BUSI 340 DB#3 Replies

1 day ago

Sarah Smith

RE: team efficacy

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Definition of Team Efficacy: "High-efficacy teams set more challenging goals and are more motivated to achieve them, both of which increase team performance. Unfortunately, teams sometimes become overconfident and develop a false sense of invulnerability" (McShane & VonGilnow, 2015, p.242).

Summary: In rowing, more than any other team sport, self-efficacy is a huge predictor of how well a team member will do. The sport needs all the members of the rowing crew to be able to be in sync with each other. The more the team practiced together the better they became. Interestingly enough, it was the hours per week that they practiced together that made the most difference, not the years participating in the sport. They need to watch each other's every move and be able to time their next movements with accuracy. Thus, the team functions the best when all members have a high level of self-efficacy. As the team members believe they can win and finish the goal first, they work together with a greater drive. There is no room for self-doubt in these team members. 

Discussion: Team-Efficacy is very important when working with others. It helps the group to grow together and achieve things that one could not do on their own. It improves processes by minimizing the amount of lag time in the group. By anticipating what is needed next, the members can start getting things ready ahead of time in order to make things flow better.  

An example of this is in how I room for doctors in our clinic. When I am bringing someone back to the room and working through the initial questions about the visit and why they are there, I can assess if anything will be needing to be done before the doctor comes in the room. Patients that come in for a urinary tract infection need a urine sample obtained to make sure there is an infection, that the symptoms are not from some other cause, and that we are placing them on the correct antibiotic. By obtaining the sample prior to the doctor seeing the patient, it can be processed while the doctor is in the room and he/she will have the results while they are seeing the patient.

What are some times that you have had to use team-efficacy in your work? Are there times that it was detrimental to the process? How has it helped?

Romans 8:28 "And we know that for those who love God all things work together for good, for those who are called according to his purpose."

References:

McDowell, D. S., & McComb, S. (2016). Surgical safety checklists briefings: perceived efficacy and team

     member involvement. Journal of Perioperative Practice, 26(6), 138-144. Retrieved from:

http://web.b.ebscohost.com.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=11&sid=46c459a1-9cbf-4b10-a56d-41de63a31b43%40sessionmgr102  

McShane, S., & VonGlinow, M. (2015). Organizational behavior (7th ed.). Boston MA: McGraw-Hill.  

Pineau, T.R., Glass, C.R., Kaufman, K.A., & Bernal, D.R. (2014). Self- and team-efficacy beliefs of rowers and

     their relation to mindfulness and flow. Journal of Clinical Sport Psychology. 8(2), 142-158.  Retrieved from: 

http://web.b.ebscohost.com.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=14&sid=46c459a1-9cbf-4b10-a56d-41de63a31b43%40sessionmgr102

Willis, H., Kamps, D., Fleming, K., and Hansen, B. (2016). Student and teacher outcomes of the class-wide  

     function-related intervention team efficacy trial. Exceptional Children. 83(1), 58-76.

    doi:10.1177/0014402916658658. Retrieved from: 

http://web.b.ebscohost.com.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=9&sid=46c459a1-9cbf-4b10-a56d-41de63a31b43%40sessionmgr102

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14 hours ago

Megan Buechel

RE: Team Building

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Definition:

According to McShane and Von Glinow, “Team building consists of formal activities intended to improve the development and functioning of a work team” (Pg. 233, Para. 3).

Summary:

This article talks about the different ways to brainstorm when it comes to working in a company. Leslie Mamalis recommends that you hold brainstorming sessions. It also talks about how you should always use the help from your co-workers.

Discussion:

