Study Guide for MGMT 428 Team Processes
AJ-773
mgmt_428_study_guide_1.pdf
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MGMT 428 Team Processes
Fall 2015
Team Processes – The Course A working understanding and practical skills
related to operating effectively in team settings
The influence of diversity and culture on teamwork
Motivating team members Developing effective team processes Constructive conflict management and team
communication Building innovative, nimble teams We will also focus on the development and use
of virtual teams
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Learning Objectives
Become more aware of how diversity and individual perspective influence preferences and behavior within teams.
Develop core interpersonal skills for effective team building.
Understand and apply key team process steps. Understand issues and challenges facing teams
in today’s organizations. Learn how to create a great team
experience… every time, as a team!
Tonight’s Agenda
- Introductions - Review course syllabus, logistics, expectations - Design Class Code of Conduct - Discuss Team Basics, including
- five characteristics of teams - types of teams - advantages/disadvantages of teams
- Team Performance and Productivity - Meet Your Team!! - Team Design
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Pamela Dusschee
Executive Director Graduate Business Programs School of Business Administration
BA Management & Organizational Leadership, George Fox University
Certificate in Training & Development, Portland State University
Executive MBA, OEMBA - University of Oregon
Pamela Dusschee
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1. What is your name?
2. Where are you from?
3. Where do you work?
4. What is your major?
5. How many credits?
6. What is your favorite food?
Syllabus & Logistics
Textbook – Making the Team, 5th Edition
Breaks – two 10 minute or one 15 minute?
Slides posted after class
Check D2L Monday & Thursday for updates/grades
Grades = Individual, Team & three Exams
Attendance = time in class for homework
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Class Code of Conduct
Small Groups
• List three things we can all do to ensure a respectful, productive and fun learning experience?
• Is it reasonable to expect this from everyone?
Entire Class
• What are our results?
• Can we all commit to them?
High Performance Team Quiz
1. When it comes to conflict, the highest performing teams should: a) Discourage it b) Let members vent openly c) Encourage conflict about attitudes; discourage conflict about
behaviors d) Encourage conflict about tasks; discourage conflict about
personalities
D. Encourage conflict about tasks; discourage conflict about personalities
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High Performance Team Quiz
2. When it comes to making decisions, teams are: a) Superior to individuals b) Inferior to individuals c) Better than the average of its members, but not necessarily as
good as the best performer
C. Better than the average of its members, but not necessarily as good as the best performer
High Performance Team Quiz
3. When it comes to creativity, teams are: a) Less creative than individuals b) More creative than individuals c) About equally creative
A. Less creative than individuals
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High Performance Team Quiz
4. The most commonly cited problem with regard to teamwork is: a) Trusting one another b) Listening to one another c) Sustaining motivation
C. Sustaining motivation
High Performance Team Quiz
5. When it comes to floor-time (talking) in a typical 8-person team meeting,
a) Every team member roughly contributes pretty much equally b) 3 people do over 75% of the talking c) 5 people do over 75% of the talking
B. 3 people do over 75% of the talking
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High Performance Team Quiz
6. The most important skills (competencies) that team members need to have are:
a) Task and people skills b) Speaking and listening skills c) Rationally and intuition skills
A. Task and people skills
High Performance Team Quiz
7. All of the following can minimize the “free rider” problem in teams, except:
a) Develop a team contract – a written statement of team objectives and practices
b) Increase the size of the team c) Performance reviews – periodically review and evaluate
members d) Increase each member’s involvement and ownership
B. Increase the size of the team
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High Performance Team Quiz
8. An essential condition for high performance teamwork is: a) Regular retreats b) Significant, meaningful performance incentives c) A shared goal d) Complementary skill sets
C. A shared goal
High Performance Team Quiz
9. A typical team is how old? a) 0-6 months b) 6-12 months c) 12-24 months d) Over 2 years
C. 12-24 months
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Introduction to Teams
What is a team?
“A group of people who are interdependent with respect to information, resources and skills, and who seek to combine their efforts to achieve a common goal.”
Introduction to Teams
Work Team an interdependent collection of individuals who share responsibility for specific outcomes for their organizations.
