2181A bmos exam notes for whole course content PDF

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Chapter 11: Team characteristics & Processes

Teams: Two or more people who work interdependently over some time period to

accomplish common goals related to some task-oriented purpose. ● Interactions among members resolve around a deeper dependence on another than the interactions ● Interactions within teams occur with a specific task-related purpose in mind Team characteristics: Team types, Team interdependence, Team composition

5 team types: ● Work teams ❖ Relatively permanent, produce goods or provide service, requires full-time commitment ❖ E.g., production team members work together to assemble vehicles, and develop ideas for improvement ● Management teams ❖ Relatively permanent teams that participate in managerial-level tasks that affect the entire organization ❖ Integrate activities of subunits(functional/departments) across business functions ● Parallel teams ❖ members from various jobs within the organization that meet to provide recommendations about important issues that run parallel to the organization's production process ❖ Only part time, can be temporary, or permanent

❖ (e.g,. Faculty members from accounting, finance, and human resources work together to generate ideas about how to implement evidence-based management in the classroom). ● Project teams ❖ one-time tasks, complex and require input from members from different functional areas ❖ full time commitment ❖ (e.g) Project managers,software developers, quality analysts work together. ● Action teams ❖ Limited in duration that perform complex tasks in contexts that tend to be highly visible and challenging ❖ Extended period of time ❖ E.g., team of nurses and surgeons works together to complete a successful operation Variation with Team types Virtual teams: members are geographically dispersed, and interdependent activity occurs through electronic communications(email, web conferencing, social media)

Five-stage model of team development Forming: get to know others and determine boundaries Storming: members remain committed to the ideas they bring to the team Norming: resolve issues, begin to cooperate, norms develop Performing: comfortable in their roles, team makes progress to their goals Adjourning: separate, disperse from team Punctuated equilibrium model: team development when not much gets done till halfway point of a project, teams then make necessary changes to complete project on time Time: Members make assumptions and establish a pattern of behavior that lasts for the

first half of the project’s life Midpoint: Members realize that they must change their approach to the task in order to complete it on time Time(3rd one): The new framework dominates team behavior until task completion

Team interdependence ● Ways in which members of a team are linked to one another Task interdependence ● Team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team ● Pooled interdependence(lowest degree): complete work independently, and then this work is simply “piled up” to represent groups output ● Sequential interdependence: done in prescribed order and group is structured such that members specialize in tasks ● Reciprocal interdependence: perform specific tasks, interact with subset of other members to complete teams work ● Comprehensive interdependence: highest level of interaction and coordination among members as they try to accomplish work ● Level of task interdependence increases= increase amounts of time communicating and coordinating with other members to complete task ● Decrease in productivity is the ratio of work completed per amount of time worked ● Increase in task interdependence is the ability of a team to adapt to new situations. Goal & outcome interdependence ● Goal interdependence: degree to which team members have a shared vision of the teams goal and align their individual goals with that vision ● Mission statements describe what the team is trying to accomplish

● Outcome interdependence: degree to which team members share equally in the feedback and rewards that result from the team achieving its goals ● High outcome interdependence: depend on performance of other team members for the rewards they receive ● Low outcome interdependence: individual members receive rewards and punishments on their own performance Team composition: mix of various characteristics that describe the individuals who work for them. Team diversity, member roles, member personality Member roles ● Role: pattern of behaviour a person displays in a given context ● Team task roles: behaviours that directly facilitate accomplishment of team tasks(devils advocate, energizer, orientor) ● Team building roles: behaviours that influence the quality of the teams social climate( e.g., encourager, harmonizer, compromiser) ● Individualistic roles: behaviours that benefit the individual at the expense of the team ( e.g., seeker, aggressor, dominator)

Member ability ● Additive tasks: tasks, abilities of all members add up to determine team performance(fighting fires) ● Disjunctive tasks: most able member has the most influence on team performance (finding error in a computer program ● Conjunctive tasks Weakest link member has the most influence on team performance (packing boxes on an assembly line) Member personality ● Agreeableness(trusting): promotes harmony and cooperation(too many can be detrimental) ● Extroversion; perform effectively in interpersonal contexts(too many extroverts

can be detrimental) ● Conscientiousness: being dependable and hardworking( one member low in conscientiousness can be detrimental Team diversity ● Degree to which team members are different from one another ● 2 perspectives on diversity ❖ Value in diversity problem-solving approach ● Supports team diversity cause it provides larger pool of knowledge and perspectives ❖ Similarity attraction approach ● Counterproductive cause people tend to avoid interacting with others who are unlike them ● Surface-level diversity: diversity of observable attributes such as race sex, ethnicity, age ❖ Negative impact early on because of similarity-attraction ● Fault lines(diverse groups): knowledge & information may not be communicated to other subgroups ●

Informal subgroups develop based on similarity in surface-level

● Deep-level diversity: attributes that are inferred through observation or experience, such as attitudes,values and personality ❖ Time increases the negative effects of deep-level diversity ❖ Positive effects on team creativity

