Managing groups for high performance - Revision history

Tkokotas at 17:16, 16 November 2018

2018-11-16T17:16:10Z

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			''Developed by Nina Bernhoft''


	== Abstract ==		== Abstract ==

Nina at 17:34, 26 February 2018

2018-02-26T17:34:08Z

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	==== Group Norms ====		==== Group Norms ====
	Group norms are shared guidelines or rules for behavior created by the members themselves which most members follow. This can be guidelines for working hours, dress code, how to share information or how a certain process should be performed. The project manager should suggest to the group to discuss or even to write down the guidelines in a group contract. This helps the group to create a work environment where it is known what the group expects of behavior of its members.<ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref> Early commitment to clear guidelines decreases misunderstanding and will increase the productivity of the team.<ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>		Group norms are shared guidelines or rules for behavior created by the members themselves which most members follow. This can be guidelines for working hours, dress code, how to share information or how a certain process should be performed. The project manager should suggest to the group to discuss or even to write down the guidelines in a group contract. This helps the group to create a work environment where it is known what the group expects of behavior of its members.<ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref> Early commitment to clear guidelines decreases misunderstanding and will increase the productivity of the team.<ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>


	== Theories on group dynamics ==		== Theories on group dynamics ==
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	<li>Thirdly, project managers should encourage groups or teams to review their norms and processes regularly and make changes if needed.		<li>Thirdly, project managers should encourage groups or teams to review their norms and processes regularly and make changes if needed.
	</ol>		</ol>


	=== Critical issues that prevents high-performance ===		=== Critical issues that prevents high-performance ===
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	Group cohesiveness is the degree of which group members are loyal or attracted to their group and is seen as a positive development regarding group dynamics. When there is too much cohesiveness groups tend to be less effective due to non-work-related talks for example during meetings. Groups with high level of cohesiveness will also have trouble acting towards organizational goals if it is at the expense of achieving group goals.		Group cohesiveness is the degree of which group members are loyal or attracted to their group and is seen as a positive development regarding group dynamics. When there is too much cohesiveness groups tend to be less effective due to non-work-related talks for example during meetings. Groups with high level of cohesiveness will also have trouble acting towards organizational goals if it is at the expense of achieving group goals.
	Too low cohesiveness leads to too much deviance that results in the group not being able to complete tasks <ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref>.		Too low cohesiveness leads to too much deviance that results in the group not being able to complete tasks <ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref>.


	''' Social loafing '''		''' Social loafing '''
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	<li> '''In the organization''': Project managers may not always have every employee at his or hers disposal when forming a team, according to the PMI standards. Reasons varie from collective bargaining agreements, internal or external relationships, use of subcontractors up to matrix project environment. There are many constraints such as economic factors, low competencies or already assigned resources to other projects within the company. Failure to acquire the necessary team members for the project can affect budgets, customer satisfaction, project schedules, quality and risks. Insufficient teams can decrease the probability of success or could in worst case scenario result in a project cancellation.		<li> '''In the organization''': Project managers may not always have every employee at his or hers disposal when forming a team, according to the PMI standards. Reasons varie from collective bargaining agreements, internal or external relationships, use of subcontractors up to matrix project environment. There are many constraints such as economic factors, low competencies or already assigned resources to other projects within the company. Failure to acquire the necessary team members for the project can affect budgets, customer satisfaction, project schedules, quality and risks. Insufficient teams can decrease the probability of success or could in worst case scenario result in a project cancellation.
	These limitations should be considered and planned in the start-up phase of the project. If there is any unavailability of required skills or competences, the project manager has to reflect on the impact of the project budget, schedule, quality, risks, training plans and other project management plans <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>.		These limitations should be considered and planned in the start-up phase of the project. If there is any unavailability of required skills or competences, the project manager has to reflect on the impact of the project budget, schedule, quality, risks, training plans and other project management plans <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>.


	In case it is not possible to compose a team from the available resources, the project manager may need to hire new employees dedicated specifically to project work. Other examples of putting together the right team is when the management choose to hire a consultant team to do the project. This is often done when it is known: that the time issue is too big of a obstacle, the expenses of hiring new employees are too high or that the resources for a project are not available in the organization.		In case it is not possible to compose a team from the available resources, the project manager may need to hire new employees dedicated specifically to project work. Other examples of putting together the right team is when the management choose to hire a consultant team to do the project. This is often done when it is known: that the time issue is too big of a obstacle, the expenses of hiring new employees are too high or that the resources for a project are not available in the organization.