It is important for any company to include all their employees when it comes to major decision. In my own opinion, team brain storming is very important whether it is through a company or sport. “Hold team brainstorming sessions. Write ideas on a whiteboard or flip chart so everyone can see them and build on them. Because it’s easier to come up with the first few ideas, try calling first on a new team member or a quiet one to build their confidence” (Suszczynski, Para. 2). Team building allows for others to voice their opinion. Working at Club Fitness, I used to just keep my opinions to myself. As I started be responsible for more things, I had to learn how to express myself and my opinions. It may seem difficult for a manager to get an opinion out of someone who is quiet. This is because this employee does not want to hurt someone’s feelings. The article states, “Approach quiet employees one on one. Some people don’t like being put on the spot in a group meeting, so try approaching them individually later. Make sure this employee knows you’ll listen and consider her ideas, and you won’t dismiss her input” (Suszczyski, Para. 4). I myself hate being put on the spot because I feel others will judge my opinion. I think that most people have anxiety and when they get put on the spot then they will completely shut down. A manager can use different techniques to show that individual that they are respected. I think that managers should go through a class to learn different ways to communicate. Communication is key when it comes to team building. You must be able to understand others especially those who are afraid to express their opinions. Club Fitness seems to not care about their employees. However, two of my managers care about my opinions and will always listen to what I must say.  I feel respected when they want to know my opinion especially since they rely on me for a lot of things at the location I work at. In all, team building is so important when it comes to a company succeeding.

McShane, S., & Von Glinow, M. (2015). Organizational behavior (7th ed.). Boston, MA: McGraw-Hill.

Suszczynski, K. (2009). Team Building. Veterinary Economics, 50(4), 15. Retrieved August 2, 2017, from http://ezproxy.liberty.edu/login?url=https”//search-proquest-com.ezproxy.liberty.edu/docview/274272725?accountid=12085

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3 days ago

Courtney Jimenez

Large Group Interventions - Submission

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Definition

Large group interventions are “highly participative events that view organizations as open systems (i.e. involve as many employees and other stakeholders as possible) and adapt a future and positive focus of change” (McShane & Von Glinow, 2015, p. 445).

Summary

            The article Problem structuring methods for large group interventions, discusses how larger group workshops pose difficulties that are not problems with smaller groups. The authors argue that the benefits from PSMs give a more complex task than approaches used to simply address large groups. First, the article introduces LGIMs and PSMs to get to how large groups employing a PSM interact. The article then focuses on the discussion of whether it is appropriate to use PSMs with large groups. The complications of using PSMs with large groups is then discussed and possible solutions to those problems are suggested.

Discussion

            Large group interventions are used in order to create a “whole systems” perspective in an organization, including many people from various places in the organization (McShane & Von Glinow, 2015, p. 445). Those that choose to adapt a large group intervention believe that “change will be more successful when as many employees and other stakeholders as possible [are] associated” (McShane & Von Glinow, 2015, p. 445). This type of intervention is also very future-oriented in nature. The article Problem structuring methods for large group interventions, emphasizes the benefits of large group interventions and how problem structuring methods can be used in these larger groups.

One important aspect of large group intervention that must be recognized is that stakeholders are participating and being consulted, but “have no power or authority in the ultimate decision” (Shaw, Westcombe, Hodgkin, & Montibeller, 2004, p. 454). The article concludes that while useful, large group intervention methods “are too focused on problem consultation and not enough on problem structuring,” which occurs simply because of the nature of having a large group from every level in the organization (Shaw et al., 2004, p. 462). Problem structuring models provide insight into how large group intervention methods can be improved, but ultimately there is no way to fully equalize the two. Large group interventions may have drawbacks, but they do provide the organization with a sense of wholeness and participation, giving employees at all levels to feel involved, even reducing resistance to change.

            Continued research and experimentation with large group interventions will help them work more cohesively and soundly in the future, and this research should certainly be done. Including all levels of the organization brings employees together with each other and management, giving that sought after feeling of wholeness, putting everyone on the same page.

References

McShane, S., & Von Glinow, M. (2015). Organizational behavior (7th ed.). Boston, MA: McGraw-Hill.

Mirvis, P. H. (2005). Large group interventions: Change as theater. The Journal of Applied Behavioral Science, 41(1), 122-138. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/236325673?accountid=12085

Shaw, D., Westcombe, M., Hodgkin, J., & Montibeller, G. (May 2004). Problem structuring methods for large group interventions. The Journal of the Operational Research Society, 55(5), p. 453-463. Retrieved from http://www.jstor.org/stable/4101905

Worley, C., Mohrman, S., & Nevitt, J. (July 5, 2011). Large group interventions: An empirical field study of their composition, process, and outcomes. Journal of Applied Behavior Science, 47(4), p. 404-431. Retrieved from http://jab.sagepub.com/content/early/2011/07/01/0021886311410837.abstract

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