ADM 2336 Lecture Notes - Lecture 17: Web Conferencing, Team Building, Pitch Shift
16 Jun 2018
School
Department
Course
Professor
Teams
Characteristics that describe teams
A team consists of two or more people who work interdependently over some
period to accomplish common goals related to some task oriented purpose
A special type of "group"
○
The interactions among members within teams revolve around a deeper
dependence on one another than the interactions within groups
○
The interactions within teams occur with a specific task-related purpose in
mind
○
•
Variations within team types
Work
Produce goods or services
○
•
Management
Integrate activities across business functions
○
•
Project
One time project output
○
•
Parallel teams
Provide recommendations and resolve issues
○
•
Action
Complex tasks, vary in duration, in highly visible and challenging
circumstance
○
•
Virtual teams
Geographically dispersed, interdependent activity through electronic
communications, e-mail, instant messaging, and web conferencing
○
•
Teams also vary in how developmentally mature they are
•
Team dependence
Task interdependence refers the degree to which team members interact with
and rely on other team members for the information, materials, and resources
needed to accomplish work for the team
Task
○
Goal
○
Outcome
○
•
There are 4 different types of task interdependence
Pooled
All members work separated and try to accomplish a specific goal
§
○
Sequential
Each member depends on the member before them
§
One cannot begin without the member before had finished their
work
§
To complete the task each of the member had to complete their
task
§
○
Reciprocal
This is a little complicated
§
There is a lot of discussion within the members
§
Not all members work together to accomplish the goals, sometimes
the group is divided into smaller groups and they work with each
other
§
○
Comprehensive
This is similar to reciprocal
§
The only difference is that all members are constantly working
together
§
○
•
Important
Using a type of task interdependence that Is not called for --> poor goal
accomplishment
•
Examples
Using reciprocal interdependence when sequential is sufficient = wasted
time
○
Using sequential interdependence when reciprocal is called for = poor
product/service
○
•
Goal interdependence
Goal interdependence exists when team members have a shared vision of the
team's goal and align their individual goals with that vision as a result
•
Outcome interdependence
Outcome interdependence exists when team members share in the
rewards that the team earns
○
•
Team composition
Team compositions has 5 components
Member roles
Team task roles
Initiator-contributor□
Coordinator□
Devil's advocate□
Energizer □
Procedural-technician□
§
Team building roles
Encourager □
Harmonizer □
Compromiser □
Gatekeeper/expediter □
Standard setter □
Follower □
§
Individualistic roles
Aggressor□
Blocker□
Recognition seeker□
Self-confessor□
Slacker □
Dominator □
§
○
Member ability
Member ability and tasks
Disjunctive task
One member with great ability = team success
®
□
Conjunctive task
One member with poor ability = team failure
®
□
Additive task
More members with great ability = team success
®
□
§
○
Member personality
Conscientiousness
More conscientious members = better team performance□
Even one member with particularly low conscientiousness =
lower team performance
□
§
Agreeableness
Some aggregable members = smoother interpersonal
dynamics
□
More aggregable members = possibly lower team
performance due to lack of constructive criticism
□
§
Extraversion
Some extraverted members = better team performance □
Too many extraverts = lower performance due to power
struggles/unproductive conflict
□
§
○
Team diversity
Can enhance team performance when innovation is required and
when members can and want to understand and integrate ideas
§
Surface level diversity
Negative effects on team performance weaken over time□
E.g.
Race, gender, age, ethnicity
®
□
§
Deep level diversity
Negative effects on team performance strengthen over time□
E.g.
Values, personality, personal goals
®
□
§
○
Team size
Team size and tasks
Disjunctive task
Larger size = greater team success
®
□
Conjunctive task
Larger size = weaker team success
®
□
Additive task
Larger size = greater team success
®
□
§
Research concluded that team members tend to be most satisfied
with their team when the number of members is between 4 and 5
§
○
•
Team composition
Norms
Shared expectations regarding behaviour within the group
○
Codes for conduct for the group
○
Established in order to provide regularity and predictability
○
•
Why are some teams more performing than the sum of their parts?