Nina: /* Annotated bibliography */

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Annotated bibliography

Nina: /* Limitations */

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Limitations

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	In case it is not possible to compose a team, the project manager may need to hire new employees dedicated specifically to project work. Other examples of putting together the right team is when the management choose to hire a consultant team to do the project. This is often done when it is known: that the time issue is too big of a obstacle, the expenses of hiring new employees are too high or that the resources for a project are not available in the organization.		In case it is not possible to compose a team from the available resources, the project manager may need to hire new employees dedicated specifically to project work. Other examples of putting together the right team is when the management choose to hire a consultant team to do the project. This is often done when it is known: that the time issue is too big of a obstacle, the expenses of hiring new employees are too high or that the resources for a project are not available in the organization.

	<li> '''Belbin Team Roles''': Belbin suggests to put together a team based on their behavioral strengths and weaknesses in the workplace <ref name=Belbin>http://www.belbin.com/about/why-use-belbin/</ref>. It can be a big challenge to match team roles, skills and available resources. Another issue when forming a high-performance team is to determine whether these team roles, skills and resources meet the project requirements in an optimal way. A research has been done to answer the question: "''Belbin role diversity and team performance: is there a relationship?''" <ref name=BelbinRelation> Batenburg, R., Walbeek, W. van, Maur, W. in der. Belbin role diversity and team performance: is there a relationship? Journal of Management Development: 2013, 32(8), 901-913 </ref>. This research showed no relationship between team role diversity and team performance. Therefore this article suggests to only use the Belbin's Team Roles for improving communication skills in relation to interpersonal skills, better known as “soft skills” or behavioral competencies <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>.		<li> '''Belbin Team Roles''': Belbin suggests to put together a team based on their behavioral strengths and weaknesses in the workplace <ref name=Belbin>http://www.belbin.com/about/why-use-belbin/</ref>. It can be a big challenge to match team roles, skills and available resources. Another issue when forming a high-performance team is to determine whether these team roles, skills and resources meet the project requirements in an optimal way. A research has been done to answer the question: "''Belbin role diversity and team performance: is there a relationship?''" <ref name=BelbinRelation> Batenburg, R., Walbeek, W. van, Maur, W. in der. Belbin role diversity and team performance: is there a relationship? Journal of Management Development: 2013, 32(8), 901-913 </ref>. This research showed no relationship between team role diversity and team performance. Therefore this article suggests to only use the Belbin's Team Roles for improving communication skills in relation to interpersonal skills, better known as “soft skills” or behavioral competencies <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>.

Nina: /* Limitations */

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Limitations

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	<ol>		<ol>
	<li> '''In the organization''': Project managers may not always have every employee at his or hers disposal ~~to put together~~ a team, according to the PMI standards. Reasons varie from collective bargaining agreements, internal or external relationships, use of subcontractors up to matrix project environment. There are many constraints such as economic factors, low competencies or already assigned resources to other projects within the company. Failure to acquire the necessary team members for the project can affect budgets, customer satisfaction, project schedules, quality and risks. Insufficient teams can decrease the probability of success or could in worst case scenario result in a project cancellation.		<li> '''In the organization''': Project managers may not always have every employee at his or hers disposal when forming a team, according to the PMI standards. Reasons varie from collective bargaining agreements, internal or external relationships, use of subcontractors up to matrix project environment. There are many constraints such as economic factors, low competencies or already assigned resources to other projects within the company. Failure to acquire the necessary team members for the project can affect budgets, customer satisfaction, project schedules, quality and risks. Insufficient teams can decrease the probability of success or could in worst case scenario result in a project cancellation.
	These limitations should be considered and planned in the start-up phase of the project. If there is any unavailability of required skills or competences, the project manager has to reflect on the impact of the project budget, schedule, quality, risks, training plans and other project management plans <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>.		These limitations should be considered and planned in the start-up phase of the project. If there is any unavailability of required skills or competences, the project manager has to reflect on the impact of the project budget, schedule, quality, risks, training plans and other project management plans <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>.

