CHAPTER 7 : TEAM

ADM 501
NAMAF5A
HASLIZA BINTI MANSOR 2017102563
M O H D K H A I R I FA D Z L I B I N M O H D S H A F R I 2 0 1 7 7 6 0 4 1 5
MUHAMMAD ADHA BIN SULOR 2017304485
NURUL AINI BIN JAMALUDDIN 2017767979
NADIRAH BINTI NOLAN 2017960805
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 OF TEAMS & INFORMAL GROUPS

• Permanent team • Heterogeneous teams

– diverse
• Temporary teams characteristics

• Informal/Formal group • Homogeneous teams –

common characteristics
• Self Directed teams

• Virtual teams
 INFORMAL GROUPS

• Groups that exist primarily for the benefit of their

members
• Reasons why informal groups exist:
[Link] drive to bond
[Link] identity -- we define ourselves by group
memberships
[Link] accomplishment
[Link] support
• Individuals better/faster on some tasks
• Process losses - cost of developing and maintaining
teams Disadvantages
• Social loafing – the problem that occurs when people
exert less effort (usually perform at a lower level) when
working in team than when working alone.
• Make better decisions, products/services
• Better information sharing
• Higher employee motivation/engagement Advantages
• Fulfills drive to bond
• Closer scrutiny by team members
• Team members are benchmarks of comparison
ADVANTAGES AND DISADVANTAGES OF TEAMS
 What is Social Loafing?
• Social loafing describes the tendency of
individuals to put forth less effort when they
are part of a group. Because all members of the
group are pooling their effort to achieve a
common goal, each member of the group
contributes less than they would if they were
individually responsible
 Example of Social Loafing

• That your lecture assigned you to work on a class

project with a group of ten other students.
• Or in some cases, the other members of your
group assume that someone else will take care of
their share of the work, and you end up getting
stuck doing the entire assignment yourself
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

8-8
 HOW TO MINIMIZE SOCIAL LOAFING

• Use these essential strategies to increase

accountability and discourage social loafing:
• Keep the team small. When teams grow beyond
three to five members, the potential for social
loafing is high. Develop the rules of engagement.
Assign separate and distinct contributions for
every team member.
 A MODEL OF TEAM EFFECTIVENESS

A team is effective when its benefits the organization, its member and its own
survival.
The meaning of team effectiveness:
– It exists to serve organizational purposes.
– It relies on the satisfaction and wellbeing of its member - needs fulfillment
– Its ability to survive – to maintain the commitment of its member.
TEAM EFFECTIVENESS MODEL

Team Design

Team
•Task characteristics Effectiveness
Organizational
•Team size
and Team
•Team composition • Accomplish tasks
Environment
• Satisfy member
needs
 Rewards Team Processes • Maintain team
Communication survival
Organizational • Team development
structure • Team norms
Organizational
• Team cohesiveness
leadership
Physical space • Team trust
 TEAM DESIGN FEATURES

Team design Features

Task Teams work better when tasks are clear, easy to implement,
characteristics •learn roles faster, easier to become cohesive.
•ill-defined tasks require members with diverse backgrounds and
more time to coordinate.

Teams preferred with higher task interdependence.

Extent that employees need to share materials, information, or
expertise to perform their jobs.
 LEVELS OF TASK INTERDEPENDENCE

High A
Reciprocal
B C

Sequential
A B C
(Assembly
line)

Resource
Pooled
A B C
Low
 TEAM DESIGN FEATURES

Team size •Coordination, enough to complete works

•Smaller teams are better because:
• need less time to coordinate roles and resolve
differences
• require less time to develop more member involvement,
thus higher commitment

•But team must be large enough to accomplish task – consume

more time in coordination and organizing work

Team •Effective team members must be willing and able to work on the
composition team
•Effective team members possess specific competencies (5 C’s) –
next slide
FIVE C’S OF TEAM MEMBER COMPETENCIES
 TEAM COMPOSITION: DIVERSITY

• Team members have with diverse knowledge, skills, perspectives, values,

etc.
• Advantages
– better for creatively solving complex problems
– broader knowledge base
– better representation of team’s constituents
• Disadvantages
– take longer to become a high-performing team
– more susceptible to “faultlines”
– increased risk of dysfunctional conflict
 HOMOGENEOUS VS. HETEROGENEOUS TEAMS

Homogeneous Teams Heterogeneous Teams

• Less conflict • More conflict
• Faster team • Longer team
development development
• Performs better on • Performs better on
cooperative tasks complex problems
• Better coordination • More creative
• High satisfaction of team • Better representation
members outside the team
 TEAM PROCESSES - Stages of Team Development

Performing

Norming

Storming

Existing teams
Forming might regress Adjourning
back to an
earlier stage of
development
 TEAM BUILDING

Formal activities intended to improve the team’s development

and functioning – activities and programs initiated for team
members
•Types of Team Building
– Clarify team’s performance goals
– Improve team’s problem-solving skills
– Improve role definitions
– Improve relations
TEAM NORMS

Informal rules and shared expectations team

establishes to regulate member behaviors
Norms develop through:

