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Week 2-Chapter 2

by: Aimee Castillon

Week 2-Chapter 2 PSYC 467

Aimee Castillon
GPA 3.61

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About this Document

Lecture notes on Chapter 2
Psychology of Working Groups/Teams
Class Notes
Psychology, groups, teams, I/O psychology
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This 3 page Class Notes was uploaded by Aimee Castillon on Tuesday September 13, 2016. The Class Notes belongs to PSYC 467 at George Mason University taught by in Summer 2016. Since its upload, it has received 5 views. For similar materials see Psychology of Working Groups/Teams in Psychlogy at George Mason University.


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Date Created: 09/13/16
Week 2 Class Outline – Team Performance Objectives: At the end of this class you should be able to 1. Describe the IPO model of team performance 2. Discuss the selection and measurement of team output criteria 3. Describe how team inputs from the task, the team, and the organization all influence team output Individual Performance Model Inputs —> Mediators —> Outputs Outputs Performance = contribution Task performance = how well you do something Contextual performance OCB (organizational citizen behaviors)- cleaning office space, giving someone a birthday card CWB (counterproductive work behavior)- sexual harassment, stealing, bullying Adaptive performance = different circumstances Personal growth Attitudes / Organizational commitment Behaviors – withdrawal (i.e. absenteeism) Inputs Ability => “can do” KSAOs (i.e. physical skills, motor skills) Cognitive ability is #1 predictor Conscientiousness is second Motivation => “will do” level of effort personality Interventions Ability = i.e. training; selection Motivation = i.e. incentives; goal setting; self-efficacy Mediators – psychological processes that happen Feedback intervention theory- feedback improves performance Increase knowledge of results Affective response Focus of attention Team Performance Model Inputs —> Processes —> Outputs (IPO Model) Outputs: Performance Effectiveness/Productivity Viability- will the team continue? Cohesion Trust Social interactions Learning Measuring outputs Viability = Collective self-efficacy Performance= direct observation, self-report; organizational records; consumer/customer; ask the manager (#1) efficiency; quality; team vs. individual Processes (Mediators)  explanatory mechanisms; can be indicators Intragroup processes- interactions and relationships among team members (i.e. conflict resolution; communication; coordination; leadership; logistics) Emergent States Cohesion Collective efficacy vs. team potency Group norms Inputs Individual contributions Ability KSAs Social interaction competence Communication Organization skills Time management skills (team) Expertise Motivation Commitment to the team Social comparison- comparing oneself to others Feeling of being indispensable Social loafing Diffusion of responsibility Team-level contributions Organizational context Managerial support Policies, money/resources Team Design Deliberate design Team size should be fewer than 10 members Selection/Training should be together, not individually Diversity Team charters- written statements of objectives and practices Communication routines: members should directly communicate with intended recipient Metaroutines Feedback must be clear and regular Team Culture- unstated, implicit aspects of the team that aren’t discussed in a formal fashion Roles, norms, patterns of behavior Norm- agreed-upon set of rules that guides behavior of team members Interventions Training Team building exercises Incentives (rewards and/or punishments) Selection


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