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Organizational Behaviour – Ch11

University of Ottawa
Uploaded: 3 years ago
Contributor: dante_alias
Category: Management
Type: Lecture Notes
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Filename:   Organizational Behaviour – Ch11.docx (24.14 kB)
Page Count: 3
Credit Cost: 1
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Transcript
CHAPTER 11 – TEAMS AND DIVERSITY Teams 2+ people who work interdependently over time toward a common goal related to task-oriented purpose accountable to one another   Types of Teams (p.357-360, ch.11)   Stages of Team Development (Figure 11.2) Forming Storming Group members sorting roles and responsibilities Power struggle Norming Roles, responsibilities, values, behaviours Performing Performing to the best of its abilities, highest stage of development Adjourning   Punctuated Equilibrium Model As the team is deciding what to do, they feel a sense of inertia - roles, values, goals etc. They then have a moment "midpoint" of realization that allows them to perform to the best of their abilities as a team. Team Interdependence Interdependence of… Outcomes Goals Tasks The degree to which teammates interact/rely on one another   Types of (task) Interdependence Pooled interdependence Everyone is working independently to the output, but not communication within one another , no coordination required, not accountable to one another (Figure 11-3) Sequential interdependence Assembly line model, one member to another - all the way until the output Reciprocal Interdependence Subgroups working together to attain a common goal, subspecialties with team ->ideal Comprehensive interdependence Everyone working together at the same time to attain a common goal, decisions are complex -> requires everyone's input, different expertise, requires a lot of collaboration - more time consuming   Using a type of task interdependence that is NOT called for Poor goal accomplishment   Team Composition Five aspects of Team Composition (Figure 11-4) Member roles Member ability Member personality Conscientiousness Agreeableness Helps have smooth team interactions May not have someone to speak up when necessary Team diversity XEROX Two Opposing Views Similarity Attraction Easy to converse Value in diversity problem-solving Explanation Surface level diversity Deep level diversity Age of the group: Form, Storm, Norm before Perform Team Size   Tasks Disjunctive Task One correct answer Conjunctive Task Not necessarily one correct answer Additive Task Everyone is working independently, you take the answer at the end, success depends on how much every single person is working, team won't fail if someone slacks off   Member Ability and Tasks Disjunctive Tasks One member with great ability = team success Conjunctive Tasks One member with poor ability = team failure Additive Task More member with great ability = team success   NORMS First name basis or more formal Shared expectations regarding behaviour within the group Codes of conduct for the team Provide regularity and predictability   PROCESS LOSS Getting less than expected from the team Coordination problems Motivation problems Social loafing TEAM STATES Figure 11.8 Cohesion When members have strong emotional bonds to other members and the team itself Threat and competition Success Group size Toughness of initiation Good, but depends on the norms of the team… Team Norms are productive + High team cohesion = high task performance Team norms are counter-productive + high team cohesion = low task performance Low team cohesion + team norms are productive = moderately high task performance High team cohesion + team norms are counter-productive = moderately low task performance   Not Good if groupthink takes over…   Team mental models - p. 379-382 Shared knowledge of team members' knowledge, abilities Shared understanding of work to be done

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