2. Team building & Leadership

3. “If you want to build a ship, don’t drum up the men to go to the forest to gather wood, saw it, and nail the planks together. Instead, teach them the desire for the sea.”

4. Groups Coming together is a beginning. Keeping together is progress. Working together is success. - Henry Ford A group becomes a team when each member is sure enough of himself and his contribution to praise the skill of the others. - Norman S Hidle

5. Group A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objective.

6. The Five Stages of Group Development Members get to know each other and seek to establish ground rules Members get to know each other and seek to establish ground rules Members come to resist control by group leaders and show hostility Members come to resist control by group leaders and show hostility Members work together, developing close relation- ships and feelings of camaraderie Members work together, developing close relation- ships and feelings of camaraderie Group members work toward getting their jobs done Group members work toward getting their jobs done Groups may disband, either after meeting their goals or because members leave Groups may disband, either after meeting their goals or because members leave Stage 1 Forming Stage 2 Storming Stage 3 Norming Stage 4 Performing Stage 5 Adjourning

7. Types of Groups Informal Groups Friendship group: made up of employees who enjoy each other’s company. Satisfy the need for human interaction and social support. Interest Groups: Workers seek to achieve a common goal based on their membership in the organization. Managers should observe interest groups to learn what employees see as important.

8. Types of Groups(Contd.) Formal Groups: A group created by an organization to achieve specific objectives laid down in the organizations goals. Command group: (i.e., those who can legitimately give orders t o others). Task Group: Formal organizational group also may be formed around some specific task. Such a group is referred to as a task group. Task group may be composed of individuals with some special interest or expertise in a specific area regardless of their positions in the organizational hierarchy.

9. Group size: affects how a group performs Normally, keep group small (2 to 9 members). –Small groups interact better and tend to be more motivated. Use large groups when more resources are needed. –Division of labor is possible with large group.

10. Group Tasks: Impacts how a group interacts. Task interdependence shows how work of one member impacts another. As interdependence rises, members work closer together. Task interdependence types: –Pooled Task Interdependence: members make separate, independent contributions to group. Group performance is the sum of member contributions. –Sequential Task Interdependence: members perform tasks in a sequential order. Hard to determine individual performance since one member depends on another. –Reciprocal Task Interdependence: work performed by a member is dependent on work by others. Members share information and work closely together.

11. Role Set of behaviors a group member is expected to perform because of their position in the group. –In cross-functional teams, members perform roles in their specialty. –Managers need to clearly describe expected roles to group members when they are assigned to the group. Role-making occurs as workers take on more roles as group members. –Self-managed teams may assign the roles to members themselves.

12. –Role identity: the attitude and behavior of an individual give rise to role identity – Role perception: how one is supposed to behave in a particular role – Role expectations: how an individual is expected to behave in given situation – Role conflict: perform diverse role

13. Group Norms: shared rules that members follow. –Groups may set working hours, behavior rules, etc. Conformity & Deviance: members conform to norms to: –Obtain rewards, imitate respected members, and because they feel the behavior is right. –When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them. Conformity and deviance must be balanced for high performance from the group. –Deviance allows for new ideas in the group.

14. Group Cohesiveness: Measures the loyalty to the group by its members. –Level of Participation: as cohesiveness rises, so will participation. Participation helps get members actively involved, but too much can waste time. –Level of Conformity: as conformity rises, so does cohesiveness. With too much conformity, performance can suffer. –Level of Group Goal Accomplishment: as cohesiveness rises, the emphasis on group accomplishment will rise. High levels of cohesiveness can cause the group to focus more on itself than the firm.

15. Determinates of cohesiveness: can be altered to change cohesiveness levels in a group. –Group Size: small groups allow high cohesiveness. Low cohesiveness groups with many members can benefit from splitting into two groups. –Managed Diversity: Diverse groups often come up with better solutions. –Group Identity: When cohesiveness is low, encourage a group to adopt a unique identity and engage in healthy competition with others. –Success: cohesiveness increases with success. Look for a way for a group to find some small success.

16. Reducing Social Loafing Make individual contributions identifiable. Emphasize valuable individual contributions Keep group size at an appropriate level

17. Managing for Performance Motivate groups to achieve goals: –Members should benefit when the group performs well. –Rewards can be monetary or in other forms. Reduce social loafing: human tendency to put forth less effort in a group than individually. To eliminate: –Make individual efforts identifiable and evaluated. –Emphasize individual efforts to show they count. –Keep group size at a small number. Help groups manage conflict. –All groups will have conflict, managers should seek ways to direct it to the goals

18. Why teams ? Together Everyone Achieves More

19. Requirements of a Team Small Number Complementary Skills Committed to a Common Purpose and Performance Goals Committed to a Common Approach Mutual Accountability

20. Team Vs. Working Group Team Shared leadership roles Individual and mutual accountability Specific team purpose that team delivers Collective products Open-ended meetings Discusses, decides and Does real work together Working Group Strong, focused leader Individual accountability only Group’s purpose is same as larger group Individual Products Efficient meetings Discusses, decides and Delegates

21. Team Vs. Working Group Members participate in decisions affecting the team but understand their leader must make a final ruling whenever the team cannot decide, or an emergency exists. More trust More Creativity and Contribution members may or may not participate in decisions affecting the team Less Trust Less Creativity and Contribution

22. Types of teams : Basically there are 4 types of teams : (a)Self-managed work-teams- For developing or manufacturing a product or providing services to customers,etc. (b)Problem-solving teams – These are temporary teams established for a specific problem-solving.Problem-solving teams are generally cross-functional and give recommendations.

