Chapter7GroupsandTeamworkCopyright?2011PearsonCanadaInc.LearningObjectivesDefinegroupsanddistinguishbetweenformalandinformalgroups.Discussgroupdevelopment.Explainhowgroupsizeandmemberdiversityinfluencewhatoccursingroups.Copyright?2011PearsonCanadaInc.LearningObjectives(continued)Reviewhownorms,roles,andstatusaffectsocialinteraction.Discussthecausesandconsequencesofgroupcohesiveness.Explainthedynamicsofsocialloafing.Copyright?2011PearsonCanadaInc.LearningObjectives(continued)Discusshowtodesignandsupportself-managedteams.Explainthelogicbehindcross-functional

teamsanddescribehowtheycanoperateeffectively.Understandvirtualteamsandwhatmakesthemeffective.Copyright?2011PearsonCanadaInc.WhatIsaGroup?Agroupconsistsoftwoormorepeopleinteractinginterdependentlytoachieveacommongoal.Interactionisthemostbasicaspectofagroup.Interdependencemeansthatgroupmembersrelytosomedegreeoneachothertoaccomplishgoals.Copyright?2011PearsonCanadaInc.WhatIsaGroup?(continued)Whyisgroupmembershipimportant?Groupsexertinfluenceonus.Groupsprovideacontextinwhichweareabletoexertinfluenceonothers.Copyright?2011PearsonCanadaInc.FormalWorkGroupsFormalworkgroupsaregroupsthatareestablishedbyorganizationstofacilitatetheachievementoforganizationalgoals.Themostcommonformalgroupconsistsofamanagerandtheemployeeswhoreporttothemanager.Othertypesofformalworkgroups:TaskforcesCommitteesCopyright?2011PearsonCanadaInc.InformalGroupsInformalgroupsaregroupsthatemergenaturallyinresponsetothecommoninterestsoforganizationalmembers.Theyareseldomsanctionedbytheorganization.Informalgroupscaneitherhelporhurtanorganization,dependingontheirnormsforbehaviour.Copyright?2011PearsonCanadaInc.GroupDevelopmentGroupsarecomplexsocialdevices.Theyrequireafairamountofnegotiationandtrial-and-errorbeforeindividualmembersbegintofunctionasatruegroup.Howdogroupsdevelop?Copyright?2011PearsonCanadaInc.TypicalStagesofGroupDevelopmentGroupsdevelopthroughaseriesofstagesovertime.Eachstagepresentsthememberswithaseriesofchallengestheymustmastertoachievethenextstage.Thestagesmodelisagoodtoolformonitoringandtroubleshootinghowgroupsaredeveloping.Copyright?2011PearsonCanadaInc.TypicalStagesofGroupDevelopment(continued)Notallgroupsgothroughthesestages.Theprocessappliesmainlytonewgroupsthathavenevermetbefore.Copyright?2011PearsonCanadaInc.StagesofGroupDevelopmentCopyright?2011PearsonCanadaInc.FormingGroupmemberstrytoorientthemselvesby“testingthewaters.”Thesituationisoftenambiguous,andmembersareawareoftheirdependencyoneachother.Copyright?2011PearsonCanadaInc.StormingConflictoftenemergesatthisstage.Confrontationandcriticismoccurasmembersdeterminewhethertheywillgoalongwiththewaythegroupisdeveloping.Sortingoutrolesandresponsibilitiesisoftenatissue.Copyright?2011PearsonCanadaInc.NormingMembersresolvetheissuesthatprovokedthestorming,andtheydevelopsocialconsensus.Compromiseisoftennecessary.Normsareagreedonandthegroupbecomesmorecohesive.Informationandopinionsflowfreely.Copyright?2011PearsonCanadaInc.PerformingThegroupdevotesitsenergiestowardtaskaccomplishment.Achievement,creativity,andmutualassistanceareprominentthemesatthisstage.Copyright?2011PearsonCanadaInc.AdjourningRitesandritualsthataffirmthegroup’sprevioussuccessfuldevelopmentarecommon.Membersoftenexhibitemotionalsupportforeachother.Copyright?2011PearsonCanadaInc.PunctuatedEquilibriumModelAmodelofgroupdevelopmentthatdescribeshowgroupswithdeadlinesareaffectedbytheirfirstmeetingsandcrucialmidpointtransitions.Equilibriummeansstability.Stretchesofgroupstabilitypunctuatedbyacriticalfirstmeeting,amidpointchangeingroupactivity,andarushtotaskcompletion.Doesthesequencesoundfamiliartoyou?Copyright?2011PearsonCanadaInc.Phase1Beginswiththefirstmeetingandcontinuesuntilthemidpointinthegroup’sexistence.Thefirstmeetingiscriticalinsettingtheagendaforwhatwillhappenintheremainderofthephase.Thegroupmakeslittlevisibleprogresstowardthegoal.Copyright?2011PearsonCanadaInc.MidpointTransitionOccursatalmostexactlythehalfwaypointintimetowardthegroup’sdeadline.Thetransitionmarksachangeinthegroup’sapproach.Howthegroupmanagesitiscriticalforthegrouptoshowprogress.Thistransitioncrystallizesthegroup’sactivitiesforPhase2.Copyright?2011PearsonCanadaInc.Phase2DecisionsandapproachesadoptedatthemidpointgetplayedoutinPhase2.Itconcludeswithafinalmeetingthatrevealsaburstofactivityandaconcernforhowoutsiderswillevaluatetheproduct.Copyright?2011PearsonCanadaInc.ThePunctuatedEquilibriumModelofGroupDevelopmentforTwoGroupsCopyright?2011PearsonCanadaInc.PunctuatedEquilibriumModel(continued)Adviceformanagingteams:Preparecarefullyforthefirstmeeting.Aslongaspeopleareworking,donotlookforradicalprogressduringPhase1.Managethemidpointtransitioncarefully.BesurethatadequateresourcesareavailabletoactuallyexecutethePhase2plan.Resistdeadlinechanges.Copyright?2011PearsonCanadaInc.GroupStructureandItsConsequencesGroupstructurereferstothecharacteristicsofthestablesocialorganizationofagroup-thewayagroupis“puttogether.”Themostbasicstructuralcharacteristicsalongwhichgroupsvaryaresizeandmemberdiversity.Otherstructuralcharacteristicsaregroupnorms,roles,status,andcohesiveness.Copyright?2011PearsonCanadaInc.GroupSizeThesmallestpossiblegroupconsistsoftwopeople,suchasamanagerandaparticularemployee.Inpractice,mostworkgroups,includingtaskforcesandcommittees,usuallyhavebetween3and20members.Copyright?2011PearsonCanadaInc.GroupSizeandSatisfactionMembersoflargergroupsconsistentlyreportlesssatisfactionwithgroupmembershipthanthoseinsmallergroups.Chancetoworkonanddevelopfriendshipsdecreaseassizeincreases.Largergroupsmightpromptconflictanddissension.Copyright?2011PearsonCanadaInc.GroupSizeandSatisfaction(continued)Manypeopleareinhibitedaboutparticipatinginlargergroups.Inlargegroups,individualmembersidentifylesseasilywiththesuccessandaccomplishmentsofthegroup.Copyright?2011PearsonCanadaInc.GroupSizeandPerformanceDolargegroupsperformtasksbetterthansmallgroups?Therelationshipbetweengroupsizeandperformancedependsonthetaskthegroupneedstoaccomplishandonhowwedefinegoodperformance.Typesoftasks:AdditivetasksDisjunctivetasksConjunctivetasksCopyright?2011PearsonCanadaInc.AdditiveTasksTasksinwhichgroupperformanceisdependentonthesumoftheperformanceofindividualgroupmembers.Foradditivetasks,thepotentialperformanceofthegroupincreaseswithgroupsize.Copyright?2011PearsonCanadaInc.DisjunctiveTasksTasksinwhichgroupperformanceisdependentontheperformanceofthebestgroupmember.Thepotentialperformanceofgroupsdoingdisjunctivetasksincreaseswithgroupsize.Copyright?2011PearsonCanadaInc.ProcessLossesGroupperformancedifficultiesstemmingfromtheproblemsofmotivatingandcoordinatinglargergroups.Asgroupsperformingtasksgetbigger,theytendtosufferfromprocesslosses.Problemsofcommunicationanddecisionmakingincreasewithsize.

