Documente Academic
Documente Profesional
Documente Cultură
Team
Dynamics
Diba Larassati Warman
1506677710
Evan Miraz 1506729424
Fabian Dheano 1506731006
Gifary Yusuf
Kanina Anindita 1506677686
8.1 Team Processes:
Teams and Informal
Groups
What are teams?
Groups of two or more people
Exist to fulfill a purpose
Interdependent -- interact and
influence each other
Mutually accountable for achieving
common goals
Perceive themselves as a social entity
Many
Types Departmental teams
Production/service/ leadership teams
of Self-directed teams
Team Advisory teams
Group
s Reasons why informal groups exist:
1.Innate drive to bond
2.Social identity -- we define ourselves by group
memberships
3.Goal accomplishment
4.Emotional support
Advantages and
Disadvantages of Teams
Advantages/
Disadvantages
of Teams
1.Make better decisions, products/services
Advantag 2.Better information sharing
es 3.Increase employee
motivation/engagement
-Fulfills drive to bond
-Accountable to team members, who monitor
performance
-Team members are benchmarks of
comparison
1.Individuals better/faster on some tasks
Disadvanta 2.Process losses
ges 3.Social loafing
How to Minimize
Social Loafing
Make individual performance more visible
Form smaller teams
Specialize tasks
Measure individual performance
Organization
al and Team
Environment
Physical Structure
Space
Team Design
Task
Characteristics
Team Design
Team Size
Team
Composition
TASK More complex tasks,
C requires skills and divide
H
A people by specialized roles
R
A
C
T
OTHER TASK-RELATED
E
R
INFLUENCE
Low task variability
I Well established
S
T procedures
I The task will be more
C
S organized
TASK INTERDEPENDENCE?
Large
Enough to
Provide
Necessary
Abilities
Smaller group:
Feel more
Team Size? engaged
Get to know
each other
Small better
enough to
maintain
efficient &
fast
coordination
Highly
Motivated
Good
But to work Abilities
Team effectively,
Teams have to be
assessed for their
Team
Developm
ent
The essence of Team Team Roles: a set of
Team Development behaviors that people are
Developm Team identities: Member expected to perform
shift from viewing the team because they hold formal
ent as something out there to or informal positions in a
something that is part of team or organizations. Six
themselves role categories:
Team Mental Models: 1. Organizer
expectation and ideals 2. Doer
about how the work should 3. Challenger
be accomplished as well 4. Innovator
as how team members 5. Team builder
should support each other 6. Connector
Team Building
1. Goal Setting
2. Problem Solving
3. Role clarification
Team 4. Interpersonal relations
Developm
ent
Informal Rules and shared Preventing and Changing
expectations that group Dysfunctional Team
establish to regulate the Norms
Norms behavior of their members New Teams:
How team norms develop? Clearly state a
1. During team desirable norms
formation when the team
2. Team members is created
discover behaviors Select people
that help them with appropriate
function more value
effectively Older Teams:
3. Norms are influenced Introduce new
by the experiences norms
and values that Team-based
members bring to the reward
team
The degree of attraction Consequences of Team
Team people feel toward the Cohesion
Cohesion team and their motivation Teams with higher
to remain members cohesion form better than
Influences on Team those with lower cohesion
Cohesion Team cohesion has less
Member Similarity effect on team
Team Size performance when the
Member Interaction team has low task
Somewhat difficult interdependence
entry The effect of team
Team Success cohesion depends on
External Competition whether the teams norms
and Challenges are compatible with or
opposed to the
organizational objectives
Team gambar
Cohesion
Team
Trust
8.4 Self-Directed Teams
and Virtual Teams
Self- Cross-functional groups
Directed Complete an entire piece of
Teams work requiring several
interdependent tasks
Have substantial autonomy
over the execution of those
tasks
Success
Factors Degree of interdependence
for Self- among employees within the
Directed team
Teams
Autonomy
Work site and technology
Members operate across
Virtual space, time and
Teams organizational boundaries