Nina: /* Manage a high-performance team */

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Manage a high-performance team

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	''' Team building '''		''' Team building '''

	Team building is used to improve goal setting and to develop more effective relationships. Team building can also clarify roles and responsibilities <ref name=Change> Hayes, J. (2014). The theory and practice of change management. Basingstoke: Palgrave Macmillan. </ref>, which can help speeding up the process in the Five Stages of Group Development going faster through the second step Storming to the third step Norming.		Team building is used to improve goal setting and to develop more effective relationships. Team building can also clarify roles and responsibilities <ref name=Change> Hayes, J. (2014). The theory and practice of change management. Basingstoke: Palgrave Macmillan. </ref>, which can help speeding up the process in the Five Stages of Group Development going faster through the second step Storming to the third step Norming which leads to performing.

	Team building can vary from a 5-minutes informal activity at a team meeting to an off-site professionally facilitated experience. The informal activities helps building trust and establishing good working relationships. The professional activities are mostly designed to improve interpersonal relationships <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>. Team building activities will produce more cohesive groups and might motivate individuals to change their behaviour to support group goals and norms <ref name=Change> Hayes, J. (2014). The theory and practice of change management. Basingstoke: Palgrave Macmillan. </ref>.		Team building can vary from a 5-minutes informal activity at a team meeting to an off-site professionally facilitated experience. The informal activities helps building trust and establishing good working relationships. The professional activities are mostly designed to improve interpersonal relationships <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>. Team building activities will produce more cohesive groups and might motivate individuals to change their behaviour to support group goals and norms <ref name=Change> Hayes, J. (2014). The theory and practice of change management. Basingstoke: Palgrave Macmillan. </ref>.

Nina: /* Manage a high-performance team */

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Manage a high-performance team

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	Training is performed so team members acquire the knowledge and skills they need to be effective performers, whereas development is team members building knowledge and skills in preparation to take on new responsibilities and challenges.<ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref> In the following both are addressed as training.		Training is performed so team members acquire the knowledge and skills they need to be effective performers, whereas development is team members building knowledge and skills in preparation to take on new responsibilities and challenges.<ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref> In the following both are addressed as training.
	Formal as well as informal training should be included in the project budget and is a method to enhance the team members competences.		Formal as well as informal training should be included in the project budget and is a method to enhance the team members competences.
	Formal and planned training can be necessary when there is a lack of needed skills. Unplanned and informal training takes place as a result of observations and conversations. It is the project manager's ~~role~~ to spot and arrange this.		Formal and planned training can be necessary when there is a lack of needed skills. Unplanned and informal training takes place as a result of observations and conversations. It is the project manager's responsibility to spot and arrange this.
	Training methods can both be performed in classrooms, online, computer-based, on-the-job training from one to another team member, mentoring and coaching <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>.		Training methods can both be performed in classrooms, online, computer-based, on-the-job training from one to another team member, mentoring and coaching <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute. </ref>.
	Training is an attractive offer for employees because they will be more valuable in the company and for future projects.		Training is an attractive offer for employees because they will be more valuable in the company and for future projects.

Nina: /* Manage a high-performance team */

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Manage a high-performance team

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	''' Training and development '''		''' Training and development '''

	Training is performed so team members acquire the knowledge and skills they need to be effective performers, whereas development is team members building knowledge and skills in preparation to take on new responsibilities and challenges.<ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref>.		Training is performed so team members acquire the knowledge and skills they need to be effective performers, whereas development is team members building knowledge and skills in preparation to take on new responsibilities and challenges.<ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref> In the following both are addressed as training.
	Formal as well as informal training should be included in the project budget and is a method to enhance the team members competences.		Formal as well as informal training should be included in the project budget and is a method to enhance the team members competences.
	Formal and planned training can be necessary when there is a lack of needed skills. Unplanned and informal training takes place as a result of observations and conversations. It is the project manager's role to spot and arrange this.		Formal and planned training can be necessary when there is a lack of needed skills. Unplanned and informal training takes place as a result of observations and conversations. It is the project manager's role to spot and arrange this.

Nina: /* Critical issues that prevents high-performance */

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Critical issues that prevents high-performance

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	''' Social loafing '''		''' Social loafing '''

	Social loafing is a tendency ~~that a~~ individual performs less in group work compared to working individually. Social loafing lowers the group performance and should be eliminated. <ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref>.		Social loafing is a tendency where an individual performs less in group work compared to working individually. Social loafing lowers the group performance and should be eliminated. <ref name="ConTem"> Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. McGraw-Hill Education, 2015. Print. </ref>.

