Summary Minor: leading people teams and organizations
Session 3: Foundation of succesfull teamwork
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Session 1 to 8
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Erasmus Universiteit Rotterdam (EUR)
Hackman, R. (2009). Why teams don't work. Interview by Diane Coutu. Harvard Business Review, 87(5), 98-105.
Woolley, W., Chabris, C. F., Pentland, A., Hashmi, N., & Malone, T. W. (2010). Evidence for a collective intelligence factor in the performance of human groups...
Minor Leading People, Teams, And Organisations For Excellence
Session 1 to 8
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abangura01
Voorbeeld van de inhoud
members of an organization strive to avoid uncertainty by relying on social norms, and
bureaucratic practices to lessen the unpredictability of future events.
- Strong: standardizes behavior by discouraging people from using their own discretion
to address issues and by encouraging solutions (constraints) with a strong historical
precedence.
- Weak: people use their own discretion and judgement when deciding, thereby placing
less of a precedent on the judgments or perspectives of their predecessors. In this
sense, uncertainty avoidance could be viewed as a broad operationalization of
situational strength (most relevant to the consistency and clarity facets).
2. Organizational climate: Based on the shared values, norms in an organization (Taj)
- Strong: high degree of consensus among employees regarding what is
expected/desired by the organization (à consistency)
Conclusion:
- An area of research that may be relevant to fine-grained operationalizations of
situational strength is job/work design because many of the constructs can be said to
influence the immediate strength of a given situation. E.g., each of the three
components of autonomy (i.e., the opportunity to schedule one’s work, make job-
relevant decisions, and determine the most appropriate methods to use) can be viewed
as instantiations of ‘constraints” because reduced autonomy implies that external
forces have limited one’s freedom of decision and action.
- Furthermore, task relevant feedback (most relevant to clarity) that is delivered can
be viewed as a relatively small instantiation of situational strength because direct and
easy-to understand informational cues help to guide subsequent actions.
Extra:
Which of the two approaches to shaping a behavior in organization does the Taj
represent and why? = Both person and situational.
Type of reward:
- Management by objects plus annual bonus: if you achieve certain goals, you get a
bonus e.g., sales target, customer satisfaction target
- Employee ownership program: giving them shares/equity of the company
- Personal recognition system: compliment, status, points
Session 3: foundation of successful teamwork
Focus:
- 5 things to build a successful team
- Definition of team effectiveness
- Task and outcome interdependence
- General and collectivist intelligence
Hackman
- Sees teams as social systems
- Disagreement on what to do= underperform = low cooperation & motivation
- Hr. too focused on improving individual behavior rather than team= low performance
- hard to manage a team for some because it requires exercising authority and is
emotionally demanding, so a leader needs to be emotionally mature, willing to move
towards anxiety giving situations, and unafraid to assume personal responsibility.
- Newness is a liability= teams that have known each other for a while make less errors
- Teams need a deviant: prevents the team from becoming complacent, challenges the
team= > creativity, innovation info. Elaboration, learning.
- Interdependence is relevant in almost all aspects of the model
Hackman’s definition of team effectiveness
- Productive output of the team
- Team viability: ability to continue to work together
- Members learning & satisfaction
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