麦克沙恩《组织行为学》7eIChap008课件

Team

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Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.TeamworkatHFTInvestmentManagementCo.HFTInvestmentManagementCo.Ltd.believesinthe“valuederivedfromteamwork.”TheShanghai-basedinvestmentfundcompanymakesallinvestmentdecisionsinteams.WhatareTeams?GroupsoftwoormorepeopleExisttofulfillapurposeInterdependent–interactandcollaborateMutuallyaccountableforachievingcommongoals–influenceeachotherPerceivethemselvestobeateamManyTypesofTeamsPermanenceHowlongthattypeofteamusuallyexistsSkilldifferentiationDegreeofskill/knowledgediversityintheteamAuthoritydifferentiationDegreethatdecision-makingresponsibilityisdistributedthroughouttheteamorcentralizedInformalGroupsGroupsthatexistprimarilyforthebenefitoftheirmembersReasonswhyinformalgroupsexist:InnatedrivetobondSocialidentity--wedefineourselvesbygroupmembershipsGoalaccomplishmentEmotionalsupportTeamAdvantages/ChallengesAdvantagesMakebetterdecisions,products/servicesBetterinformationsharingIncreaseemployeemotivation/engagementChallengesProcesslosses–resourcesneededforteammaintenanceSocialloafing–memberspotentiallyexertlesseffortinteamsthanaloneTeamEffectivenessModelTaskcharacteristicsTeamsizeTeamcompositionTeamDesignAccomplishtasksSatisfymember

needsMaintainteam

survival

TeamEffectivenessTeamdevelopmentTeamnormsTeamcohesivenessTeamtrustTeamProcessesRewardsCommunicationOrgstructureOrgleadershipPhysicalspaceOrganizationalandTeamEnvironmentPSAPeugeotCitroën’s

TeamSpacePSAPeugeotCitroën

setupan“obeyaroom”(shownhere)tospeedupteamdecisionmaking.Plasteredwithchartsandnotesonkeyissues,thespaceencouragesface-to-faceinteractiontoquicklyresolveissues.Organization/TeamEnvironmentRewardsystemsCommunicationsystemsOrganizationalstructureOrganizationalleadershipPhysicalspaceBestTasksforTeamsComplextasksdivisibleintospecializedrolesWell-structuredtasks–easiertocoordinateHighertaskinterdependenceTeammembersmustsharematerials,information,orexpertisetoperformtheirjobsTeamsusuallybetterbecausehighinterdependence(a)requiresbettercommunication/coordinationand(b)motivatesteammembershipButteamslesseffectiveiftaskgoalsdiffer(e.g.servingdifferentclients)–useothercoordinatingmechanismsLevelsofTaskInterdependenceSequentialPooledReciprocalResourceABCABCABCHighLowTeamSizeSmallerteamsarebetterbecause:lessprocesslos--needlesstimetocoordinaterolesandresolvedifferencesrequirelesstimetodevelopmoreengagedwithteam–knowmembers,moreinfluenceontheteamfeelmoreresponsibleforteam’ssuccessButteammustbelargeenoughtoaccomplishtaskTeamPlayerSelectionat

MenloInnovationsAnnArbor,MichigansoftwarecompanyMenloInnovationsidentifiesjobapplicantswiththebestteamskillsthroughagroupselectionprocessinwhichapplicantsarepairedwitheachothertocompletesoftwaretasks.TeamCompositionEffectiveteammembersmustbewillingandabletoworkontheteamEffectiveteammemberspossessspecificcompetencies

(5C’sindiagram)CooperatingShareresourcesAccommodateothersCoordinatingAlignworkwithothersKeepteamontrackCommunicatingShareinformationfreely,efficiently,respectfullyListenactivelyConflict