Linked through IT
Degrees of virtuality
Why IT have made it easier
Virtual Shift from production-based
Teams? to knowledge-based work
Organizational learning
Globalization
Success
Factors Communication
For Technology skills
Virtual Strong self-leadership skills
Teams Higher emotional
intelligence
Toolkit of communication
channels and freedom to
choose
Need plenty of structure
8.5 Team Decision Making
Constraints and Creative decision making
All teams
are expected
to make
decisions
Time Teams consume time in:
Constrain
ts Organizing
Coordinating
Maintaining relationships
Production Blocking:
Time
Constrain
ts Speak one at a time, listen to
others
Ideas are fleeting
Concentrating on owns
thoughts, paying less attention
to others
Reluctance in mentioning ideas
Evaluation Background:
Apprehens
ion To protect self esteem
Favorable self presentation
Discouraging employees from
mentioning new ideas
Team cohesion->conform to teams norms
Useful in controlling teams effort in
Pressure
achieving mutual goals
To
Conform But causes team members from speaking
up
Violates the majority= punish or persuade
that the idea is incorrect
Needing valuation
Peer pressure
Dont rock the boat mentality= status quo
Confidence is beneficial to some
Right size
Think up ideas
Rules:
Brainstormin speak freely
g
Dont criticize
Provide as many ideas
Build on ideas others have
presented
Encourage divergent thinking
Minimize evaluation apprehension
Brainstorming - verbal communication
Brainwriting No conversation
Piggyback an idea
Effective communication
Transmitting intended meaning (not just
symbols)
Importance of
Communication
1.Coordinating work activities
behavior
Communication
Process Model
Improving
Communication
Coding/Decoding
1.Communication channel proficiency
Sender/receiver have motivation and ability to use
the communication channel
2.Similar codebooks
Both parties generate similar meaning from
symbols, language, etc
Digital Channel may have more media richness than the theory
predicts:
1. Ability to multi communicate
2. Communication proficiency
3. Social Presence effect
Communi
Persuasion: changing another persons belief and attitudes
cation Face to face interaction is more persuasive than written
Channel communication
Why?
and 1. Typically accompanied by nonverbal communication
Persuasio 2. Offers the sender high-quality, immediate feedback
about whether the receiver understand and accept the
n message
3. People are persuaded more under high social
presence than low social presence
9.4 Communication
Barriers
Noise
Disrupts
Communication
Inhibit effective communication
Senders and receivers have
Noise
imperfect perceptual processes
Difference in perspective
Language barrier
Ambiguity of language
Use abstraction to increase
understandability= avoid
unwanted responses
Jargons
Specialized words
Noise
Difficult to understand outside of
group
Designed to improve
communication efficiency
Filtering
Make messages more favorable
deleting/delaying information
Volume of information received > capacity to
process
Information
Information processing capacity: max info able to
Overload
be processed
Overlooked
Misinterpreted
Reduced by: B O S
Intonation
Language Words: easily misunderstood
exaggerations
Silence
Open
Produce more noise
Space Distractions
Pixars
Team
Space
Internet-
based
Organizatio
nal
Communicat
ion
Easy to update infos because
anyone can publish on the web page /
wikis
One of the
t Direct
Communicat
ion
Management by
Walking Around
But the less formal approach
of this type of communication Can easily
is
understand
internal problems
Communicat GOSSIP
ion through
an unstructured and
the informal
communication
network
founded on social
Grapevine relationships
rather than
organizational
charts or job
descriptions
Rapid pace information
Informal Social Networks
Grapevine Distorts information
Characteris Certainly will changed the
tics
truth the more the info
spread
Should it
be
encourage
d?
Tolerated?
Employee rely on grapevine when
info is not available
Where org. Culture are
communicated
Relieve anxiety
Make the employee feel more
bonded
Distorted
Sometimes escalated
anxiety
Develop negative attitude