1. 1 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition. 8 E I G H T Foundations of Team Dynamics C H A P T E R

2. 2 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Teams at Bombardier OMC Bombardier used a team- based approach at Outboard Marine Corp. to transform inefficient production methods and solve quality problems. Now OMC produces the highest quality Evinrude and Johnson engines ever made J. Orton

3. 3 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition 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 J. Orton

4. 4 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Groups versus Teams All teams are groups Some groups are just people assembled together Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together)

5. 5 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Types of Teams and Groups FormalTeams Temporary Permanent Communities of practice Production team Management team Friendshipgroup Friendship group Task force Skunkwork InformalGroups

6. 6 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Why Informal Groups Exist Innate drive to bond –Fulfil need for social interaction –Social identity Goal accomplishment Emotional support

7. 7 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Team Effectiveness Model Task characteristics Team size Team composition Team Design Achieve organizational goals Achieve organizational goals Satisfy member needs Satisfy member needs Maintain team survival Maintain team survival TeamEffectiveness Team developmentTeam development Team normsTeam norms Team rolesTeam roles Team cohesivenessTeam cohesiveness Team Processes Organizational and Team Environment Reward systems Reward systems Communication systems Communication systems Physical space Physical space Organizational environment Organizational environment Organizational structure Organizational structure Organizational leadership Organizational leadership

8. 8 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Team Design Features Task characteristics –Better when tasks are clear, easy to implement –Share common inputs, processes, or outcomes –Task interdependence Team size –Smaller teams are better –But large enough to accomplish task Team composition –Members motivated/competent to perform task in a team environment –Team diversity

9. 9 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Levels of Task Interdependence Sequential Pooled Reciprocal Resource ABC ABC A BC High Low

10. 10 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Homogeneous vs. Heterogeneous Teams Less conflict Faster team development Performs better on cooperative tasks Better coordination High satisfaction of team members More conflict Longer team development Performs better on complex problems More creative Better representation outside the team Homogeneous Teams Heterogeneous Teams

11. 11 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Existing teams might regress back to an earlier stage of development Forming Storming NormingPerforming Adjourning Stages of Team Development

12. 12 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Team Norms Informal rules and expectations team establishes to regulate member behaviours Norms develop through: –Explicit statements –Critical events in team’s history –Initial team experiences –Beliefs/values members bring to the team

13. 13 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Production Days 100 75 50 25 0 481216202428323640UnitsPressed per Hour Conformity to Team Norms Day 12: Peer pressure begins Day 20: Employee begins working alone Day 1: Employee begins job with team Day 28: Employee has doubled performance

14. 14 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Changing Team Norms Introduce norms when forming teams Select members with preferred norms Discuss counter-productive norms Reward behaviours representing desired norms Disband teams with dysfunctional norms

15. 15 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition TeamCohesiveness MemberSimilarity TeamSize MemberInteraction Somewhat Difficult Entry TeamSuccess ExternalChallenges Influences on Team Cohesiveness

16. 16 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Team Cohesiveness Outcomes Trevor Pound couldn’t get away for a planned vacation, so other team members turned his work area into a mini paradise. The practical joke illustrates how members of cohesive teams support each other. J. Major, Ottawa Citizen

17. 17 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Team Cohesiveness Outcomes Want to remain members Willing to share information Strong interpersonal bonds Resolve conflict effectively Better interpersonal relationships Members of cohesive teams: J. Major, Ottawa Citizen

18. 18 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition Team Norms Support Company Goals Team Norms Oppose Company Goals High Team Cohesiveness Low Team Cohesiveness Cohesiveness and Performance Low task performance Moderately high task performance Moderately low task performance High task performance

19. 19 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition The Trouble With Teams Individuals better/faster on some tasks Process losses - cost of developing and maintaining teams Companies don’t support best work environment for team dynamics Social loafing

20. 20 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition 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

21. 21 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.McShane 5th Canadian Edition. 8 E I G H T Foundations of Team Dynamics C H A P T E R