1. Teams and groups

2. Major change in the workplace Teams are increasingly used in all organizations. Job descriptions are less common. Increasingly use role descriptions. Snap on in Algona. Union environment. One line is all team based. No job descriptions. Pella Windows extensive use of teams. Kaizen for problem solving and production teams self-managed. Video of Chrysler.

3. Learning objectives Understand why are businesses increasingly using teams and the impact this has on your career. Understand the advantages and disadvantages of teams. What does it take to create a high performing team? Use principles in our class for team project.

4. Definitions A group is a set of people who have some degree of mutual interaction and shared objectives. A team is a type of group with a high degree of coordinated interdependent and coordinated interaction and a strong sense of responsibility for achieving group outcomes.

5. Developing Effective Teams: Next two classes Characteristics of effective teams. Problems of with team development Take the best--and overcome the problems.

6. Images of Groups with different levels of teamwork

10. Types of groups (not teams) Formal (managerial assigned). These include: Command—enduring, often managerial controlled but includes self-managing groups p.469 Project/task force—special purpose, temporary, usually cross functional. Kaizen at Pella. Committees—often standing or permanent, meet periodically to deal with cooperation, issues across units. Communication. Likely to include cross functional new products groups.

11. Informal groups Based on friendships and or common purpose. Informal groups can be helpful to an organization (gets things done quicker and effectively) or harmful (cliques and infighting). Need to know how to manage them. Often teams if large enough break into informal groups or cliques. How teams self- manage these informal groups is important.

12. Stages of team development Forming-initial orientation and interpersonal testing. Building commitment to a common purpose Big issues. Who is going to adopt different roles.

13. Building commitment Planning having a mission statement about goals and directions. Creating group rules. What are group rules that govern behavior. Written document.

14. Best to have a written statement and all sign. How does it build commitment. Mission statement goal commitment. Rules promote cohesiveness and equal contribution. Assumptions made the others share similar values.

15. Sample A We will try to keep the focus on the issues not on personalities. We will try to make scheduled meetings and will let the group know when we cannot. We will try to meet group deadlines and will let others know if we cannot. We will try to actively listen to others and avoid interruptions, side conversations, or the reading notes when someone is speaking. We will try to use "I" statements and avoid "you" statements. We will try to give everyone an opportunity to speak by not speaking again until everyone has a chance to talk. We will try to keep in mind that feeling statements are neither right nor wrong. Where possible, we will try to use personal examples rather than third person accounts. We will agree on a method of resolving disagreements and try to use if necessary. We will try to call a "time out" if the rules are not honored. We will seek assistance if we cannot resolve a major conflict.

16. Sample B Confidentiality Respect Group sets own agenda Welcome new members Respect for other group members One person speaks at a time Chance for every -one to have a say Manage time efficiently Commitment to group/negotiate absence No violence/no cell phones/no smoking!

17. Sample A is better Attendance: Enforcement Greater specificity Respect is too subjective.

18. Group roles Task roles--contribute directly to group performance

19. Roles cont Maintenance roles --support the emotional life of the group (ie cohesiveness and satisfaction)

21. In your in-class teams 4 roles Facilitator leader (task role). Sets the agenda and guides the group through the agenda. Keeps the group on task to complete some project in a timely manner. Recorder (task role). Keeps a written summary of group comments. Important role is that this person needs to speak up at the end of session and repeat notes for modifications. Also helps to keep group on task.

22. Encourager role This person is to monitor who is speaking and who is not speaking. This person’s job is to get ensure everyone has spoken and expressed their ideas (good cop role). Rules monitor, when a rule gets violated by someone, the violator needs feedback. Also, may suggest changes in the group rules (bad cop role).

23. Important to practice all roles One of the learning objectives Understand group processes and develop team skills by participating in teams

24. In real groups not assigned roles. Negotiate role expectations. Do not assume people think like you. Who does what and when. Who is responsible for what? Consequences. Fixed roles or rotated roles. Avoid natural inclinations. Develop skills at playing different roles with different projects.

25. Early development Stage Conflict over (goals), tasks and working as a team Many causes. Mission problems Goals are not shared; unrealistic goals, ambiguous goals. Example with projects. Goal to get an A.

26. Classic conflict Important to resolve through effective communication—more on this later in the course.

27. Tasks or working as team

28. What should a manager due to effectively get someone to work that does not do their fair share? 1/3 of the teams will have someone who does significantly less than others. Would like to get it to 10%.

29. Social loafing p 455 Reduced effort per person in large groups. Most groups will have someone who does less than others or someone who does more than others. Problems with equity, control of the group, conflicts.

30. Why? Most research is situational. Small number of people are truly lazy. Communication Task ambiguity (no goals or lack of agreement). Lack of individual responsibility/accountability. Personality conflicts. Type As vs Type Bs. Or lets do it early vs lets do it at the last minute. Organized vs Disorganized etc.

31. motivational Priorities, work deadlines, absence of incentives to work.

32. Managing Agreement sheets at end. Who does what and when. Controls or the one in charge. Set goals and put in writing. Be certain everyone is aboard. Personality. Accept differences. Give and take. Work with strengths and work around weaknesses. Make everyone equally responsible.

33. Lack of maintenance function. No one steps up to be the harmonizer, listener, facilitator, humorist, negotiator. Lack of incentives is difficult. However, team can redistribute points. Organizations that have teams also rely on peer appraisals for periodic performance review and pay adjustments.

34. Becoming a group Stage Consolidation around task (mission statement) and operating agendas (group rules). Someone is isolated and leaves. Or through negotiation change occurs Conflict can be positive (see page 475). Mission statement is revised. Rules are enforced/modified/clarified. Norms (p. 460) are established.

35. Problem solving vs Blaming

36. Performing as a team Moved from group to team in terms of shared goals and coordinated interaction. Does not get there often by chance. Hard work. Peak teamwork and task performance Fill in for others Trust, cooperation, shared goals, shared processes Team has high cohesion (motivation to remain in the group).

37. General Comments for Teams (Forming effective teams) Stage 1 is most critical. Yet so many teams just jump into the task. Spend time at this. Conflict. Realize it can be positive if managed with respect for others. Avoid Blame. What are we going to do. Addressing social loafing. Going to practice these.

38. Note on cohesion. Positive and negative. Better social interactions Stronger groups norms Goal achievement Member satisfaction. But Quality of decision making may be weaker (paradoxes).

39. Case discussion if time p. 483 What stage is this team in. How do you get the team through these problems. Offer specific suggestions.

40. Summary Covered one group problem –social loafing. Varying degree in your teams. Lots of suggestions for team development. Going to start practicing these for next class. Assign teams.