– Initial team experiences

– Critical events in team’s
history
– Experience/values members
bring to the team
 PREVENTING/CHANGING DYSFUNCTIONAL TEAM NORMS

• State desired norms when forming teams

• Select members with preferred values
• Discuss counter-productive norms
• Reward behaviors representing desired
norms
• Disband teams with dysfunctional norms
TEAM COHESION

• The degree of attraction people feel toward

the team and their motivation to remain
members
• Both cognitive and emotional process
• Related to the team member’s social
identity
 INFLUENCES ON TEAM COHESION

Member • Similarity-attraction effect

similarity • Some forms of diversity have less effect

Team
• Smaller teams tend to be more cohesive
size

Member • Regular interaction increases cohesion

interaction • Calls for tasks with high interdependence
 INFLUENCES ON TEAM COHESION (CON’T)

Somewhat • Team eliteness increases cohesion

difficult entry • But lower cohesion with severe initiation

Team • Successful teams fulfillmember needs

success • Success increases social identity with team

External • Challenges increase cohesion when not

challenges overwhelming
 TEAM COHESION OUTCOMES

1. Motivated to remain members

2. Willing to share information
3. Strong interpersonal bonds
4. Resolve conflict effectively
5. Better interpersonal relationships
 TEAM COHESION AND PERFORMANCE

Team Norms
Support Moderately
High task
Company high task
Goals performance
performance

Team Norms Moderately

Oppose Low task
low task
Company performance
performance
Goals

Low Team High Team

Cohesiveness Cohesiveness
 TRUST DEFINED

Positive expectations one person has of another person in situations

involving risk
 THREE LEVELS OF TRUST

High
Identification-based Trust
Mutual understanding and an emotional bond among team members
Team members think, feel and act like each other.

Knowledge-based Trust
The predictability of another team member ‘s behaviour. Even we don’t agree
with a member action- confidence others ability or competence
e.g. Medical experts

Low Calculus-based Trust

Logical calculation that other team will act appropriately - its a lowest
potential trust and easily be broken by a violations of expectations

8-28
 SELF-DIRECTED TEAMS DEFINED

Cross-functional work groups organized around work

processes, that complete an entire piece of work requiring
several interdependent tasks, and that have substantial
autonomy over the execution of those tasks.

8-29
 SELF-DIRECTED TEAM SUCCESS FACTORS

• Responsible for entire work process

• High interdependence within the team
• Low interdependence with other teams
• Autonomy to organize and coordinate work
• Technology supports team communication/coordination
 VIRTUAL TEAMS

Teams whose members operate across space,

time, and organizational boundaries and are
linked through information technologies to
achieve organizational tasks
– Increasingly possible because of:
• Information technologies
• Knowledge-based work
– Increasingly necessary because of:
• Organizational learning
• Globalization
 VIRTUAL TEAM SUCCESS FACTORS

• Member characteristics
– Technology savvy
– Self-leadership skills
– Emotional intelligence
• Flexible use of communication technologies
• Opportunities to meet face-to-face
 TEAM DECISION MAKING CONSTRAINTS
• Time constraints
– Time to organize/coordinate
– Production blocking

• Evaluation apprehension
– Belief that others are silently evaluating you, as such members
limit their participation in team activities, silence
• Peer pressure to conform
– Suppressing opinions that oppose team norms, high
agreeableness, difficult to pointing out new ideas
• Groupthink
– Tendency in highly cohesive teams to value consensus at the
price of decision quality
– Concept losing favor -- consider more specific features
GENERAL GUIDELINES FOR TEAM DECISIONS

• Team norms should encourage critical thinking

• Sufficient team diversity
• Ensure neither leader nor any member dominates
• Maintain optimal team size
• Introduce effective team structures
 TECHNIQUES TO IMPROVE TEAM EFFECTIVENESS
1. Constructive conflict

Courtesy of Johnson Space Center/NASA

• Allow conflict that focusses on task rather than people

• People focus their discussion on the issue while maintaining respectfulness
for others having different points of view.
2. Rules of Brainstorming

1. Speak freely
2. Don’t criticize
3. Provide as many ideas as possible
4. Build on others’ ideas
Evaluating Brainstorming
Strengths
– Produces more creative ideas
– Less evaluation apprehension when team
supports a learning orientation
– Strengthens decision acceptance and team
cohesiveness
– Sharing positive emotions encourages
creativity
Weaknesses
– Production blocking still exists
– Evaluation apprehension exists in many
groups
 3. Electronic Brainstorming

• Relies on networked computers to submit and share creative ideas

• Strengths -- more creative ideas, minimal production blocking,
evaluation apprehension, or conformity problems
• Limitations -- too structured and technology-bound
4. Nominal Group Technique
Kind of brainstorming. Consisted of three stages:
a. silently and independently document their ideas
b. collectively describe these ideas to the other member without critique
c. Silently and independently evaluate the ideas presented

Individual Team Individual

Activity Activity Activity
Possible
Write down Vote on
solutions
Describe possible solutions
described
problem solutions presented
to others