23. Types of teams ( cont’d ) c) Cross-functional–Team like management team consist of Managers from different functional areas for overall corporate performance. The primary job is to coach and counsel other teams to be self-managing by making decisions within the teams. (d )Virtual teams – These teams are not meeting in a room, but members are in good- communication through electronic-media like internet, by sitting anywhere in the world.

24. Criteria for Team Effectiveness Does the Team’s Output Meet the Standards of Those Who Have To Use It? Does the Team Experience Contribute to the Personal Well-Being and Development of Team Members? Does the Team Experience Enhance the Capability of the Members to Work and Learn Together in the Future?

25. How To Improve Team Performance Establish Urgency and Direction Select Members on Skills, Not Personality Set Clear Rules of Behavior Focus on Specific Goals Challenge Team with Fresh Information Spend Lots of Time Together Provide Feedback, Recognition, & Rewards

26. Guidelines for Teambuilding Emphasize common interests and values Use ceremonies and rituals Use symbols to develop identification with the group Encourage and facilitate social interaction Tell people about group activities and achievements Increase incentives for mutual cooperation

27. Problem Solving Process Identifying the issue.Identifying the issue. Setting a specific objective. Setting a specific objective. Gathering and analyzing the facts. Gathering and analyzing the facts. Developing alternatives. Developing alternatives. Evaluating the alternatives. Evaluating the alternatives. Deciding and acting. Deciding and acting.

28. Advantages of a Team More Information Than Individual Possible Division of Labor Greater Acceptance of the Decision By the team Greater Understanding of the Decision By the team

29. Potential Issues for Team Mission Expected Grade? Utilization of People? Time Commitment? Desire for Skill Development Versus Task Accomplishment? Other Issues?

30. Types of Teams Groups reporting to the same manager Groups involving people with common goals Temporary groups formed to accomplish a specific, one-time task Groups consisting of people whose work roles are interdependent Groups with no formal links but whose collective purpose requires coordination

32. Leadership

34. What is leadership? Leading people Influencing people Commanding people Guiding people

36. Leadership Truth We Praise Leaders Too Much When Organizations Succeed, and Blame Them Too Much When Organizations Fail

37. Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

38. Managers vs. Leaders Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities

39. Leaders and Managers: Distinguishing their roles Establish organizational mission Formulate Strategy for implementing mission Implement organizational strategy Leader’s Job Manager’s Job

40. Common Activities Planning Organizing Directing Controlling

41. Planning Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision

43. Organizing Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training Leader Gets people on board for strategy Communication Networks

44. Directing Work Manager Solves problems Negotiates Brings to consensus Leader Empowers people Cheerleader

45. Controlling Manager Implements control systems Performance measures Identifies variances Fixes variances Leader Motivate Inspire Gives sense of accomplishment

46. Factors Pertaining to Leadership and the Interactional Framework Leader FollowersSituation Vision Rhetorical skills Image and trust building Personalized leadership Crisis Task interdependence Identification with the leader and the vision Heightened emotional levels Willing subordination to the leader Feelings of empowerment Outcomes: Social or cultural revolutions Higher levels of effort Greater follower satisfaction Increased group cohesiveness

47. Leadership Traits Intelligence –More intelligent than non-leaders –Scholarship –Knowledge –Being able to get things done Physical –Doesn’t see to be correlated Personality –Verbal facility –Honesty –Initiative –Aggressive –Self-confident –Ambitious –Originality –Sociability –Adaptability

48. Traits and Skills of Successful Leaders Traits Adaptable to Social Environment Ambitious and Achievement oriented Assertive Cooperative Decisive Dependable Energetic Persistent Responsible Confident Alert to Social Environment Skills Clever Creative Diplomatic Knowledgeable Organized Persuasive Social Skills

49. Leadership Styles Delegating –Low relationship/ low task –Responsibility –Willing employees Participating –High relationship/ low task –Facilitate decisions –Able but unwilling Selling –High task/high relationship –Explain decisions –Willing but unable Telling –High Task/Low relationship –Provide instruction –Closely supervise

50. 4 Strategies to Develop Charismatic Qualities Develop visionary skills Take Dramatic Action – Walk the walk Take Dramatic Action – Walk the walk Focus on Your Followers Develop an enthusiastic, confident personality. Develop an enthusiastic, confident personality.

51. Manage Oneself Be self-aware Define your leadership style Get advice and counsel –Advice is from expert to leader –Counsel is insight Types of help –Technical –Political –Personal Advisor traits –Competent – Trustworthy –Enhance your status

52. How Far Can You Go? “What is the recipe for successful achievement?What is the recipe for successful achievement? To my mind there are just four essential ingredients: Choose a career you love, give it the best there is in you, seize your opportunities, and be a member of the team.and be a member of the team.” Benjamin F. Fairless

53. Thank you