Team size

● Most effective team size depends on team type ● More members are beneficial for management and project teams but not for production tasks ● Managements and project engage in complex & knowledge work ● Production engage in less complex ● Student tend to be most satisfied with their team when the number of members is between 4-5 Team processes ● Different types of interactions that occur within a team as the team works towards its goals ● Process gain: getting more from the team than you'd expect on basis of capabilities of its individual members ● Process loss: getting less from the team than expected on basis of capabilities of its individual members ❖ Coordination loss: consumes time and energy that might otherwise be devoted to ask activity ❖ Production blocking: members have to wait on one another before they can do part of their task ❖ Motivational loss: members don't work as hard as they could ❖ Social loafing: exert less effort when working on team tasks than they would if they worked alone on those same tasks ● Taskwork processes: activities of team members that relate directly to the accomplishment of team tasks ● Teamwork processes: interpersonal activities that promote accomplishment of team tasks but do not involve task accomplishment itself ● Team states: specific types of feelings and thoughts that combine in the minds of team members as a consequence of their experience working together

Task Work process Creative behaviour: Novel & useful ideas ● Brainstorming: an attempted to increase the number of creative solutions to a problem by focusing on idea generations ● Rarely works as well as intended because of ❖ Social loafing ❖ Hesitancy to express ideas ❖ Production blocking ● Nominal group technique brings the team together, and outlines the purpose of meetings. Decision making ● Multiple members gathering info that's relevant to their area and then making recommendations to a team leader who is responsible for final decision ● Consensus: general agreement among members ● Decision informity: degree to which members possess adequate information about their own task responsibilities ● Staff validity: degree to which members make good recommendations to the leaders ● Hierarchical sensitivity: degree to which the leader effectively weighs the recommendations of members Boundary spanning: activities with individuals not part of the training ❖ E.g., example of boundary spanning is scout activities ❖ Ambassador activities: protects the team, persuade others to support the team, obtain important resources for team ❖ Task coordinator activities: coordinate task-related issues with people in other functional areas ❖ Scout activities: things members do to obtain information about technology, competitors, or broader marketplace

Teamwork processes Transition processes: Teamwork activities that focus on preparation for future work

● Mission analysis: an analysis of teams task, the challenges that face the team, and the resources available for completing the teams work ● Strategy formulation: development of courses of action and contingency plans, adapt those plans in light of changes that occur in teams environment ● Goal specification involves the development and prioritization of goals related to the team’s mission and strategy. Action processes ● Important as a taskwork is being accomplished(e.g., helping, & coordination) Monitoring progress towards goals: pay attention to goal-related info(e.g, charting team performance) System monitoring: involves keeping track of things that the team needs to accomplish its work Helping behaviour: involves members going out of their way to help or back up other team members. Coordination ● Synchronizing team members activities in a way that makes them mesh effectively and seamlessly ● An action process ● Poor coordinations results in members having to wait on others for information or resources Interpersonal processes ● Important before, during, or between periods(E.g., motivating and coordination) ● Focus on the management of relationships among team members

Motivating and confidence building: what members do or say that affect the degree to which members are motivated to work hard on the team's task(expressions). Affect management: activities that foster a sense of emotional balance and unity Conflict management ● Activities that team uses to manage conflicts that arise in the course of its work ● An interpersonal process ● 2 types of conflict ❖ Relationship conflict: disagreements in interpersonal relationships ❖ Task conflict: disagreements about the team’s task Effective conflict management ● Stay focus on teams mission ● Benefits of task conflict disappear if level of conflict gets heated ● Discuss their positions openly and exchange info

Team states ● Feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together. Cohesion ● A team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself ❖ High levels of motivation & commitment and as a consequence higher levels of team performance ● Cohesive teams are not necessarily good teams-- conformity and overconfidence can be detrimental ● Groupthink: behaviours that support conformity and team harmony at the expenses of other team priorities

Potency ● State reflecting the degree of confidence among team members that the team can be effective across situations and tasks ● Too much confidence early in a teams existence can decrease discussions about different positions in the team

Mental models ● Degree to which team members have a shared understanding of important aspects of the team and its task ● E.g., do members agree about how conflict should be managed in the group? Transactive memory ● The degree to which team members’ specialized knowledge is integrated into an effective system of memory for the team. ● Very fragile ● Knowing + knowing “who knows what” in the team Team characteristics and processes affect team performance ● Task interdependence has a moderate positive effect on team performance ● Task interdependence has a weak relationship with team commitment ● Teamwork processes moderate positive effect on team performance ● Teamwork processes has a strong positive effect on team commitment

Training teams Transportable teamwork competencies ● Training that helps employees develop general teamwork competencies that they can transport from one team context to another ● Conflict resolution,Collaborative problem solving: ● Goal-setting, Communications ● Planning & task coordination

Cross training ● Training team members in duties and responsibilities of their teammates ● 3 levels of depth ❖ Personal clarification: receive information about roles of other members ❖ Positional modeling: observe how other members perform their roles ❖ Positional rotation: experience carrying out responsibilities of teammates

