219. 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

220. 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

221. 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)

222. 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

223. 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

224. 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

225. 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

226. 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

227. 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

228. 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

229. 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

230. 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

231. 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

232. 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

233. 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

234. 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

235. 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)

236. 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

237. 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