Actualperformance=

Potentialperformance–ProcesslossesCopyright?2011PearsonCanadaInc.GroupSize,Productivity,andProcessLossesCopyright?2011PearsonCanadaInc.GroupSize,Productivity,andProcessLossesCopyright?2011PearsonCanadaInc.GroupSize,Productivity,andProcessLossesCopyright?2011PearsonCanadaInc.ProcessLosses(continued)Potentialperformanceandprocesslossesincreasewithgroupsizeforadditiveanddisjunctivetasks.Actualperformanceincreaseswithsizeuptoapointandthenfallsoff.Theaverageperformanceofgroupmembersdecreasesassizegetsbigger.Copyright?2011PearsonCanadaInc.ProcessLosses(continued)Thus,uptoapoint,largergroupsmightperformbetterasgroups,buttheirindividualmemberstendtobelessefficient.Copyright?2011PearsonCanadaInc.ConjunctiveTasksTasksinwhichgroupperformanceislimitedbytheperformanceofthepoorestgroupmember.Boththepotentialandactualperformanceofconjunctivetaskswoulddecreaseasgroupsizeincreases.Copyright?2011PearsonCanadaInc.GroupSizeandPerformance:SummaryForadditiveanddisjunctivetasks,largergroupsmightperformbetteruptoapointbutatincreasingcoststotheefficiencyofindividualmembers.Performanceonpurelyconjunctivetasksshoulddecreaseasgroupsizeincreases.Copyright?2011PearsonCanadaInc.DiversityofGroupMembershipDiversegroupshaveamoredifficulttimecommunicatingeffectivelyandbecomingcohesive.Diversegroupsmighttakelongertodotheirforming,storming,andnorming.Oncetheydodevelop,moreandlessdiversegroupsareequallycohesiveandproductive.Copyright?2011PearsonCanadaInc.DiversityofGroupMembership(continued)Diversegroupssometimesperformbetterwhenthetaskrequirescognitive,creativity-demandingtasks,andproblem-solving.Ingeneral,anynegativeeffectsof“surfacediversity”inage,gender,orraceseemtowearoffovertime.“Deepdiversity”inattitudestowardworkorhowtoaccomplishagoalcanbadlydamagecohesiveness.Copyright?2011PearsonCanadaInc.GroupNormsSocialnormsarecollectiveexpectationsthatmembersofsocialunitshaveregardingthebehaviourofeachother.Theyarecodesofconductthatspecifythestandardsagainstwhichweevaluatetheappropriatenessofbehaviour.Mostnormativeinfluenceisunconscious;weareonlyawareofitinspecialcircumstances.Copyright?2011PearsonCanadaInc.NormDevelopmentWhydonormsdevelop?Normsprovideregularityandpredictabilitytobehaviour.Whatdonormsdevelopabout?Normsdevelopaboutbehavioursthatareatleastmarginallyimportanttotheirsupporters.Howdonormsdevelop?Sharedattitudesamongmembersofagroupformthebasisfornorms.Copyright?2011PearsonCanadaInc.NormDevelopment(continued)Whydoindividualscomplywithnorms?Thenormcorrespondstoprivatelyheldattitudes.Theyoftensavetimeandpreventsocialconfusion.Groupshavearangeofrewardsandpunishmentsavailabletoinduceconformitytonorms.Copyright?2011PearsonCanadaInc.SomeTypicalNormsSometypesofnormsthatexistinmostorganizationsandaffectthebehaviourofmembersinclude:DressnormsRewardallocationnorms(equity,equality,reciprocity,socialresponsibility)PerformancenormsCopyright?2011PearsonCanadaInc.RolesPositionsinagroupthathaveasetofexpectedbehavioursattachedtothem.Rolesrepresent“packages”ofnormsthatapplytoparticulargroupmembers.Therearetwobasickindsofrolesinorganizations:AssignedrolesEmergentrolesCopyright?2011PearsonCanadaInc.RoleAmbiguityRoleambiguityexistswhenthegoalsofone’sjoborthemethodsofperformingitareunclear.Thereareavarietyofelementsthatcanleadtoroleambiguity:OrganizationalfactorsTherolesenderThefocalpersonCopyright?2011PearsonCanadaInc.AModeloftheRoleAssumptionProcessCopyright?2011PearsonCanadaInc.RoleAmbiguity(continued)Whatarethepracticalconsequencesofroleambiguity?Themostfrequentoutcomesarejobstress,dissatisfaction,reducedorganizationalcommitment,lowerperformance,andintentionstoquit.Managerscanreduceroleambiguitybyprovidingclearperformanceexpectationsandperformancefeedback.Copyright?2011PearsonCanadaInc.RoleConflictRoleconflictexistswhenanindividualisfacedwithincompatibleroleexpectations.Therearefourtypesofroleconflict:IntrasenderroleconflictIntersenderroleconflictInterroleconflictPerson-roleconflictCopyright?2011PearsonCanadaInc.IntrasenderRoleConflictAsinglerolesenderprovidesincompatibleroleexpectationstoaroleoccupant.Thistypeofroleconflictisespeciallylikelytoalsoprovokeambiguity.Copyright?2011PearsonCanadaInc.IntersenderRoleConflictTwoormorerolesendersprovidearoleoccupantwithincompatibleexpectations.Employeeswhostraddletheboundarybetweentheorganizationanditsclientsorcustomersareespeciallylikelytoencounterthisformofconflict.Itcanalsostemfromwithintheorganization.Copyright?2011PearsonCanadaInc.InterroleConflictSeveralrolesheldbyaroleoccupantinvolveincompatibleexpectations.Competingdemandsforone’stimeareafrequentsymptomofinterroleconflict.Copyright?2011PearsonCanadaInc.Person-RoleConflictRoledemandscallforbehaviourthatisincompatiblewiththepersonalityorskillsofaroleoccupant.Manyexamplesof“whistle-blowing”aresignalsofperson-roleconflict.Theorganizationhasdemandedsomerolebehaviourthattheoccupantconsidersunethical.Copyright?2011PearsonCanadaInc.RoleConflict:ConsequencesThemostconsistentconsequencesofroleconflictarejobdissatisfaction,stressreactions,loweredorganizationalcommitment,andturnoverintentions.Copyright?2011PearsonCanadaInc.RoleConflict(continued)Managerscanhelppreventemployeeroleconflictby:Avoidingself-contradictorymessagesConferringwithotherrolesendersBeingsensitivetomultipleroledemandsFittingtherightpersontotherightroleCopyright?2011PearsonCanadaInc.StatusStatusintherank,socialposition,orprestigeaccordedtogroupmembers.Itrepresentsthegroup’sevaluationofamember.Whatisevaluateddependsonthestatussysteminquestion.Allorganizationshavebothformalandinformalstatussystems.Copyright?2011PearsonCanadaInc.FormalStatusSystemsRepresentsmanagement’sattempttopubliclyidentifythosepeoplewhohavehigherstatusthanothers.Statussymbolsaretangibleindicatorsofstatus(e.g.,titles,paypackages,workschedules).Formalorganizationstatusisbasedonseniorityinone’sgroupandone’sassignedroleintheorganization–one’sjob.Copyright?2011PearsonCanadaInc.FormalStatusSystems(continued)Whydoorganizationsgotoallthetroubletodifferentiatestatus?Theyserveaspowerfulmagnetstoinducememberstoaspiretohigherorganizationalpositions.Reinforcestheauthorityhierarchyinworkgroupsandintheorganizationasawhole.Copyright?2011PearsonCanadaInc.InformalStatusSystemsSuchsystemsarenotwelladvertised,andtheymightlacktheconspicuoussymbolsandsystematicsupportthatpeopleusuallyaccordtheformalsystem.Theycanoperatejustaseffectivelyasformalstatussystems.Informalstatusislinkedtojobperformanceaswellasotherfactorssuchasgenderorrace.Copyright?2011PearsonCanadaInc.ConsequencesofStatusDifferencesMostpeopleliketocommunicatewithothersattheirownstatusorhigher,ratherthanwithpeoplewhoarebelowthem.Tendencyforcommunicationtomoveupthestatushierarchy.Ifstatusdifferencesarelarge,peoplecanbeinhibitedfromcommunicatingupward.Higher-statusmembersdomoretalkingandhavemoreinfluence.Copyright?2011PearsonCanadaInc.ReducingStatusBarriersBecausetheyinhibitthefreeflowofcommunication,manyorganizationsdownplaystatusdifferentiationbydoingawaywithstatussymbols.Thegoalistofosteracultureofteamworkandcooperationacrosstheranks.Emailseemstohaveleveledstatusbarriers.Copyright?2011PearsonCanadaInc.GroupCohesivenessGroupcohesivenessisacriticalpropertyofgroups.Itreferstothedegreetowhichagroupisespeciallyattractivetoitsmembers.Memberswanttostayinthegroupandtheydescribethegroupinfavourableterms.Cohesivenessisarelative,ratherthanabsolute,propertyofgroups.Copyright?2011PearsonCanadaInc.FactorsInfluencingCohesivenessWhatmakessomegroupsmorecohesivethanothers?ThreatandCompetitionExternalthreattothesurvivalofthegroupincreasescohesiveness.Honestcompetitionwithanothergroupcanalsopromotecohesiveness.Thegroupbecomesmorecohesivebecauseitimprovescommunicationandcoordination.Copyright?2011PearsonCanadaInc.FactorsInfluencingCohesiveness(continued)SuccessGroupsbecomemorecohesivewhentheysuccessfullyaccomplishsomeimportantgoal.Cohesivenesswilldecreaseafterfailure.MemberDiversityGroupsthataremorediversecanhaveahardertimebecomingcohesive.Ifthereisagreementabouthowtoaccomplishatask,itssuccesswilloftenoutweighsurfacedissimilarityindeterminingcohesiveness.Copyright?2011PearsonCanadaInc.Competition,Success,andCohesivenessCopyright?2011PearsonCanadaInc.FactorsInfluencingCohesiveness(continued)SizeLargergroupshaveamoredifficulttimebecomingandstayingcohesive.Largegroupshaveamoredifficulttimeagreeingongoalsandmoreproblemscommunicatingandcoordinatingeffortstoachievethosegoals.Copyright?2011PearsonCanadaInc.FactorsInfluencingCohesiveness(continued)ToughnessofInitiationGroupsthataretoughtogetintotendtobemoreattractivethanthosethatareeasytojoin.Copyright?2011PearsonCanadaInc.ConsequencesofCohesivenessIsmoreorlessgroupcohesivenessdesirable?Whataretheconsequencesofgroupcohesiveness?Copyright?2011PearsonCanadaInc.ConsequencesofCohesiveness(continued)MoreParticipationinGroupActivitiesThereismoreparticipationincohesivegroupsintermsoflowervoluntaryturnoverandabsenteeism,andgreatercommunication.Copyright?2011PearsonCanadaInc.ConsequencesofCohesiveness(continued)MoreConformityHighlycohesivegroupsareabletoinducegreaterconformitytogroupnorms.Membersofcohesivegroupsareespeciallymotivatedtoengageinactivitiesthatwillkeepthegroupcohesive.Canapplypressuretodeviantstogetthemtocomplywithgroupnorms.Copyright?2011PearsonCanadaInc.ConsequencesofCohesiveness(continued)MoreSuccessCohesivenesscontributestogroupsuccess.Cohesivegroupsaregoodatachievingtheirgoals.Groupcohesivenessisrelatedtoperformance.Thereisareciprocalrelationshipbetweensuccessandcohesiveness.Whyarecohesivegroupseffectiveatgoalaccomplishment?Copyright?2011PearsonCanadaInc.ConsequencesofCohesiveness:SummaryInhighlycohesivegroups,theproductivityofindividualgroupmembersissimilartoothermembers;inlesscohesivegroups,thereismorevariationinproductivity.Highlycohesivegroupstendtobemoreorlessproductivethanlesscohesivegroups,dependingonanumberofvariables.Cohesivenessismorelikelytopayoffwhenthetaskrequiresmoreinterdependence.Copyright?2011PearsonCanadaInc.HypotheticalProductivityCurvesForGroupsVaryinginCohesivenessCopyright?2011PearsonCanadaInc.SocialLoafingThetendencytowithholdphysicalorintellectualeffortwhenperformingagrouptask.Socialloafingisamotivationproblem.ThetendencyforsocialloafingisprobablymorepronouncedinindividualisticNorthAmericathaninmorecollectiveandgroup-orientedcultures.Socialloafinghastwodifferentforms.Copyright?2011PearsonCanadaInc.TheFreeRiderEffectInthefreeridereffect,peoplelowertheirefforttogetafreerideattheexpenseoftheirfellowgroupmembers.Copyright?2011PearsonCanadaInc.TheSuckerEffectInthesuckereffect,peoplelowertheireffortbecauseofthefeelingthatothersarefreeriding.Theyaretryingtorestoreequityinthegroup.Whataresomewaystocounteractsocialloafing?Copyright?2011PearsonCanadaInc.CounteractingSocialLoafingMakeindividualperformancemorevisibleKeepgroupsizesmall.MakesurethattheworkisinterestingIfworkisinvolving,intrinsicmotivationshouldcounteractsocialloafing.IncreasefeelingsofindispensabilityUsetrainingandthestatussystemtoprovidegroupmemberswithuniqueinputs.Copyright?2011PearsonCanadaInc.CounteractingSocialLoafing(continued)IncreaseperformancefeedbackIncreasefeedbackfromtheboss,peers,andcustomers.RewardgroupperformanceMembersaremorelikelytomonitorandmaximizetheirownperformanceandthatoftheircolleagueswhenthegroupreceivesrewardsforeffectiveness.Copyright?2011PearsonCanadaInc.WhatIsaTeam?Theterm“team”isgenerallyusedtodescribe“groups”inorganizationalsettings.TeamshavebecomeamajorbuildingblockoforganizationsandarenowquitecommoninNorthAmerica.Researchhasshownimprovementsinorganizationalperformanceintermsofbothefficiencyandqualityasaresultofteam-basedworkarrangements.Copyright?2011PearsonCanadaInc.CollectiveEfficacyWhenitcomestoteams,collectiveefficacyisimportanttoensurehighperformance.Collectiveefficacyconsistsofsharedbeliefsthatateamcansuccessfullyperformagiventask.Copyright?2011PearsonCanadaInc.DesigningEffectiveWorkTeamsAccordingtoJ.RichardHackman,aworkgroupiseffectivewhen:Itsphysicalorintellectualoutputisacceptabletomanagementandtootherpartsoftheorganizationthatusethisoutput.Groupmembers’needsaresatisfiedratherthanfrustratedbythegroup.Thegroupexperienceenablesmemberstocontinuetoworktogether.Copyright?2011PearsonCanadaInc.DesigningEffectiveWorkTeams(continued)Groupeffectivenessoccurswhen:Higheffortisdirectedtowardthegroup’stask.Whengreatknowledgeandskillaredirectedtowardthetask.Whenthegroupadoptssensiblestrategiesforaccomplishingitsgoals.Onewaytodesigngroupstobemoreeffectiveistomakethemself-managedworkteams.Copyright?2011PearsonCanadaInc.Self-ManagedWorkTeams(SMWTs)Workgroupsthathavetheopportunitytodochallengingworkunderreducedsupervision.Thegroupsregulatemuchoftheirownmembers’behaviour.Criticalsuccessfactorsofself-managedteamsinclude:Thenatureofthetask.Thecompositionofthegroup.Varioussupportmechanisms.Copyright?2011PearsonCanadaInc.TasksforSelf-ManagedTeamsTasksassignedtoself-managedworkteamsshouldbecomplexandchallenging.Theyshouldrequirehighinterdependenceamongteammembersforaccomplishment.Thetasksshouldhavethequalitiesofenrichedjobs.Copyright?2011PearsonCanadaInc.CompositionofSelf-