Groups are different than Teams
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Five Characteristics of Teams
Shared Goal Interdependent Bounded & Stable
Authority over own work
Social System Context
Types of Teams
•Leader design, select, monitor, Members execute assigned work
•Control, efficient, low-cost start-up •Lack of ownership, low innovation
Manager- Led
•Leader determines goal, Members manage methods to achieve goal
•Improved quality, innovation, morale •Critical factors for success
Self- Managing
•Leader sets context, Members set own objectives and methods
•Highest potential for innovation, engagement •Potential for great success or great inefficiency
Self- Directing
•Members set objectives, design, manage own methods and provide context, No org chart
•Works best when everyone understands company mission •Greatest risk of misdirection
Self- Governing
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Self-Managing Teams
1. Clear direction • Does the team understand what it exists to achieve
2. A real team task • Collective responsibility for customers and major outputs
3. Team rewards • More than 80% reward dollars available to team not individuals
4. Basic material resources • Own space and access to materials necessary for work
5. Authority to manage work • Can determine own methods to achieve goals
6. Team goals • Can the team articulate specific goals
7. Strategy norms • Can team self-manage, detect problems, learn
1. Teams always perform better than individuals 2. Athletic teams always make good analogies
for business teams 3. Corporations are team-oriented 4. Effective teamwork is common in most
organizations 5. If a team experience a failure, it is a poor
performing team 6. Conflict is harmful to a team 7. Retreats will fix all conflicts
Myths about Teams
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Team Performance
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Team Performance: An Integrated Model of Teamwork
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Copyright © 2014 Pearson Education Inc.
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Team Performance: Team Context
Organizational Context – The organizational context in which a team does its work
Team Design – No design is a design
Team Culture – Personality of team reinforced by norms • Prescriptive norms – what should be done • Proscriptive norms – what should be
avoided
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Team Performance: Essential Conditions
Ability • Expertise, knowledge, skills, education
Motivation • Engaged and motivated to perform work
Strategy • Coordinating with others to meet
objectives of team
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For teams to perform effectively, members must have the expertise, or knowledge, skills, and abilities (KSA’s) to accomplish the task.
• Conflict resolution • Collaborative problem solving • Communication • Goal setting and performance management • Planning and task coordination
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Team Performance: Ability
There are five crucial KSA skills for team members:
Flow : Optimal performance
Team Performance: Expertise
• Flow is a psychological state in which a person is highly engaged in a task – so interested they lose track of time, and the process of engaging the task is its own reinforcement
• Engagement is critical for flow
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Social Facilitation – When watched, we perform better if we are already skilled.
Social Inhibition – When watched, we may perform worse because of lack of skill.
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• Engagement : Team members must be engaged and motivated to perform. Group potency, or the belief the group has in themselves, is a significant predictor of actual performance
• Motivation gains refer to circumstances that increase the effort expended by group members in a collective task
• Social Loafing is a steady decline in motivation and the average work done per member as group size increases
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Team Performance: Engagement
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• Diffusion on responsibility
Free Riding: People’s motivations often diminish in a team, especially the larger the team grows, the less likely it is that any one person will work as hard as they can
• Reduced sense of self-efficacy • Sucker aversion
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Three main causes of free riding:
Team Performance: Engagement
Suggestions for enhancing successful team performance:
• Increase identifiability
• Promote involvement
• Reward team members for performance
• Strengthen team cohesion
• Increase personal responsibility
• Use team charters
• Provide team performance reviews and feedback
• Maintain the “right” staffing level
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• Productivity: The productivity criterion asks whether the team’s output meets the standards of those who have to use it – the end user
• Cohesion: The processes that keep members of a team united
• Learning: Teams should represent growth and development opportunities for the individual needs of the members
• Integration: Important for teams to understand the organization’s goals to work effectively toward them
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Team Performance: Performance Criteria
Performance criteria are the factors used to evaluate the success or failure of a team effort:
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Team Performance:
Mission
Results
Power Morale
Norms Buy-In
Talent
Context Context
Rocket Model by Gordan J Curphy and Robert T. Hogan
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Making of the Team – Your Part
• Don’t believe everything you think
• Listen, then listen some more • Commit to your team. Team
Idetity • Encourage others to engage.
Ask questions • Value differences • Be Kind. Be Honest. Be Kind. • Have fun! Be creative!
Personal Histories Exercise
5 points 30 minutes
Break
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Meet Your Team
• Introduce yourselves
• OK to leave room
Sit together
• Initial each other’s papers
• Pick the most fascinating thing about each person
Share personal histories • One presenter per
team • Share
Report back to class
Meet Your Team Team 1 Abdulrahman Alafaj Eric Chitoubol Corey Dang Shawn Hazelrigg Nicholas Troiano
Team 2 Faisal Alhumaidan Dahir Dahir Adriana Di Santo Tan Ngo Rosa Tati
Team 3 Alphonse Bilicic Katie Christians Luke Hamilton Patrick Jamison Bryce Tuohy
Team 4 Abdulaziz Almohsen Rickey Butcher Kyle Hadeed Jan Paolo Pontillas Diana Shukri Lisa Veum
Team 5 Reid Abblitt Cathy Dang Jesse Debord Daphne Nguyen John Tran
Team 6 Ralph Bentley Tom Benjamin Burret Tara de Alicante Travis Hoffman Inna Teleguz Jiayi Zhang
Team 7 David Bard Dianna Chourarath Amina Foster Amanda McCoy Joseph Roberts
Team 8 Ryan Brown Kenneth Gyure Maria Martinez Matthew Veale Courtney Wachili
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Designing the Team
Team Design
Managing an effective team involves two sets of responsibilities:
• Managing the internal dynamics of the team itself • Navigating the organizational environment and managing
relationship with those on whom the team is interdependent
It is more important to have a well-designed team than a team with a good leader.
