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Samenvatting lectures Work design & team processes
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Samenvatting in het Engels van de colleges van het vak "work design & team processes".
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Work Design and Team Processes lecturesLecture 1: Introduction to team processes
Exam literature:
Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A Temporally Based Framework and
Taxonomy of Team Processes. Academy of Management Review, 26, 356-376.
Hollenbeck, J. R., Beersma, B., & Schouten, M. E. (2012). Beyond team types and taxonomies:
A dimensional scaling conceptualization for team description. Academy of Management
Review , 37, 82-106. focus on taxonomy dimensions and how apply interactions among
them
Ashforth, B.E., & Mael, F. (1989). Social identity theory and the organization. Academy of
Management Review, 14, 20 – 39.
Article of Hollenbeck: Team taxonomies
The traditional team taxonomy distinguishes production teams and decision making teams.
Production teams: are expected to be output oriented and focused on coordination and efficiency.
For example: assembly line of a car factory.
Decision making teams: focused on information sharing, problem solving and the innovation
(designing something new). For example: the top management team, RND teams.
Not invalid distinction but perhaps an oversimplified distinction. In reality there is a taxonomy
problem: It is assumed that all teams are equal in a respective category, while team characteristics
are often dichotomous or not normally distributed (you cannot say there is an average within this
category where the majority is the same and have a few outliners), the teams in the same category
can still be quite different from each other.
It is difficult to compare teams, even when a team characteristic is normally distributed, relying on a
taxonomy can cause problems. This means that it is quite difficult to generalize certain findings that
you find for a particular team to another team.
Classifying teams: new dimensions: scaling all different team types
Skill differentiation: the degree to which members have specialized knowledge or functional
capacities that make it more or less difficult to substitute members. High level of differentiation
means everyone has a specific type of knowledge and therefore an unique role, fluidity is more
problematic. Related to issues of diversity.
Authority differentiation: The degree to which decision-making responsibility is vested in individual
members, subgroups of the team or the collective as a whole. Is about power and influence
differences
Temporal stability: the degree to which team members have a history of working together in the past
and an expectation of working together in the future. Is about the fluidity of the team.
Figure 1 represents the 3 dimensions from high to low. The figure shows that the 3 dimensions are
independent from each other. What is the best basic dimension for the team, then you can cluster
types of teams. Often research combines dimensions and see how it depends on each other. The
figure shows also that a lot of research is based on on one-shot lab teams which are isolated teams in
experimental setting. Most teams who work in practice are not as lab teams. We cannot drew
conclusions on the basis of what happens in one-shot lab teams. Unless it is so general that it applies
for every type of team.
,A paradoxical development in practice: Hierarchical decision-making teams and Autonomous/ self-
managing teams. Where most people in practice want self-managing teams but a lot of top
management teams that use a hierarchical structure. Top management teams think they need
structures where they do not require this in the lower levels of the organization (self-managing
teams).
Figure 1: the 3 different dimensions from high to low
Article of Marks: A temporal process taxonomy
Temporal: getting knowledge on how study team processes over time.
Team processes: members interdependent acts that convert inputs to outcomes through cognitive,
verbal and behavioural activities directed toward organizing task work to achieve collective goals.
Task work: All the goals a team needs to achieve, a teams interactions with tasks, tools, machines
and systems.
If you look at team processes you need to know what the team is exactly doing (taskwork) and how
are the team members doing it with each other (determine the quality of what the team is doing).
Concept of Emergent states: team qualities that represent member attitudes, values, cognitions and
motivations. They are typically dynamic and vary as a function of team context, inputs, processes and
outcomes. Emergent states are products of social team experiences and become inputs to
subsequent team processes and outcomes. They are not themselves directly task related.
Marks Highlights that all literature on team processes and outcomes should be focused on task
related processes, emergent states on the other hand are referred to team qualities.
Marks said that there are social processes as well, but are not necessarily task related. The social
processes are very fundamental for team life and influence how the work is done but Marks says this
is indirectly through team processes.
,Figure 2 is an illustration of traditional IPO (input, outcome, process) perspective on team
effectiveness. Classic IPO perspective: You have organization, team and the individual which all can
service input for processes and all processes together determine the performance.
The input are mutually dependent on each other, the individual characteristics are determined by the
team context (how it looks, how it is organized) and team context is determined by the
organizational context and this all together lead to processes, you can distinguish between task
processes or emergent states and then lead to certain outcomes of teams, which could be more than
only performance, but also other criteria (sustainability of work behaviour, etc). If you look at the
process it could also determine on how the input is.
Figure 2: the traditional IPO perspective on team effectiveness, and the newer model
Within team research you need to make a distinction between examining processes in the transition
phase of a team in how to work with each other and in the action phase where it is not about how
toe do things, but just doing it. Figure 3 shows the tasks and processes in the transition phase
(focused on mission analysis, goal specification, engage strategy formulation and planning) and the
processes in the action phase where you have it all settled down and basically doing it (monitoring
progress, system monitoring, team monitoring, coordination). They only classify the task related
processes that are directly related to the 2 different types of outcomes in the transitions phase and
action phase. These processes (conflict management, motivating and confidence building, affect
management) are key across each phase.
In figure 4 they show in team functioning and team processes it is a very temporal process. For each
phase you have separate input variables, separate process variables leading to certain outcomes
(IP1…N). Depending on the task that you do, sometimes the transition phase is short and action is
long or you need to reflect on the action again, or even through social processes before thinking
about the transition phase. An example of task 2 is military or surgical teams. Where by all their
training and preparation they focused on the transition and by the time that they need to perform
the task, and is primarily action oriented. Examples of task 1 are RND teams or start-up
teams/companies.
, Figure 3: manifestation of processes in transition and action phases
Figure 4: The different types of tasks
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