difference Between Men And Women by: Michael G. Conner, Psy.D, Clinical & Medical
Psychologist

by:Jennifer i. malabrigo

Answers for the Questions in Chapter 12

Power and Influence in the Workplace

What role does counter-power play in the power relationship? Give an example of
your own encounter with counter power at school or work.

Aim - In order to influence the behavior of other person to act in accordance with the
organizational requirements or the wishes of the person who has the power. Generally it
is seen that the subordinate depends on his superior for some favours in work allotment,
work schedules, job security, transfers, promotions, information etc. Therefore the
superior has power over his subordinate and can control his behavior. Thus, the basic
prerequisite of power is that one person believes he/she is dependent on other for
something of value. Superiors also depend on subordinates for some information, and to
aim at higher productivity etc. Thus in this case the subordinates hold the power and
control the behavior of the superior. In a way we can say that both superiors and
subordinates are depended on each other. Dependency relationships are an inherent
part of all organizational activities and in all forms of organizational structures and
companies including the sole trading firm.
Counter Power- In a relationship, two parties are involved, one being dependent and the
other being independent. Here, the independent party has Power while the dependent
party has Counter Power. How to be in control of your life need not controlling others, if
you want supremacy in your life, start within yourself.
An example is the existence of the counter-power relation in schools is the relations
between a student and a teacher. The teacher, being the independent party, has the
power to give marks to the students. Because of this the teacher can control the behavior
of the students in the class. Students, being the dependent party in this relationship
possess Counter power. Students can collectively give a bad feedback about the teacher
to the head of the institution. This might ultimately lead to checking the effectiveness of
the teacher. So the teacher in spite of being the independent party in the relationship has
to keep the dependent party happy. Power is direct control based on the formal
authority, whereas counter power is subtle and hidden.

by:Jennifer i. malabrigo

Discuss how the eight influence tactics described in this chapter are used by
students to influence their university teachers. Which influence tactics is applied
more often? Which is applied least often, in your opinion? To what extent is each
influence tactic considered legitimate behaviour or organizational politics?

Only a few studies have examined the relationship between influence tactics and objectives, and
the results were inconsistent. The present study employed two different research methods to
determine how often people use nine influence tactics to attain five influence objectives with
subordinates, peers, and superiors. One method was a survey on which managers reported their
use of each tactic for each type of objective. The other method was a content analysis of
incidents in which influence attempts in a variety of organizations were described from the
perspective of the agent or target. The results showed that managers seek different things from
subordinates, peers, and superiors. A different pattern of influence tactics was used for each
type of influence objective, and the pattern varied by direction. Implications for managers were
discussed.
Rational persuasion: You use logical arguments and factual evidence to persuade the person
that a proposal or request is practical and likely to result in the attainment of task objectives.
Consultation: You seek the person's participation in planning a strategy, activity, or change for
which you desire his or her support and assistance, or you are willing to modify a request or
proposal to deal with the person's concerns and suggestions.
Inspirational appeals: You make a request or proposal that arouses enthusiasm by appealing to
the person's values, ideals, and aspirations, or by increasing the person's confidence that he or
she would be able to carry out the request successfully.
Personal appeals: You appeal to the person's feelings of loyalty and friendship toward you when
you ask him or her to do something.
Ingratiation: You seek to get the person in a good mood or to think favorably of you before
making a request or proposal (e.g., compliment the person, act very friendly).
Exchange: You offer an exchange of favors, indicate willingness to reciprocate a favor at a later
time, or promise the person a share of the benefits if he or she helps you accomplish a task.
Pressure: You use demands, threats, frequent checking, or persistent reminders to influence the
person to do what you want.

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Legitimating tactics: You seek to establish the legitimacy of a request by claiming the authority
or right to make it, only verifying that it is consistent with organizational policies, rules,
practices, or traditions.
Coalition tactics: You seek the aid of others to persuade the target person to do something, or
use the support of others as a reason for the target person to agree to your request.
The influence tactics that people use may vary in the extent to which they take control over the
situation and the target. Soft tactics allow the target of influence more latitude in deciding
whether or not to accept the employed influence than hard tactics. As a consequence hard
influence tactics usually place more strain on the relationship between influencing agent and
target. This study focused on the effect that the expectation of future interaction may have on
the use of hard and soft influence tactics. The results of an experiment indicated that the
expectation of a future interaction diminished the use of influence in general and of hard
influence tactics in particular. Presumably, the expectancy of prolonged interaction made the
display of behavior that might endanger the relationship less attractive. Furthermore, results
showed that soft tactics were used more often than hard ones and that men employed more
influence than women.
OB researches say that influence tactics are organizational politics when they seem to benefit the
perpetrators at the expense of others and usually the entire organization or work unit.
Organizational politics has a number of negative effects. Those who believe their organization is
steeped in organizational politics have lower job satisfactions, organizational commitment, and
organizational citizenship, as well as higher levels of work-related stress.

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