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Teams and Team Processes

by: Emily McIlhattan

Teams and Team Processes OBHR 330

Marketplace > Purdue University > OBHR 330 > Teams and Team Processes
Emily McIlhattan
GPA 3.72
Organizational Behavior and Human Resources
Christine L. Jackson

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About this Document

This weeks notes cover teams and team processes covered in Ch. 11 and 12 in the textbook
Organizational Behavior and Human Resources
Christine L. Jackson
Class Notes
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This 4 page Class Notes was uploaded by Emily McIlhattan on Thursday February 19, 2015. The Class Notes belongs to OBHR 330 at Purdue University taught by Christine L. Jackson in Winter2015. Since its upload, it has received 104 views.


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Date Created: 02/19/15
OBHR 330 Chapter 11 and 12 Current Lecture Chapter 11 Teams There is an I in team as many l s as there is team members different personalities backgrounds upbringings values make them unique but also poses difficulties 1 Decision Making in Teams a It happens in every single organization sink or swim i Can be both effective and ineffective b Ex Water for good organizational chart core team we are looking at the decentralized part of their chart CFO CEO etc US Mgmt team i Different time zones languages cultures ii Lots of teams maintenance drilling educating within 2 Do teams Help use of teambased structures is founded on the notion that two heads are better than one Class exercise 0 Group decisions are often determined by the most persuasive individual as opposed to the best o It is often the least persuasive person who makes the best decision individual score even a minority can build up support for a solution by actively asserting themselves 0 Synergy how cohesive is your team how good was it at coming together and improving the overall situation 0 Implications of teams both positive and negative 0 Conformity tendency to pattern one s beliefs or behavior after others due to social pressures majority rule desire for consensus evaluation apprehension selfcensorship 0 Dominant Members hard to control persuade threaten persist in their point of view usually dominate the group 0 WinningAvoiding Arguments Second Lecture Team Processes Ex Ocean s Eleven Work Team high task interdependence and high outcome interdependence creates complexities InputOutput Model team inputs l team process loss team output l team process gain 0 Production blocking coordination loss everyone talking hurts the ow of information o Synergy what can be gained by interacting with each other above the average of the group members process gain I Taskwork Processes a Performance on i Production tasks 1 Productivity quality ef ciency ii Decision tasks 1 Sound accurate decisions iii Creativity Tasks 1 New and innovative ideas b Satisfaction are team members more satis ed than frustrated with the experience c Viability does the team break itself in completing the process Could they function going forward on a different project i If you are hard to place in a team that is problematic in terms of your job the company should have an easy time placing you d Learning did the team experience provide growth and development opportunities for the individual i Common to put new employees on a team for training and development new employees to learn from older seasoned employees ll Team Inputs a Size one of these most important factors if its political teams are much larger than needed b Member Characteristics anything that an individual brings with them i Gender Raceethnicity National origin functional area personality values and priorities c Diversity i Super Complex cultural diversity expertise diversityall of that interacting together 1 Ex all extroverts super talkative leadership roles can cause problems d Technology related to water for good e Team structure practice policies etc Ill Teamwork Processes rst nd the critical members then create the team around the individuals a Transition Processes i Important right when teams begin their work or between periods of task work 1 Mission Analysis 2 Strategy formulation 3 Goal speci cation ii Preparation stage whose responsible for what iii Action Processes how you execute your preparation goals 1 Important as task work is being accomplished a Monitoring progress towards goals b Systems monitoring c Helping behaviors and coordination 2 Most of the team work should be done outside the team meetings iv Interpersonal processes touch base with the team even though you are doing by yourself be dynamic communicate 1 Motivating and con dence building 2 Affect Management 3 Con ict Management a Relationship and task i Team processes can be managed by ensure proper team task roles and team building roles are being utilized IV Using the IPO Model will adding more members improve performance what happens to relevant process losses and process gains V Group DecisionMaking a Typical Occurrences in Group Decision making includes i Discussions that are usually unstructured ii Ideas which are generated and evaluated simultaneously iii A tendency to search for solution before problem is clearly understood VI Brainstorming Task work Processes a Four rules to minimize premature evaluation and evaluation apprehension i No criticism Encourage freewheeling iii Piggyback ideas iv Encourage many ideas b Ex Pringles idea from wet leaves or Macs old style with colors from jelly bean factory 1 IDEO Brainstorming other companies hire them to teach them how to brainstorm uency and exibility build a brainstorming culture create energy VII Divergent vs Convergent Thinking a Teams are much less pro cient at divergent thinking because of conformity pressures i Brain writing jot down all your ideas before the meeting sta rts stops chaos 1 Nominal Group Technique one method a De ne problem b Individual activity brain writing c Group accumulate it d Individual rank solutions e Discuss it b Teams excel at convergent thinking because teams are better at judging the quality of ideas c Effective design would be to separate the generation of ideas as individuals from evaluation and discussion of ideas as a team VIII Exercise Social Loa ng 1 Cut shifts incentivize 1 2 Micromanage divvying up the tasks 3 3 Quarterly evaluations 2 4 Pay them commission 4 IX Delphi Technique a Vairant of NGT in which members i Whole processes proceeds through questionnaires followed by feedback that can be computerized ii Take away that facetoface can be time consuming Group low interdependence


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