Team Dynamics Chapter Outline
Kevin Dagrin
Chapter 7 & 8 Chapter Outline and Study Guide
MAN 4240
Chapter 7
Team Dynamics
Teams and Informal Groups
Teams are groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization.
Types of Teams in Organizations
Departmental teams - similar/complementary skills, same unit of organizational structure, usually minimal task interdependence.
Production/service/leadership teams - typically multiskilled, high interdependence, produce a common product/service/decision
Self-Directed teams - substantial autonomy over execution of tasks
Advisory Teams - provide …show more content…
SELF DIRECTED TEAMS (SDTs) - complete an entire piece of work and are very independent, high interdependence, close-knit groups
VIRTUAL TEAMS
Success factors of virtual teams:
Ability to communicate through technology
Strong self-leadership skills
Higher emotional intelligence
Teams should meet face-to-face at the beginning
TEAM DECISION MAKING - constraints
Time constraints (teams require more time than individuals, production blocking – only one person can speak at a time)
Evaluation apprehension (we are reluctant to speak about our ideas because others will evaluate them)
Pressure to conform (we give up our ideas)
Groupthink (high tendency to value consensus at the price of decision quality)
Structures to improve team decision making:
Constructive conflict
Brainstorming (speak freely, as many ideas as possible, don’t criticize)
Electronic brainstorming
Nominal group technique (members independently write down as many solutions, they present ideas to others and vote for each solution, high task orientation and low potential conflict)
CHAPTER 8
Communicating in Teams and Organizations
Importance of Communication
Information being transmitted and understood between 2 or more …show more content…
Fulfills the drive to bond and validate individual’s worth and identity
A model of Communication
Sender forms a message and encodes it into words, gestures, signs
Message is transmitted to receiver through com channels
Receiver decodes it to something meaningful (ideally to what sender had intended) Sender looking for evidence (feedback)
Transmission hampered by noise - psychological, social, structural barriers
Com effectiveness depends on ability to encode and decode - improvements
Both parties with similar codebooks (like dictionaries) - Less need for redundancy (rephrasing)
Similar mental models - Common understanding of context relating to info (NASA guys talking about equipment)
Familiarity with message topic -Developing scripts to illustrate the topic (Like sport practice)
Communication channels (verbal)
Face-to-face
better for emotions and persuasion voice intonation, use of silence immediate feedback
Written communication
Better for technical details (ideas easier to follow)
Longer to prepare
Emails – choice of most workplaces
Message quickly written, edited and
Chapter 7 & 8 Chapter Outline and Study Guide
MAN 4240
Chapter 7
Team Dynamics
Teams and Informal Groups
Teams are groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization.
Types of Teams in Organizations
Departmental teams - similar/complementary skills, same unit of organizational structure, usually minimal task interdependence.
Production/service/leadership teams - typically multiskilled, high interdependence, produce a common product/service/decision
Self-Directed teams - substantial autonomy over execution of tasks
Advisory Teams - provide …show more content…
SELF DIRECTED TEAMS (SDTs) - complete an entire piece of work and are very independent, high interdependence, close-knit groups
VIRTUAL TEAMS
Success factors of virtual teams:
Ability to communicate through technology
Strong self-leadership skills
Higher emotional intelligence
Teams should meet face-to-face at the beginning
TEAM DECISION MAKING - constraints
Time constraints (teams require more time than individuals, production blocking – only one person can speak at a time)
Evaluation apprehension (we are reluctant to speak about our ideas because others will evaluate them)
Pressure to conform (we give up our ideas)
Groupthink (high tendency to value consensus at the price of decision quality)
Structures to improve team decision making:
Constructive conflict
Brainstorming (speak freely, as many ideas as possible, don’t criticize)
Electronic brainstorming
Nominal group technique (members independently write down as many solutions, they present ideas to others and vote for each solution, high task orientation and low potential conflict)
CHAPTER 8
Communicating in Teams and Organizations
Importance of Communication
Information being transmitted and understood between 2 or more …show more content…
Fulfills the drive to bond and validate individual’s worth and identity
A model of Communication
Sender forms a message and encodes it into words, gestures, signs
Message is transmitted to receiver through com channels
Receiver decodes it to something meaningful (ideally to what sender had intended) Sender looking for evidence (feedback)
Transmission hampered by noise - psychological, social, structural barriers
Com effectiveness depends on ability to encode and decode - improvements
Both parties with similar codebooks (like dictionaries) - Less need for redundancy (rephrasing)
Similar mental models - Common understanding of context relating to info (NASA guys talking about equipment)
Familiarity with message topic -Developing scripts to illustrate the topic (Like sport practice)
Communication channels (verbal)
Face-to-face
better for emotions and persuasion voice intonation, use of silence immediate feedback
Written communication
Better for technical details (ideas easier to follow)
Longer to prepare
Emails – choice of most workplaces
Message quickly written, edited and