ManagedTeamsStabilityGroupmembershipshouldbefairlystable.SizeSelf-managedteamsshouldbeassmallasfeasible.ExpertiseGroupmembersshouldhaveahighlevelofexpertiseaboutthetaskathandaswellassocialskills.Copyright?2011PearsonCanadaInc.CompositionofSelf-ManagedTeams(continued)DiversityGroupmembersshouldbesimilarenoughtoworkwelltogetheranddiverseenoughtobringavarietyofperspectivesandskillstothetaskathand.Onewayofmaintainingappropriategroupcompositionistoletthegroupchooseitsownmembers.Copyright?2011PearsonCanadaInc.SupportingSelf-ManagedTeamsAnumberofsupportfactorscanassistself-managedteamsinbecomingandstayingeffective.Reportsofproblemswithteamscanusuallybetracedbacktoinadequatesupport.Copyright?2011PearsonCanadaInc.SupportingSelf-ManagedTeams(continued)TrainingMembersofself-managedteamsrequireextensivetraininginareassuchastechnicaltraining,socialskills,languageskills,andbusinesstraining.RewardsRewardsshouldbetiedtoteamaccomplishmentratherthantoindividualaccomplishmentwhilestillprovidingteammemberswithsomeindividualperformancefeedback.Copyright?2011PearsonCanadaInc.SupportingSelf-ManagedTeams(continued)ManagementManagementshouldmediaterelationsbetweenteams,dealwithunionconcerns,andcoachteamstobeindependent.Copyright?2011PearsonCanadaInc.FactorsInfluencingWorkGroupEffectivenessCopyright?2011PearsonCanadaInc.ResearchonWorkGroupEffectivenessTaskcharacteristicsarerelatedtomostmeasuresofgroupeffectiveness.Groupcompositionisrelatedtoafewoftheeffectivenessmeasures.Teamsperceivedastoolargefortheirtasksratedaslesseffectivethanteamsperceivedasanappropriatesizeortoosmall.Managerialsupportrelatedtomanymeasuresofeffectivenessandisoneofthebestpredictorsofgroupperformance.Copyright?2011PearsonCanadaInc.ResearchonWorkGroupEffectiveness(continued)Groupprocessesarethebestpredictorsofgroupeffectiveness.Overall,researchhasshownimprovementsinteamproductivity,quality,customersatisfaction,andsafetyfollowingtheimplementationofself-managedworkteams.Copyright?2011PearsonCanadaInc.Cross-FunctionalTeamsWorkgroupsthatbringpeoplewithdifferentfunctionalspecialtiestogethertobetterinvent,design,ordeliveraproductorservice.Membershavetobeexpertsintheirownareabutabletocooperatewithothers.Bestknownfortheirsuccessinproductdevelopment.Copyright?2011PearsonCanadaInc.Cross-FunctionalTeams(continued)Thegeneralgoalsofusingcross-functionalteamsincludesomecombinationofinnovation,speed,andqualitythatcomefromearlycoordinationamongthevariousspecialties.Cross-functionalteamsgetallofthespecialtiesworkingtogetherfromdayone.Copyright?2011PearsonCanadaInc.PrinciplesforEffectivenessResearchhasdiscoveredanumberoffactorsthatcontributetotheeffectivenessofcross-functionalteams.CompositionAllrelevantspecialtiesarenecessaryandmustbeincluded.SuperordinategoalsAttractiveoutcomesthatcanonlybeachievedbycollaboration;theymustoverridefunctionalobjectives.Copyright?2011PearsonCanadaInc.PrinciplesforEffectiveness(continued)PhysicalproximityTeammembershavetobelocatedclosetoeachothertofacilitateinformalcontact.AutonomyCross-functionalteamsneedsomeautonomyfromthelargerorganization.Functionalspecialistsneedsomeauthoritytocommittheirfunctiontoprojectdecisions.Copyright?2011PearsonCanadaInc.PrinciplesforEffectiveness(continued)RulesandproceduresSomebasicdecisionprocedure