Lecture 4 Flashcards
(28 cards)
Why does teamwork matter?
Key REQUIREMENT for most jobs
Central to SUCCESS
Brings benefits:
CREATIVITY
SOCIAL SIDE- need to belong, social interaction, mutual emotional support
PROBLEM SOLVING - alternative perspectives, shared knowledge and skills
Why is teamwork hard?
PERSONALITY CLASHES
DYSFUNCTIONAL TEAMS - where no-one feels a sense of identity or commitment
FREE-RIDING (consciously withdraw effort)
CONFLICT
COUNTER-PRODUCTIVE
Bad teams:
Lack TRUST
FEAR CONFLICT
Lack commitment
Avoid accountability
What are the benefits of teamwork?
Tasks that can’t be done alone
CREATIVITY
SOCIAL SIDE - need to belong, social interaction, mutual emotional support
PROBLEM SOLVING - Shared knowledge and skills, alternative perspectives
Benefits of teamwork to employees
More MEANINGFUL work
Shared RESPONSIBILITY
LEARNING from others
JOB ROTATION
BELONGING needs
MOTIVATION and AUTONOMY
MAIN POINTS
- LEARN from OTHERS
- SOCIAL BENEFITS (belonging, motivation, autonomy)
- JOB ROTATION
Benefits of teamwork to an organisation
Better QUALITY DECISION making and PROBLEM SOLVING
Reduced DEPENDENCY on individuals
TASK REQUIREMENTS i.e. jobs impossible for individual now possible
TASK RESPONSIBILITY for the whole process
Increased COMMITMENT and faster decision making
What do high performance teams have in common?
COMMON PURPOSE
COMMON APPROACH
COMMITMENT
DEVELOP COMPLEMENTARY SKILLS
MUTUAL ACCOUNTABILITY
Deeply committed to each other’s personal development and growth
What does Katzenbach and Smiths teamwork performance curve have in it
Performance impact vs. Team effectiveness (Maturity)
Working group
Pseudo team (lower performance)
Potential team (same as working group performance)
Real team
High performing teams
What are the different types of groups/teams?
Working group - sharing to complete personal tasks
Pseudo team - not focussed on collective targets
Potential team - needs more focus on aims and purpose
Real team - complementary skills, common purpose, mutual accountability
High performance team - committed to each other’s personal growth and professional success, high flexibility, deeper sense of purpose.
What is BELBIN and its weaknesses?
Individuals have functional role in team
Each team role has strengths and weaknesses
Weaknesses
Crude – questionnaires and personality tests
Labelling individuals as particular type
Trademarked – become big business
Poor reliability or validity of ascribed team roles
SELF IDENTIFICATION
What are the parts of Tuckman’s group formation
FORMING: members are lost, uncertain of how to behave.
STORMING: members become hostile, group lacks unity,
NORMING: group conflicts being resolved and a sense of togetherness.
PERFORMING: group has bonded, interpersonal issues are solved
ADJOURNING: stage at which the team is dissolved
What are the strengths and weaknesses of Tuckmans group formation progression
STRENGTHS:
Understand the process by which teams are formed
Team development is not always a smooth process
Based on some empirical research
WEAKNESSES:
Assumes a linear process to team development
Boundaries between stages often blurred
Do teams have to go through these stages?
Cultural assumptions
What is groupthink?
Tendency to minimise conflicts and don’t think of alternative courses of action
When
POWERFUL SOCIAL PRESSURES are put on members to think in a particular way
What is the difference between extrinsic, intrinsic and social rewards?
Extrinsic reward: a reward that a person receives that is provided by someone else
e.g. pay or promotion
Intrinsic reward: a reward that a person senses for themselves
e.g. sense of achievement, job satisfaction
Social reward: reward that comes from feeling of being part of a team
What is a reward and punishment?
Reward: a positive response that is received for performing a particular behaviour.
Punishment: negative response for performing a particular behaviour
What is behaviourism and conditioning?
Behaviourism: behaviour can be changed through planned use of REWARDS and PUNISHMENTS. Also known as stimulus-response psychology.
Condition: a change in behaviour brought about using stimulus-response techniques
Motivation: Is it all about money?
Homo economicus: people only motivated by economic means
Taylor: piece rates
Ford: $5 a day
intrinsic vs. extrinsic rewards
Pandora: people worked without pay
(CEO first to take pay cut and made motivating speeches about how important and life changing product was)
Lottery question
Branson, Zuckerberg, Gates, Hsieh (Zappos) continue to work. Hsieh does social projects:
Even if money is no longer important, still an INTRINSIC motivation from the success of new products, sense of achievement in the company they have built.
Voluntary work
Caring and public service professions
Difference between operant and classical conditioning?
Classical: reward or punishment accompanies and reinforce every instance of the behavior to be conditioned.
Operant: rewards and punishments do not to be continuous but can scheduled in a way to still condition behavior.
Describe classical conditioning and Pavlov’s dogs
Pavlov and classical conditioning
Conditioning a behaviour
Stimulus of ringing a bell
Reinforcement
Extinction if stimulus not maintained
(QUESTIONABLE) use in aversion therapy (nail biting varnish)
Describe operant conditioning
- Reinforcement doesn’t need to be constant
- Intermittent rewards – fixed and variable schedules of reinforcement
- Powerful control on behaviour e.g. gambling
- Organisational behaviour modification
o Fixed rewards (salary)
o Variable rewards (bonus)
What are the advantages and disadvantages of Behaviourism?
Disadvantages:
What behaviours are rewarded e.g. Call centres hanging up phone
Underlying behaviour change or simply meeting targets?
Coercion doesn’t genuinely motivate
Surface: relies on extrinsic no intrinsic rewards
Oversimplifies people and assumes that everyone responds in the same way to stimuli (e.g. pay)
Advantages:
In some cases behaviour is changed
What is the content theory of motivation
Different things motivate different people. Takes into account extrinsic, intrinsic and social motivators:
Maslow: hierarchy of needs
Herzberg: motivators and hygiene factors
Explain Herzberg’s motivators and hygiene factors
Motivating factors – provide satisfaction
Hygiene factors – can cause dissatisfaction
Pay as a hygiene factor (pay rise becomes new norm)
Job enrichment/enlargement (e.g. at Volvo) – more autonomy and authority
Motivation more from intrinsic factors
Potential bias to white collar, middle class perspectives – carried out on engineers and accountants
Give insights and critiques from Maslow
Insights from Maslow
- Individuals motivated differently depending on position within the hierarchy
- Takes account of different motivating factors, pay is just one of many potential motivators unlike TAYLOR/FORD
- Shows an individual’s motivation is not fixed but changes over time
- More positive view of people as humans than carrot and stick; includes internal and external
- Self-actualisation recognises the potential of people
Critiques of Maslow
- A ubiquitous management theory but empirically unproven in the workplace
- Maslow’s background was in primatology – even he was unconvinced of its use in workplace
- Over simplistic application in management theory
- Privileges an elitist, white, male, heterosexual view of the world
Maslow’s portrayal is an assertion of naturalness of female submission and male dominance and these form the gendered foundation of the needs hierarchy. His work suggests management to be an elite capable of self-actualisation and at the same time dismisses other workers as being motivated by basic, unhealthy needs
Explain Adams – equity theory
Based on our perceptions of fairness and justice – e.g. getting equal pay to colleagues
Do we get what we deserve based on inputs (efforts) and outcomes (rewards)
Under reward – anger
Over reward – guilt
People may try and redress the balance – decreasing their effort/negotiating a pay rise
Can management control perceptions? Discussion and explanation may help lower perceived inequality