	Figure 3 presents three ways of reducing social loafing. Transparency of individual contributions reduces social loafing, because it is harder for the individual team member to "hide" in the group. When a project manager makes sure to emphasize valuable contributions it will reduce social loafing because there is a bigger motivation to contribute. The group size is of great importance to reduce social loafing because it will support the ease of transparency in the group.		Figure 3 presents three ways of reducing social loafing. Transparency of individual contributions reduces social loafing, because it is harder for the individual team member to "hide" in the group. When a project manager makes sure to emphasize valuable contributions it will reduce social loafing because there is a bigger motivation to contribute. The group size is of great importance to reduce social loafing because it will support the ease of transparency in the group.

Nina: /* Five Stages of Group Development */

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Five Stages of Group Development

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	<ol>		<ol>
	<li>'''Forming''' is the first stage. In this stage members of the group try to get an understanding of each other, align their expectations regarding behavior and clarify what to accomplish. In this stage the project manager's responsibility is to ensure, that each member of the group feels valued in the group.		<li>'''Forming''' is the first stage. In this stage members of the group try to get an understanding of each other, align their expectations regarding behavior, norms and clarify what to accomplish. In this stage the project manager's responsibility is to ensure, that each member of the group feels valued in the group.

	<li>The '''storming''' stage is known for the appearance of disagreements and conflicts. These are mainly based on the question of who should lead the group and if some members do not meet the demands of another group member. Here the project manager needs to make sure that the conflicts do not escalade.		<li>The '''storming''' stage is known for the appearance of disagreements and conflicts. These are mainly based on the question of who should lead the group and if some members do not meet the demands of another group member. Here the project manager needs to make sure that the conflicts do not escalade.
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	<li>The last stage, '''adjourning''', only applies to groups that disband. During the adjourning stage the project manager has to initiate celebration of success and reflect upon best practices. For future purposes reflections can be captured in reports with lessons learned and pros and cons.<ref name="FiveStages"> Abudi, G. (2018). [online] Available at: https://project-management.com/the-five-stages-of-project-team-development/ [Accessed 21 Feb. 2018]</ref>		<li>The last stage, '''adjourning''', only applies to groups that disband. During the adjourning stage the project manager has to initiate celebration of success and reflect upon best practices. For future purposes reflections can be captured in reports with lessons learned and pros and cons.<ref name="FiveStages"> Abudi, G. (2018). [online] Available at: https://project-management.com/the-five-stages-of-project-team-development/ [Accessed 21 Feb. 2018]</ref>
	</ol>		</ol>


	==== Conformity and Deviance in Groups ====		==== Conformity and Deviance in Groups ====

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	*'''Essentials of Contemporary Management, Sixth Edition'''		*'''Essentials of Contemporary Management, Sixth Edition'''
	''Chapter 11'' - ~~The~~ chapter, Effective Team Management, explains how different elements of group dynamics influence the functioning and		''Chapter 11'' - This chapter, Effective Team Management, explains how different elements of group dynamics influence the functioning and
	effectiveness of groups and teams. E.g. to have a balance of conformity and deviance and a moderate level of		effectiveness of groups and teams. E.g. to have a balance of conformity and deviance and a moderate level of
	cohesiveness, why and how to reduce social loafing in groups.		cohesiveness, why and how to reduce social loafing in groups.

	''Chapter 12'' - ~~Chapter twelve~~, discusses ~~raining~~ and development options that ensure members to effectively perform their jobs. It also explains why ~~performance appraisal or~~ reward systems are such crucial activities to encourage high levels of motivation and performance.		''Chapter 12'' - Building and Managing Human Resources, discusses training and development options that ensure members to effectively perform their jobs. It also explains why reward systems are such crucial activities to encourage high levels of motivation and performance.

	*'''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'''		*'''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'''
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	Limitations when acquiring the right resources in a team is also presented in this chapter.		Limitations when acquiring the right resources in a team is also presented in this chapter.

	''Chapter 2'' - This chapter, Organizational Influences and Project Life Cycle, ~~has been used for~~ defining projects, project work and project teams.		''Chapter 2'' - This chapter, Organizational Influences and Project Life Cycle, is defining projects, project work and project teams.

	*'''How to Create a High-Performance Team, Quarterly 16.3 (2005)'''		*'''How to Create a High-Performance Team, Quarterly 16.3 (2005)'''
	This article defines high-performance teams and the importance of team member selection, development, training and communication ~~are all~~		This article defines, discusses and considers high-performance teams and the importance of team member selection, development, training and communication.
	~~considered and discussed~~.

	*'''The theory and practice of change management, Fourth Edition'''		*'''The theory and practice of change management, Fourth Edition'''