Three key aspects that form the internal system of teamwork:
• Task • People • Processes
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What work needs to be done? The Task
Teams that plan or develop performance strategies usually perform better
• Preplanning (planning before actually performing the task)
• On-line planning (planning during the task itself )
Is the goal clearly defined?
• Mission statement • Common errors • Team goals should be :
- Clear and simple - Specify ends but not means
• High-performance orientation versus high-learning orientation
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What work needs to be done? The Task
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What work needs to be done? The Task
Exhibit 4-3
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What work needs to be done? The Task
Is there a correct solution that can be readily demonstrated and communicated to members?
• Demonstrable tasks • Nondemonstrable tasks
Are team members’ interests :
• Perfectly aligned, (cooperative) • Opposing, (competitive)
• Mixed in nature
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What work needs to be done? The Task
How big should the team be?
• Generally, teams should be fewer than 10 in number • Large teams can have a number of negative effects • Advantages to smaller, even understaffed, teams
Time pressure: Good or bad?
• Teams adapt themselves to the constraints presented to them • Capacity problems • Capability problems
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Who is ideally suited to do the work? The People
Sets of skills that are important to think about when forming a team:
• Technical or functional expertise
• Task-management skills (See Exhibit 4-4)
• Interpersonal skills
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Who is ideally suited to do the work? The People
Exhibit 4-4
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Who is ideally suited to do the work? The People
Diversity – the advantages:
• Improved team performance • Expanded talent pool • Multiple viewpoints • Decision making • Competitive advantage
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Who is ideally suited to do the work? The People
Diversity – the challenges:
• Unconscious homogeneity • Surface versus deep-level diversity • Perceived versus actual diversity • Faultlines • Conflict • Solos and tokens
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Who is ideally suited to do the work? The People
Creating diverse teams
• Changing workforce demographics
Managing diversity:
• Publicly commit to valuing diversity • Solicit ideas and best practices from employees on
how to diversify • Educate members on the advantages of diversity • Diversify at all levels
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How to work together? Processes
Team Structure • How clearly the group’s processes are articulated
by team leaders and how closely they are adhered to by team members
Team norms • Norms are critical for team and organizational
performance • Norm development and enforcement • Norm violation and consequences • Changing norms
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How to work together? Processes
Team Coaching - There are three distinct features involved in coaching:
• The functions that coaching serves for a team
• The specific times in the task performance process when coaching is most likely to have the intended effects
• The conditions under which coaching is likely to facilitate performance
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Types of Coaching:
• Educational : Focuses on ability, knowledge, and skill
• Motivational : Focuses on how to enhance involvement
• Consultative : Focuses on how to best integrate members’ strength and abilities
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How to work together? Processes
NEXT WEEK: Reflection Paper
10 points Due at Beginning of Class
½ to one page, single spaced typed
You just met your new team members. Describe something you learned about each of them that you think will add value to the team. What value do you plan to add to your team?
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Homework – Identity & Charter
Identity
• Identify at least 3 things all team members have in common • Create a unique name for your team • Create a unique motto or slogan for your team • Select a color(s) and/or design a logo for you team. Please don’t just copy
from the internet.
Brainstorm ways to bond and define you as a team. Your goal is to build an identity and Team Brand that differentiates you from other teams in class.
Homework – Identity & Charter
Team Charter
1. Think about past experiences that were not good and that you’d like to avoid in this team.
2. Have an open discussion about what you hope to accomplish this term and agree on collective team goals.
3. Identify strategies you will use to accomplish your stated goals and then establish procedures, rules, values that set expectations to meet those goals.
4. Revisit your personal histories to make sure you have a plan of action for overcoming stated individual weaknesses.
5. Consider assigning roles and responsibilities to team members. 6. State consequences for not adhering to the team charter. 7. All members agree and sign charter.
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Homework – Identity & Charter
Deliverable – October 13 at beginning of class
1. Type up the four bulleted items from the Identity portion
2. Type of your Team Charter. All members must sign and date the contract.
3. You will be presenting your Team Identity and Charter to the rest of the class. In this informal presentation, of about five minutes, please explain to the class who your team is and what you agreed to on the charter.
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NEXT WEEK: Readings
Read before next week:
Chapter 5: Team Identity
Chapter 6: Team Mind
