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TEAMWORK

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Sebo Isb

on 22 March 2015

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Transcript of TEAMWORK

Can team effectiveness be predicted?
TEAMWORK
Organizational environment
Members
Attitude
Behaviour
Performance
"Predictor" of team effectiveness
What is team effectiveness?

Sourced from: Cohen &Bailey 1997, p.243; Guzzo & Dickson 1996, p. 334; Adams et al. 2008, p. 251.
Team Effectiveness
Organizational environment
Members
Performance
Behaviour
Attitude
Can these elements be predicted?
mechanistic
Sourced from: T. Burns and G.M. Stalker 1961, pp. 44-45
Mintzberg’s five

organic
vs.
framework of rules, policies, instructions
high standardization
precisely defined roles and responsibilities
high administrational effort
hierarchic structure of communication
knowledge and expertise
lateral communciation
controlled roles and responsibilties
creativity and innovation
small administrational effort
Organizational environment
high predictability
mechanistic vs organic
Team with performers will perform, no matter in what environmental circumstance
(
Eckes 2003 & Fisher et al. 1995
cited in Ross et al. 2008, p. 257)
Impact
"...if members are unable to work collaboratively in a supportive environment, the full value of the diversity is not utilized."
(Daspit et al. 2013, p. 35)
Attitude
medium predictability
Psychological and emotional predispositions influence each team member's attitude.
(Ross et al. 2008, p. 260)
Impact
mechanistic
organic
difficult to measure
Sourced from: Gladstein 1984; Hackman 1987; Ancona & Caldwell 1992; Campion et al. 1993; 1996; Wageman 1995; Guzzo & Dickson 1996; Janz et al. 1997; Adams et al. 2002 cited in Ross et al. 2008, p. 256.
Definition and review clearly defined goals
Measureable
Sourced from:
Adams et al. 2002 cited in Ross et al. 2008.

"political ramifications"
Johari window
Source: Adapted from Luft & Harrington 1955.
Source: Own depiction.
set of individual characteristics
sensemaking
Source: Clegg at al. 2008, p. 18.
Models to analyse individual working styles, e.g. Belbin Team Roles
Source: http://www.belbin.com/rte.asp?id=8
working style measurable
high impact
(Source: Ross et al. 2008, p. 259)
intangible personal values
Behaviour
Medium impact
Different perception
Sensemaking
Johari-Window
Known and unknown actions/reactions
Low to medium
predictability
Source: Guzzo & Dickson 1996; English et al. 2004 cited in Ross et al. 2008, p. 251.
assertiveness
Responsiveness
Members
Members
Members
medium predictability
Members
working style
vs.
individual characteristics
Effectiveness decreases remarkably with poor behaving team members.
Organizational environment
Organizational environment
Behaviour
Behaviour
"... foundation of the individual’s P, B, and A."
Behaviour
Performance
Attitude
Member
Source: Ross et al. 2008, p. 251
SMART approach
Sourced from: Gallagher 2013.

Ecke (2003) study
Sensemaking
Corporate cultural obligations
"...When we work in teams a great deak if cognitive processing and sensemaking is going on."
Source: Clegg at al. 2008, p. 109.

Source: Eckes (2003) cited in Ross et al. 2008, p. 259).
Full transcript