Organizational Psychology: A Scientist-Practitioner Approach Jex, S. M Organizational Psychology: A Scientist-Practitioner Approach Jex, S. M., & Britt, T. W. (2014) Prepared by: Christopher J. L. Cunningham, PhD University of Tennessee at Chattanooga Kelsey-Jo Ritter Bowling Green State University Kristen S. Jennings Clemson University

Chapter 12: Team Dynamics and Processes Within Organizations The widespread use of teams within organizations is highlighted; factors contributing to team effectiveness are presented from an organizational psychology perspective; the distinction between teams and groups is highlighted; core determinants of team effectiveness are also highlighted

Stages of Group Development Teams and their behaviors change over time Commonality in the way teams develop over time has led to theory development Tuckman’s (1965) stage model (Figure 12.1): Common stages observed in cyclical group development process: Forming Storming Norming Performing Adjourning (a later addition)

Stages of Group Development (Cont.) Gersick’s Punctuated Equilibrium Model: Groups experience inertia, broken up by periods of rapid change due to deadlines and environmental demands Always returning to equilibrium over time Direct practical implications for managers Patience with teams beginning a task Awareness of deadlines

Defining Team Effectiveness Steiner’s (1972): Actual productivity = Potential productivity – Process losses Hackman’s (1987) multidimensional perspective Output of the team Long-term viability of the team as a performing unit Impact of the team experience on individual members Winning isn’t everything: A broader view of group effectiveness (Comment 12.1) Highlight the prevalence of small teams within organizations  emphasizes why effectiveness is important

Models of Team Effectiveness McGrath’s (1964) model (Figure 12.2): Effectiveness results from an input–process–output (I-P-O) sequence within a team Individual-, team-, and environment-level influencing factors integrated into a Team Interaction Process five main theoretical models of team effectiveness from the organizational psychology literature are presented

Models of Team Effectiveness (Cont.) Gladstein’s (1984) model (Figure 12.3): I-P-O, but with different factors at the organizational level (resources and aspects of organizational structure are included) Inputs directly impact team effectiveness as well as mediating team processes A team’s task moderates the process  effectiveness relationship Not supported fully by research

Models of Team Effectiveness (Cont.) Hackman’s (1987) model (Figure 12.4): Normative I-P-O model that highlights critical factors organizations can control to improve team effectiveness: Organizational context (reward, education, and informational systems) Team design (task structure, team composition, team norms about performance) Synergy

Models of Team Effectiveness (Cont.) Shea and Guzzo’s (1987) model: Team effectiveness due to outcome interdependence, task interdependence, and group potency Campion’s synthesis of models (Figure 12.5): Simplified summary model Five factors directly influence team effectiveness (job design, interdependence, composition, context, process), as well as effectiveness criteria Initial research supports the utility of this direct linkage model between team characteristics and effectiveness

Summary of Effectiveness Models All models presented here are I-P-O type process models Good utility within organizations Limitations of these types of models: Assume linear progression Potential recursive process: Inputs–processes–outputs–inputs Oversimplify the concept Centrality and weighting of roles

Determinants of Team Effectiveness Team composition: More effective teams are composed of more highly skilled members Also important: Mix of skills/abilities, member personalities, and member attitudes Temporal consideration: Some member qualities are more effective at different phases Task design: Right tasks for team-based work are critical Design of tasks also influences intergroup interactions and processes Effect of stressful conditions - common factors influencing team effectiveness are discussed

Determinants of Team Effectiveness (Cont.) Organizational resources: Teams and individual workers need similar resources for effective performance Additional team needs: Training about how to work as a team, meeting space/time, leadership, management support Rewards: Careful alignment between team performance and rewards Also important: Interdependence, team-level rewards, team control over performance, and employee attitudes toward team-based rewards

Determinants of Team Effectiveness (Cont.) Team goals: Team-level goals are critical for motivation and performance Special considerations: Interplay between team and individual goals Mechanisms that may mediate/moderate the relationship between team goals and performance Clarity of team goals Positive team-level effects of difficult goals

Within-Team Processes Behavioral processes Communication: Flow of information and manner in which information is provided; centralized vs. decentralized communication Coordination: Managing work flow Cooperation: Backup behavior All conducive to effective team performance

Within-Team Processes (Cont.) Affective/Cognitive Processes Cohesiveness: Interpersonal and task based Collective efficacy Team empowerment Shared mental models: Team and task related Transactive memory Approach to conflict management: Task and emotion related

Between-Team Processes Processes operating between teams may influence organizational effectiveness Five main between-team processes (from Mathieu & Day, 1997): Formalization Coordination Cooperation Goal priority Interdependence

Enhancing Team Effectiveness Beyond appropriate matching of tasks to teams, three other strategies are presented: Selection: Some evidence suggests careful team composition can help Using the findings on what makes successful team members (high general mental ability and average conscientiousness) Possible importance of preference for teamwork and actual knowledge, skills, and abilities for teamwork as selection criteria Teamwork test (Table 12.2)

Enhancing Team Effectiveness (Cont.) Organizational reward systems: Careful design of reward systems to reinforce team-level performance Task and outcome interdependence are identified as key considerations to be jointly addressed Pay for performance plans and awards/recognition programs Team development interventions: Training at the team level may also improve a team’s effectiveness Common interventions are data-based and facilitated by a non–team member - ; the importance of considering the interplay between individual- and team-level rewards is emphasized

The Future of Teams in Organizations Teams have real staying power for several reasons: Increased complex and mentally demanding work Leaner organizations requiring temporary and core employees to work together over short periods of time Individuals must have core team work skills Prevalence of virtual teams growing