Teams according to objectives: problem solving, self-managed, cross-functional and virtual.

Another classification: work teams (producing goods or providing services). Example: treatment teams.Parallel teams pull together from different work units to perform specific function. Example: quality improvement teams.Project teams produce one time output. Management teams coordinate and provide direction to the subunits under their jurisdiction.

Leading TeamsENG 100B

The Five Stage Model of Group Development

1. Forming. Members become acquainted with each other; team purpose; boundaries. Polite interactions.

2. Storming. Norms/roles/procedures development; conflicts.

3. Norming. Groups becomes more cohesive/unified.

4. Performing. Task – focus; need for improvement/innovation.

5. Adjourning. Task accomplishment stage.

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Norms –

Rules within a group indicating how its members should or should not behave.

Leading Teams

Solomon Asch’s conformity experiments.

Students participated in a "vision test." In reality, all but one of the participants were confederates of the experimenter.

The participants — the real subject and the confederates —were asked which line was longer than the other, which were the same length, etc. The confederates had been prearranged to all give an incorrect answer to the tests.

Leading Teams

Decision Making by Groups

Groupthink –

phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.

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Group polarization –

Shifting a position to more extreme (both for or against) after joining a group with similar initial position/having a discussion.

Improving Decision Making by Groups

Devil’s advocate technique:

One group member is assigned the task of disagreeing with and criticizing whatever plan/decision is under consideration

Leading Teams

Leading Teams

In large groups diffusion of responsibility or social loafing occurs.

Social Loafing – a reduction in motivation/effort when working as a part of a group vs. individual effort.

Job performance = f(ability)(motivation)

Sanzotta (1977)

White-collar workers Blue-collar workers

interesting work

opportunity to develop special abilities

enough information

enough authority

enough help and equipment;

friendly and helpful coworkers

opportunity to see results of work

competent supervision

responsibilities clearly defined

good pay

good pay

enough help and equipment

job security

enough information

interesting work

friendly and helpful coworkers

responsibilities clearly defined

opportunity to see results of work

enough authority

competent supervision

Leading Teams

Leading Teams

Source: provenmodels.com

Maslow’s Hierarchy of Needs

Leading Teams

Robbins, Stephen P., and Nancy Langton, Organizational Behavior: Concepts, Controversies, Applications. Toronto: Pearson Education, 2003.

Motivating Potential Score (MPS) :

MPS = (Variety + Identity + Significance) x Autonomy x Feedback

3

Task – related Management – related

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Core Job Characteristics

Critical Psychological States Outcomes

Hackman, Oldham (1976, 1980)

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“Responsibility requires self-control. That in turn requires continues information on performance against standards. …The information the worker needs must satisfy the requirements of effective information. It must be timely. It must be relevant. It must be operational. It must focus on his job. Above all it must be his tool. Its purpose must be self-control rather than control of others…

The real strength of feedback information – and the major reinforcer – is clearly that the information is the tool of the worker for measuring and directing himself. The worker does not need praise or reproach to know how he is doing. He knows”.

Peter Drucker, Management: Tasks, Responsibilities, Practices, 1974

Feedback

Uncertainty

Need for security

Feedback

Feedforward

Feedback vs. Feedforward

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Feedback Feedforward

Feedback vs. Feedforward

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Attitude represents how people feel or their state of mind about something. It effects how they behave.

Attitudes

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Role Distancing –

is the act of separating oneself from the role when one disagrees with the expectations associated with a role.

Distributive Justice perceived fairness of the amount and allocation of rewards.

Procedural Justice the perceived fairness of the process used to determine the distribution of rewards.

Interactional Justice the quality of the interpersonal treatment received from others.

Equity Theory (Adams, 1963.1965)

My Inputs

My outcomes

Other’s Inputs

Other’s Outcomes=

Destructive

Active

Passive

Constructive

Leading Teams

The question Who ought to be the boss? is like as Who ought to be the tenor in the quartet? Obviously, the man who can sing tenor. ~ Henry Ford

Leadership

How to recognize a Leader?

Intelligence;

Self-confidence;

Ambition/energy, determination;

Honesty/integrity;

Sociability.

"Leadership is a potent combination of strategy and character. But if you must be without one, be without

strategy." – Norman Schwarzkopf

TRAITS

Leadership

Blake and Mouton Managerial Grid

Leadership

Hill’s Model for Team Leadership

Next Class: Decisions under Risk.Creativity and Innovation.

Read: Leveraging Your Teams’ Interpersonal Skillshttp://hbswk.hbs.edu/archive/4187.html