Work and Organisational Psychology & Social Psychology (7201707PXY)
Summary
Work and organisational psychology second exam summary (UvA, first year, second semester, bachelor psychology)
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Course
Work and Organisational Psychology & Social Psychology (7201707PXY)
Institution
Universiteit Van Amsterdam (UvA)
This is the summary I made myself with both the lectures as the book. I got a high grade when learning with my summary so I hope it will help you get a good grade as well! Good luck fellow student! :)
Work and Organisational Psychology & Social Psychology (7201707PXY)
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WOP II
Team dynamics
Team: Groups of two or more people who:
- Influence one another
- Exist to achieve goals associated with organizational objectives
- Are interdependent: Coordinate, share information
- Perceive themselves to be a team
Team characteristics:
1. Permanence
a. How long a team exists (hours to years)
2. Skill diversity
a. Variety of member skills & knowledge
3. Authority dispersion
a. Degree to which decision-making responsibility is distributed
throughout the team (high dispersion) or centralized, one or
a few members (low dispersion)
Informal groups in organizations (NO TEAMS!): Groups that exist
primarily for the benefit of their members (yet they can benefit
organizations!)
They exist because:
- Innate drive to bond (creating social networks which is beneficial
for organization)
- Social identity (we define us by group memberships)
- Achieve personal objectives (coalitions with others), cannot be
achieved alone
Types of teams:
- Self-directed teams
o Success factors:
Responsible for entire work process
High interdependence within the team, independent
from other teams
Autonomy to organizes and coordinate work
Work site/technology support team
communication/coordination and job enrichment
- Virtual/remote teams
o Members operate across space, time and firm’s boundaries,
linked through information technologies
Increasingly possible (and possible) due to technologies,
knowledge-based work & globalization
o Success factors:
Member characteristics (e.g., technology savvy)
Flexible use of various communication technologies
Fairly high task structures (e.g., clear objectives)
Opportunities to meet face-to-face
,Team advantages and disadvantages
Team advantages:
- Breadth of knowledge & expertise
- Diversity of perspectives
- Potential for synergy & creativity
Can lead to:
- Better decisions, products/services, information sharing &
coordination
- Higher employee motivation: Drive to bond, accountability to team
members, benchmarks (other’s performance is a benchmark how
you should perform)
Team disadvantages:
- Process losses (resources expended towards developing &
maintaining teams instead of task)
o Brook’s law (adding people might slow down project)
- Social loafing: People exert less effort in a team
o Ringelmann effect: Group performance was better than
individual performance but the individual performance in team
(per person) was decreased
This loss increases as group becomes larger
o More likely when:
Individual performance hidden/indistinguishable
Solution: Make individual performance visible
o Smaller teams
o Measure individual performance in a team
o Specialize task
Work has low significance (boring)
Individual characteristics (low conscientiousness and
low agreeableness)
Team dynamics undermine employee motivation (e.g.,
low cohesion)
Solution: Increase employee/team motivation
o Increase job enrichment
o Increase awareness of social loafing and
team obligations
o Select motivated, team-oriented employees
Team effectiveness model:
,- Organizational and Team Environment:
o Broad supportive resource pool available, supportive &
inspiring leader
o Frequent communication encouraged by workplace design &
technology
o Possible external motivating forces (e.g., competition) or
team-based rewards
- Team Design
o Task characteristics
Complex tasks divisible into specialized roles
Well-structured tasks
Higher task interdependence (only when sharing
common goal)
Pooled interdependence (sharing pooled
recourses)
Sequential interdependence (one’s output is
forwarded to the next employee to add to it and
pass it along)
Reciprocal interdependence (work output is
exchanged back and forth)
Low task variability & high task analyzability
o Team size
Smaller teams are better (± ≤6)
Less process loss: Less coordination, quicker
agreement
Faster team development
More engaged with team (know members better)
Feel more responsible for team’s success
Team must be large enough to accomplish task
o Team composition
The 5 Cs model
Team members
must engage in task
work and team work
o Task work:
Behaviors that
complete the
assigned tasks
o Team work:
5Cs behaviors
that support
the team
Diversity: The presence
of a variety of
backgrounds, perspectives, experiences, and attributes
among team members
o Advantage: Different perspectives & broader
knowledge base, better representation
, o Disadvantage: Slower team development,
susceptible to fault lines (categorizing)
Demographic diversity: Surface-level
characteristics
Psychological diversity: Traits and attitudes
- Team processes
o Team development
Existing teams might regress back to an earlier
stage of
development
Forming: Learn
about each other;
evaluate membership
Storming: Conflict;
compete for roles;
influence
goals/means
Norming: Roles
clear; consensus
objectives, common
understanding,
develop cohesion
Performing: Efficient coordination; high cooperation +
trust; commitment to team objectives; strong team
identity
Adjourning: Disbanding; shift from task to relationship
focus
o Team norms
Informal rules & shared expectations that help a group
regulate (group-relevant) behavior
Norms develop through:
o Initial team experiences
o Critical events in team’s history
o Experience and values members bring to the
team
o Team cohesion
Degree of attraction people feel toward the team and
their motivation to remain members
Team role: Set of behaviors that people are expected to
perform because of their role in a team
Team cohesion is stronger & occurs faster with:
o Higher member (coworker) similarity
o Smaller team size
o Regular and frequent member interaction
o Somewhat difficult entry into the team
o Higher team success
o More external competition and challenges
Particularly when:
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