1. Teams according to objectives: problem solving, self-managed, cross- functional and virtual. Another classification: work teams (producing goods or providing services). Example: treatment teams. Parallel teams pull together from different work units to perform specific function. Example: quality improvement teams. Project teams produce one time output. Management teams coordinate and provide direction to the subunits under their jurisdiction. Leading Teams ENG 100B

2. The Five Stage Model of Group Development 1.Forming. Members become acquainted with each other; team purpose; boundaries. Polite interactions. 2.Storming. Norms/roles/procedures development; conflicts. 3.Norming. Groups becomes more cohesive/unified. 4.Performing. Task – focus; need for improvement/innovation. 5.Adjourning. Task accomplishment stage. Leading Teams

3. Norms – Rules within a group indicating how its members should or should not behave. Leading Teams

4. Solomon Asch’s conformity experiments. Students participated in a "vision test." In reality, all but one of the participants were confederates of the experimenter. The participants — the real subject and the confederates —were asked which line was longer than the other, which were the same length, etc. The confederates had been prearranged to all give an incorrect answer to the tests. Leading Teams

5. Decision Making by Groups Groupthink – phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. Leading Teams Group polarization – Shifting a position to more extreme (both for or against) after joining a group with similar initial position/having a discussion.

6. Improving Decision Making by Groups Devil’s advocate technique: One group member is assigned the task of disagreeing with and criticizing whatever plan/decision is under consideration Leading Teams

7. In large groups diffusion of responsibility or social loafing occurs. Social Loafing – a reduction in motivation/effort when working as a part of a group vs. individual effort. Job performance = f(ability)(motivation)

8. Sanzotta (1977) White-collar workersBlue-collar workers interesting work opportunity to develop special abilities enough information enough authority enough help and equipment; friendly and helpful coworkers opportunity to see results of work competent supervision responsibilities clearly defined good pay enough help and equipment job security enough information interesting work friendly and helpful coworkers responsibilities clearly defined opportunity to see results of work enough authority competent supervision Leading Teams

9. Source: provenmodels.com

10. Maslow’s Hierarchy of Needs Leading Teams

11. Robbins, Stephen P., and Nancy Langton, Organizational Behavior: Concepts, Controversies, Applications. Toronto: Pearson Education, 2003. Motivating Potential Score (MPS) : MPS = (Variety + Identity + Significance) x Autonomy x Feedback 3 Task – related Management – related Leading Teams

12. Core Job Characteristics Characteristics Critical Psychological StatesOutcomes Hackman, Oldham (1976, 1980) Leading Teams

13. “Responsibility requires self-control. That in turn requires continues information on performance against standards. …The information the worker needs must satisfy the requirements of effective information. It must be timely. It must be relevant. It must be operational. It must focus on his job. Above all it must be his tool. Its purpose must be self-control rather than control of others… The real strength of feedback information – and the major reinforcer – is clearly that the information is the tool of the worker for measuring and directing himself. The worker does not need praise or reproach to know how he is doing. He knows”. Peter Drucker, Management: Tasks, Responsibilities, Practices, 1974 Feedback

14. Uncertainty Need for security Feedback Feedforward Feedback vs. Feedforward Leading Teams

15. FeedbackFeedforward Feedback vs. Feedforward Leading Teams

16. Attitude represents how people feel or their state of mind about something. It effects how they behave. Attitudes Leading Teams Role Distancing – is the act of separating oneself from the role when one disagrees with the expectations associated with a role.

17. Distributive Justice perceived fairness of the amount and allocation of rewards. Procedural Justice the perceived fairness of the process used to determine the distribution of rewards. Interactional Justice the quality of the interpersonal treatment received from others. Equity Theory ( Adams, 1963.1965 ) My Inputs My outcomes Other’s Inputs Other’s Outcomes =

18. Destructive Active Passive Constructive Leading Teams

19. The question Who ought to be the boss? is like as Who ought to be the tenor in the quartet? Obviously, the man who can sing tenor. ~ Henry Ford Leadership How to recognize a Leader?

20. Intelligence; Self-confidence; Ambition/energy, determination; Honesty/integrity; Sociability. "Leadership is a potent combination of strategy and character. But if you must be without one, be without strategy." – Norman Schwarzkopf TRAITS Leadership

21. Blake and Mouton Managerial Grid Leadership

22. Hill’s Model for Team Leadership

23. Next Class: Decisions under Risk. Creativity and Innovation. Read: Leveraging Your Teams’ Interpersonal Skills http://hbswk.hbs.edu/archive/4187.html