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Chapter 8

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

s Task force (project) teams


Skunkworks
Virtual teams
Communities of practice
Inform Groups that exist primarily for the benefit of their
al members

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

Increase employee motivation


Increase job enrichment
Select motivated employees
8.2 Team Effectiveness
Model
Some team effective, but some team fail
What is an effective team?

A team is effective when it


benefits the organizations
and members, and survive
long enough to accomplish
its tasks
Team Design
Task
Characteristics
Team Size
Team Team
Composition
Effectiven Organizational and
Team Environment Team Effectiveness
ess Model Rewards Accomplish
Communication Tasks
Organizational Satisfy Member
Structure Needs
Organizational Maintain Team
Leadership Survival
Physical Space
Team Processes
Team
Development
Team Norms
Team
Cohesion
Team Trust
Team-Based
Leader Rewards
ship

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

Composition team member


behaviors
Clear role
5 Cs of
Effective
Team
Member
Behaviors
Make better decision than
homogenous team
Have a broader pool of
Team technical abilities
Diversity Provide better representations
of the teams constituents

Take longer to become a high-


performing team
High chance of conflict
8.3 Team Processes
Team The third set of elements in
Processe Team Effectiveness Model
s Includes:
1.Team Development
2.Norms
3.Cohesion
4.Trust
Team Development

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

Overconfide extent->more successful


nce High efficacy= set challenging goals
overconfidence-> false sense of
invulnerability
Less vigilant in making decision
Expectations
V.S.
Reality
WHY???

Overconfide Motivation to believe that teams


nce capabilities are above average
More common in highly cohesive
teams
External threats/competition
Creative
decision making
in teams
Confident but not too confident
Creative
decision Encourage critical thinking
making in
teams Sufficient diversity

Leader not domineering

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

Write down ideas

Write down ideas on cards:

Piggyback an idea

Develop ideas on cards

Minimize production blocking


In essence, similar to
Electronic brainwriting
Brainstormin Uses computer technology:
g
Ideas entered through special
software
Ideas submitted anonymously
Disadvantage: too
structured + technology
bound
Nominal
Variation on brainstorming
Group Adds verbal elements
Technique
Nominal: group in name only
during 2 out of 3 steps
Three steps after the problem is
described:
Nominal
Silently and independently
Group
Technique writes ideas
Collectively describe all
ideas, no criticism
Silently and independently
evaluate ideas
Chapter 9
Communicatin
g in Teams and
Organizations
9.1 Definition, the
importance of
communication & A model
Definition
The process by which information is
Communicati transmitted and understood between
on Defined two or more people

Effective communication
Transmitting intended meaning (not just
symbols)
Importance of
Communication
1.Coordinating work activities

2.Vehicle for organizational learning

3.Critical ingredient for decision making

4.Influencing others changing their

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

3.Shared context mental models


Parties have a common understanding of the
environment
4.Experience encoding the message
Sender is experienced at communicating the
message topic
9.2 Communication
Channels
Verbal
and Verbal Communication: uses
Nonverbal words; spoken or written
Communi
cation Nonverbal Communication:
does not use words; body
language, facial expressions,
gestures, eye contacts
Popularity of email in the
workplace
Internet Written, edited and transmitted quickly
Based Asynchronous
Communi No need to coordinate communication
session
cation
Well defined information for decision
making
Central for coordinating work
Reduced face-to-face and telephone
communication
Increase communication with people up
the hierarchy
Reduces stereotype biases
Problems
With
1. Poor Communication of
Emails
Emotions
and Other
Digital 2. Less Politeness and
Message Respectfulness
Channels 3. Cumbersome Medium for
Ambiguous, Complex and Novel
Situation
4. Contributes to Information
Overload
Workplac
e
Communi Internet or mobile-based
cation channels
Through More conversational and
Social reciprocally interactive
Media
between sender and
receiver, resulting in a sense
of community
Includes facial gestures, voice
Nonverbal intonation, physical distance and
Communi even silence
cation Necessary where noise or physical
distance prevents effective verbal
exchanges and the need for
immediate feedback precludes
written communication
Nonverbal cues signal subtle
information to both parties
Difference
Between
Verbal Less rule-bound than verbal
and communication
Nonverbal Automatic and
Communi nonconscious
cation
Automatic process of catching
Emotional or sharing another persons
Contagion
emotions by mimicking the
persons facial expressions and
other nonverbal behavior.
How
Emotional 1.Mimicry provides continuous
Contagion feedback
Influences
Communi 2.A way of receiving
cation emotional meaning from
and others
Social 3.Fulfill the drive to bond
Relations
hip
9.3 Choosing the Best
Communication Channel
Factors in Choosing the Best Communication
Channel
Media
Richness
Theory

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

Information load: amount of info

overload=noise, because information gets:

Overlooked

Misinterpreted

Results: poor decisions and high stress


Information
overload
Minimized by:

Increasing information processing capacity


Information
Overload Reducing information load

Reading faster, Scanning, Removing distractions,


and Time management

Reduced by: B O S

Buffering: incoming info->filtered

Omitting: overlook messages

Summarizing: condensed version, concise


Increasing diversity
in the workforce
creates cross-cultural
communications
issues
Differences in:

Intonation
Language Words: easily misunderstood

exaggerations

Silence

Means respect in some culture

Means lack of communication and even


disagreement

Conversation overlaps: talking while someone is


talking to you
Gestures and Body language
Nonverbal
differences

Have different meanings across


cultures
Gender
differences
9.6 Improving
Communication through
the Hierarchy
Workspac
e Design

Open workspace? Is it good?


Bathroom
Increase the amount of Effect
face to face interaction

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

Top examples are Town

Managemen Hall Meetings

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

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