Chapter 8 OB

teams have purpose and requires interdependence

share similiar skills, minimal task interdependence

multiskilled, produce common product/service or make ongoing decisions; leadership teams usually have tight interactive interdependence

temporary teams to solve problems

borrowing people; away from organ

bound together by shared expertise and passion; medical practices

• two or more people
• fulfill a purpose
• interdependece
• mutaully accountable for achieving comon goals
• perceive themselves as social entity

• innant drive to bond
• social identity: define ourselves by group membership
• goal accomplishment
• emotional support

• make better decisions
• better information sharing
• higher employee motivation due to drive to bond, closer scrutiny of team members, and team members become benchmarks for comparison

• individuals are better and faster
• process losses: cost of developing and maintaining teams
• social loafing 
• limit creativity b/c of fear of being judged

• people exert less effort when working in teams b/c:
• individual effort is hard to identify
• less likely to occur when task is interesting, team's objective is importnat or people that value team membership

• form smaller teams
• specialize tasks
• meaure individual performance

• managed and controlled through team charteres
• based on organizational and team environment, team design, team processes, team effectiveness

when it benefits the organiztion, its members (satisfaction of its members) and its own survival (maintain commitment of people without having people leave)

• rewards
• communication
• organizational structure (flourishes around work processes b/c increases interaction and interdependence)
• organizational leadership
• physical space

• task characteristics are complex and can be divided into more specialized roles and requires interdependence of members
• team size: small enough to be able to get to know their team members (trust), more engaged, more influence on norms and goals, feel more responsible for successes and failures
• team composition: must be able and willing to perform owrk in a team environment; be a team player

• cooperating: share resources and accommodate others
• coordinating: align work with others, keep team on track
• communicating: share information freely, efficiently and respectfully, willing to listen
• comforting: show empathy
• conflict resolving: diagnose conflict

• team development
• team norms
• team cohesiveness
• team trust

• pooled: shares common resource, but otherwise independent
• sequential interdependce: output of one person beocmes direct input for another
• reciporcal: work output is exchanged back and force among indivduals

• more susceptible to faultlines
• increased risk of dysfunctional confllict
• takes longer to be high performing team

• forming: est. boundaries, testing and orientation
• storming: compete for roles, est. norms of behavior
• norming: first sense of cohesion, est. roles and team mental models
• performing: coordinate and resolve conflicts
• adjourning: wawy from tak orientation to relationship focus; team disbands

• team membership information: transition from "them" to "us" team goals over individual goals
• team competence development: forming rountines with others; forming shared mental models

team development

• a set of behaviors that people are expected to perform
• formal or infomal
• infomral roles realted to personal characteristics

formal activities intened to improve team development and function

• clarifying team's performance goals
• improve team's problem sovling skills
• improve role definitions
• improve relations

informal rules and shared expectations team est. to regulate member behviors

• initial encounter
• critical events
• experience/values members bring to the team
• rewards/speaking out

• state desired norms when forming
• select members with preferred values
• discuss counter productive norms
• rewards good norms
• disband team

• degree of attraction people feel toward team and their motivation to remain members
• both cognitive and emotional process (feel collective sense of pride)
• exist when members make team part of their social identity

• member similarity
• team size
• member interaction
• somewhat difficult entry
• team success
• external challenges

perform at a level more consistent with team norms, but when team norms conflict with organization's team norms, high cohesion will reduce team performance

positive expectations one person has of another person in situations involving rish foundation of team cohesion. 

teams whose members operate across space, time, organizational boundaries and are linked through information technologies to achieve organization tasks

information technology and knowledge based work

• organizational learning (encourage use of share and use knowledge)
• globalization

• member need to be technology savvy, self leadership skills, emotion intelligence to decipher feelings of teammates
• flexible use of communication techonologies
• meet face to face

• time constraints (production blocking)
• evaluation apprehension (others silently judging ou
• pressure to conform
• groupthink (value consenus at the price of decision quality)

• only one person speaks at a time in a group
• ideas are fleeting
• can't concentrate when listening to other's ideas
• concentrate on your own idea and not listening to others

people focus their discussion on the issue while maintaining respectfulness for others having different points of view

• encourage creativity
• team diversity
• no one dominates
• optimal team size
• effective team structures
• checks and balances