ResolvingDiagnoseconflictsourcesUsebestconflict-handlingstrategyComfortingShowempathyProvidepsychcomfortBuildconfidenceTeamMemberCompetenciesTeamComposition:DiversityTeammembershavediverseknowledge,skills,perspectives,values,etc.Advantagesviewproblems/alternativesfromdifferentperspectivesbroaderknowledgebasebetterrepresentationofteam’sconstituentsDisadvantagestakelongertobecomeahigh-performingteamsusceptibleto“faultlines”–lessmotivationtocoordinateStagesofTeamDevelopmentForminglearnabouteachother;evaluatemembership.Stormingconflict;membersproactive,competeforroles.Normingrolesestablished;consensusaroundteamobjectivesandteammentalmodel.Performingefficientcoordination;highlycooperative;hightrust;commitmenttoteamobjectives;identifywiththeteam.Adjourningdisbanding;shiftfromtasktorelationshipfocus.TeamDevelopment:FormingIdentitiesandMentalModelsDevelopingteamidentityViewingteamas“us”ratherthan“them”Teambecomespartoftheperson’ssocialidentityDevelopingteammentalmodelsandcoordinatingroutinesForminghabitualroutineswithteammembersFormingshared/complementarymentalmodelsTeamBuildingFormalactivitiesintendedtoimprovetheteam’sdevelopmentandfunctioningTypesofteambuildingClarifyteam’sperformancegoalsImproveteam’sproblem-solvingskillsImproveroledefinitionsImproverelationsTeamNormsInformalrulesandsharedexpectationsteamestablishestoregulatememberbehaviorsNormsdevelopthrough:InitialteamexperiencesCriticaleventsinteam’shistoryExperience/valuesmembersbringtotheteamPreventing/ChangingDysfunctionalTeamNormsStatedesirednormswhenformingteamsSelectmemberswithpreferredvaluesDiscusscounter-productivenormsIntroduceteam-basedrewardsthatcounterdysfunctionalnormsDisbandteamswithdysfunctionalnormsTeamCohesionTeamcohesionThedegreeofattractionpeoplefeeltowardtheteamandtheirmotivationtoremainmembersTeamcohesionisstronger/occursfasterwith:HighermembersimilaritySmallerteamsizeRegular/frequentmemberinteractionSomewhatdifficultteamentry(membership)HigherteamsuccessMoreexternalcompetition/challengesTeamCohesionandPerformanceHighcohesionteamsusuallyperformbetterbecause:MotivatedtomaintainmembershipandachieveteamobjectivesShareinformationmorefrequentlyHighercoworkersatisfactionBettersocialsupport(minimizesstress)ResolveconflictmoreswiftlyandeffectivelyContingenciesofcohesionandperformanceTaskinterdependenceCohesionmotivatescooperation;lessimportantwithlowinterdependenceTeamnormsconsistentwithorganizationalobjectivesCohesionmotivatesconformitytoteamnormsCohesionmotivatesLOWERperformanceifnormsopposecompanyobjectivesThreeLevelsofTrustIdentification-basedTrustKnowledge-basedTrustCalculus-basedTrustHighLowSelf-DirectedTeamsSelf-directedteamsdefinedCross-functionalgroupsorganizedaroundworkprocessescompleteanentirepieceofworkrequiringseveralinterdependenttasks,havesubstantialautonomyovertaskdecisionsSuccessfactorsResponsibleforentireworkprocessHighinterdependencewithintheteamLowinterdependencewithotherteamsAutonomytoorganizeandcoordinateworkWorksite/technologysupportteamcommunication/coordinationVirtualTeamsMembersoperateacrossspace,time,andorganizationalboundaries--linkedthroughinformationtechnologiesVirtualTeamSuccessFactorsVirtualteammembercharacteristicsToolkitofcommunicationchannelsandfreedomtochoosechannelsthatworkbestforthemFairlyhightaskstructureOpportunitiestomeetface-to-faceTeamDecisionMakingConstraintsTimeconstraintsTimetoorganize/coordinateProductionblockingEvaluationapprehensionReluctancetomentionideasthatseemsillybecauseofbeliefofevaluationbyotherteammembersPeerpressuretoconformSuppressingopinionsthatopposeteamnormsOverconfidence(inflatedteamefficacy)Teamefficacyusuallybeneficial(motivatesperformance)InflatedteamefficacyOutcomes:falsesenseofinvulnerability,lessvigilantdecisions,lesstaskconflictCausedby:collectiveself-enhancement,highcohesion,externalthreatsGeneralGuidelinesfor

TeamDecisionsTeamnormsshouldencouragecriticalthinkingSufficientteamdiversityChecks/balancestoavoiddominantparticipantsMaintainoptimalteamsizeIntroduceeffectiveteamstructuresBrainstormingParticipantsthinkupasmanyideasaspossibleFourbrainstormingrulesSpeakfreelyDon’tcriticizeProvideasmanyideasaspossibleBuildonothers’ideasDismissedbylabresearch,butsupportedinfieldresearchandbyleadingcreativefirmsBrainstormingl