Team states
There are four types of states that tell why some teams are better than
others
Cohesion
This exists when members of teams develop strong emotional
bonds to other members of their team and to the team
□
Team cohesion is usually good but not if "groupthink" takes
over
Support for conformity and team harmony at the
expense of other priorities, such as goal
accomplishment
®
Some common symptoms
Illusion of invulnerability
◊
Unquestioned belief in group's morality
◊
Challenges to group's assumptions rationalized
away
◊
Negatively stereotypes those who object to the
group
◊
®
□
§
Potency
Degree to which members believe that the team can be
effective across a variety of situations and tasks
□
§
Mental models
Level of common understanding among team members with
regard to important aspect of the team and its task
□
§
Trans-active memory
How specialized knowledge is distributed among members so
that it results in an effective system of memory for the team
□
§
○
•
Team processes
Reflects the different types of activities and interactions that occur within teams
and contribute to their ultimate end goals
•
Process gain
Is getting more from the team than you would expect according to the
capabilities of its individual members
○
•
Process loss
Getting less than expected from the team
○
Coordination loss
Loss of team and energy die to integration efforts
§
○
Motivation loss
Loss in productivity because one or more members are not as
productive as they could be
§
Also called social loafing
§
○
•
Class 17 -Mar. 15th
Thursday, March 15, 2018
14:33
Teams
Characteristics that describe teams
A team consists of two or more people who work interdependently over some
period to accomplish common goals related to some task oriented purpose
A special type of "group"
○
The interactions among members within teams revolve around a deeper
dependence on one another than the interactions within groups
○
The interactions within teams occur with a specific task-related purpose in
mind
○
•
Variations within team types
Work
Produce goods or services
○
•
Management
Integrate activities across business functions
○
•
Project
One time project output
○
•
Parallel teams
Provide recommendations and resolve issues
○
•
Action
Complex tasks, vary in duration, in highly visible and challenging
circumstance
○
•
Virtual teams
Geographically dispersed, interdependent activity through electronic
communications, e-mail, instant messaging, and web conferencing
○
•
Teams also vary in how developmentally mature they are•
Team dependence
Task interdependence refers the degree to which team members interact with
and rely on other team members for the information, materials, and resources
needed to accomplish work for the team
Task
○
Goal
○
Outcome
○
•
There are 4 different types of task interdependence
Pooled
All members work separated and try to accomplish a specific goal
§
○
Sequential
Each member depends on the member before them
§
One cannot begin without the member before had finished their
work
§
To complete the task each of the member had to complete their
task
§
○
Reciprocal
This is a little complicated
§
There is a lot of discussion within the members
§
Not all members work together to accomplish the goals, sometimes
the group is divided into smaller groups and they work with each
other
§
○
Comprehensive
This is similar to reciprocal
§
The only difference is that all members are constantly working
together
§
○
•
Important
Using a type of task interdependence that Is not called for --> poor goal
accomplishment
•
Examples
Using reciprocal interdependence when sequential is sufficient = wasted
time
○
Using sequential interdependence when reciprocal is called for = poor
product/service
○
•
Goal interdependence
Goal interdependence exists when team members have a shared vision of the
team's goal and align their individual goals with that vision as a result
•
Outcome interdependence
Outcome interdependence exists when team members share in the
rewards that the team earns
○
•
Team composition
Team compositions has 5 components
Member roles
Team task roles
Initiator-contributor□
Coordinator□
Devil's advocate□
Energizer □
Procedural-technician□
§
Team building roles
Encourager □
Harmonizer □
Compromiser □
Gatekeeper/expediter □
Standard setter □
Follower □
§
Individualistic roles
Aggressor□
Blocker□
Recognition seeker□
Self-confessor□
Slacker □
Dominator □
§
○
Member ability
Member ability and tasks
Disjunctive task
One member with great ability = team success
®
□
Conjunctive task
One member with poor ability = team failure
®
□
Additive task
More members with great ability = team success
®
□
§
○
Member personality
Conscientiousness
More conscientious members = better team performance□
Even one member with particularly low conscientiousness =
lower team performance
□
§
Agreeableness
Some aggregable members = smoother interpersonal
dynamics
□
More aggregable members = possibly lower team
performance due to lack of constructive criticism
□
§
Extraversion
Some extraverted members = better team performance □
Too many extraverts = lower performance due to power
struggles/unproductive conflict
□
§
○
Team diversity
Can enhance team performance when innovation is required and
when members can and want to understand and integrate ideas
§
Surface level diversity
Negative effects on team performance weaken over time□
E.g.
Race, gender, age, ethnicity
®
□
§
Deep level diversity
Negative effects on team performance strengthen over time□
E.g.
Values, personality, personal goals
®
□
§
○
Team size
Team size and tasks
Disjunctive task
Larger size = greater team success
®
□
Conjunctive task
Larger size = weaker team success
®
□
Additive task
Larger size = greater team success
®
□
§
Research concluded that team members tend to be most satisfied
with their team when the number of members is between 4 and 5
§
○
•
Team composition
Norms
Shared expectations regarding behaviour within the group
○
Codes for conduct for the group
○
Established in order to provide regularity and predictability
○
•
Why are some teams more performing than the sum of their parts?
Team states
There are four types of states that tell why some teams are better than
others
Cohesion
This exists when members of teams develop strong emotional
bonds to other members of their team and to the team
□
Team cohesion is usually good but not if "groupthink" takes
over
Support for conformity and team harmony at the
expense of other priorities, such as goal
accomplishment
®
Some common symptoms
Illusion of invulnerability
◊
Unquestioned belief in group's morality
◊
Challenges to group's assumptions rationalized
away
◊
Negatively stereotypes those who object to the
group
◊
®
□
§
Potency
Degree to which members believe that the team can be
effective across a variety of situations and tasks
□
§
Mental models
Level of common understanding among team members with
regard to important aspect of the team and its task
□
§
Trans-active memory
How specialized knowledge is distributed among members so
that it results in an effective system of memory for the team
□
§
○
•
Team processes
Reflects the different types of activities and interactions that occur within teams
and contribute to their ultimate end goals
•
Process gain
Is getting more from the team than you would expect according to the
capabilities of its individual members
○
•
Process loss
Getting less than expected from the team
○
Coordination loss
Loss of team and energy die to integration efforts
§
○
Motivation loss
Loss in productivity because one or more members are not as
productive as they could be
§
Also called social loafing
§
○
•
Class 17 -Mar. 15th
Thursday, March 15, 2018 14:33
Document Summary
A team consists of two or more people who work interdependently over some period to accomplish common goals related to some task oriented purpose. The interactions among members within teams revolve around a deeper dependence on one another than the interactions within groups. The interactions within teams occur with a specific task-related purpose in mind. Complex tasks, vary in duration, in highly visible and challenging circumstance. Geographically dispersed, interdependent activity through electronic communications, e-mail, instant messaging, and web conferencing. Teams also vary in how developmentally mature they are. Task interdependence refers the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team needed to accomplish work for the team. There are 4 different types of task interdependence. All members work separated and try to accomplish a specific goal. Each member depends on the member before them.