Team process training ● Occurs in context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit ● E,g., action learning: a team is provided with a real problem and is accountable for analyzing the problem, developing an action plan, and carrying out that plan. ● Experience in team context: Task demands that highlight the importance of effective teamwork processes Team building ● Fun activities that facilitate team problem solving, trust, relationship , building and clarification of role responsibilities ● (e.g, ropes course, scavenger hunt)

Chapter 12 power & leadership

Power: the ability to influence the behaviour of others and resist unwanted influence in return

5 types of power Organizational power ● Legitimate power(formal authority): based on a position of authority ❖ Describes purpose of your request ● Reward Power: based on control of resources another person wants ❖ Be clear on exactly what you are offering a reward for ● Coercive Power(Fear): based on ability to hand out punishment ❖ No discrimination or bias

Personal Power( more contribute to job commitment) ● Expert power: based on expertise and knowledge on which others depend ❖ Why request is important and the justification for it ● Referent power: based on attractiveness and charisma of the leader ❖ Support and uphold others when called for

Contingencies of power ● Substitutability: degree to which people have alternatives in accessing the resources that a leader controls ● Discretion: degree to which leaders have the right to make decisions on their own

● Centrality: how important a person's job is and how many people depend on that person to accomplish tasks ● Visibility: how aware others are of a leader and the resources the leader can provide

Influence ● Influence: use of behaviours to cause behavioural or attitudinal change in others ❖ Influence is directional, frequently occurs downward, ❖ Influence is relative ● 10 influence tactics:

Influence tactics ● Rational persuasion: use of logical arguments and hard facts to show that a

request is worthwhile ● Inspirational appeals: appeal to one's values and ideals and create an emotional or attitudinal reaction ● Consultation: target is allowed to participate in deciding how to carry out a request ● Collaboration; Leader makes it easier for target to complete request by offering to work with and help the target ● Ingratiation: use of favours, compliments, or friendly behaviour to make the target feel better about the influencer ● Personal appeals: requestor asks for something based on friendship or loyalty ● Apprising: requestor clearly explains why performing the request will benefit the target personally ● Pressure: use of coercive power through threats and demands ● Coalitions: influencer enlists other people to help influence the target ● Exchange tactic: requestor offers a reward in return for performing a request

● Many tactics have limitations or weaknesses that can be overcome using other tactics ● Most successful tactics are those that are “softer” in nature(e.g., most effective) Response to Influence Tactics ● Internalization: Target agrees with and becomes committed to request ● Compliance(common): Target is willing to perform request, but does so with indifference

● Resistance: Target is opposed to request and attempts to avoid doing it

Power and influence in action 2 major ways that leaders can use power to influence others: organizational politics conflict resolution

Organizational politics : individual actions directed toward the goal of furthering a person's own self-interests Political skill: ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives 4 facets of political skill: ● Networking ability: identifying and developing diverse contacts ● Social astuteness: observe others and accurately interpret their behaviour ● Interpersonal influence: unassuming and convincing personal style that's flexible enough to adapt to diff situations ● Apparent sincerity: high levels of honesty and genuineness

Conflict resolution Conflict: two or more individuals perceive that their goals are in opposition 5 conflict resolution styles: ● Competing ● High assertiveness, low cooperation ● One party attempts to get their goals met without concern for the other party results ● Pressure, coalitions, more for men ● Avoiding ● Low assertiveness, low cooperation ● One party wants to remain neutral or postpone the conflict to gather information or let things cool down ● unfavourable, negative, never resolves the problem ● Accommodating

● Low assertiveness, high cooperation ● One party gives in to the other and acts in a completely unselfish way ● Collaboration ● High assertiveness, high cooperation ● Both parties work together to maximize outcomes ● Win-win, most effective, most difficult ● Compromise ● Moderate assertiveness, moderate cooperation ● Conflict is resolved through give and take concessions ● Most common, easy, favourable evaluations, more for women Negotiation ● Process in which two or more interdependent individuals discuss and attempt to reach agreement about their differences ● 2 general strategies: distributive bargaining, integrative bargaining ❖ Distributive bargaining(Win-lose): a negotiation strategy in which one party gains and the other party loses(zero-sum) ❖ Integrative bargaining(win-win): negotiation strategy that achieves an outcome that is satisfying to both parties ● Allows long term relationships to form between parties, higher level of outcome favorability

Negotiation Stages

● Preparation(most important): determines what its goals are for negotiation and whether party has anything to offer ● Best alternative to a negotiated agreement(BATNA): Describes each negotiator's bottom line. ● Exchanging information(non-confrontational process): each party makes a case for its position and attempts to put all favourable information on the table. ● Informs others how it arrived at its conclusions and which issues it believes are important ● Bargaining: each party to walk away feeling like it has gained something of value ● Both parties make concessions and give up something to get something in return ● Closing and commitment: Formalizing an agreement reached during previous stages ● Parties reach an impasse with n...