1. PARTICIPATION & DELEGATION

2. The Continuum of Participation Occasional use of teams and employee participation TraditionalorganizationTeam-basedorganization Organizational Structure Management Control High management Control – No employee Participation Total delegation High employee Participation

3. Criteria for Use of Participation  When the task is complex and quality is important  When follower commitment is needed  When there is time  When the leader and follower are ready  When the leader and followers can easily interact

4. Benefits of Participation, Development of followers, Better decision on complex tasks, Increase in follower motivation and commitment, Opportunity to empower followers

5. Guidelines For Good Delegation  Delegate pleasant and unpleasant tasks  Clarify goals and expectations  Delegate authority along with responsibility  Provide support  Monitor and provide feedback  Delegate to different followers

6. Excuses For Not Delegating “My followers are not ready.” “My followers are not ready.” “They do not not have the skills.” “They do not not have the skills.” “I am uncomfortable delegating my tasks.” “I am uncomfortable delegating my tasks.” “I can do the job quicker myself.” “I can do the job quicker myself.” “My followers are too busy.” “My followers are too busy.” “I am responsible for my followers “I am responsible for my followers mistakes.” mistakes.” “My own manager may think I am “My own manager may think I am not working hard enough.” not working hard enough.”

7. TEAMS

8. Characteristics Of Teams  Members are fully committed to common goals they develop  Members are mutually accountable to one another to one another  Members trust one another  Collaborative culture  Shared leadership based on facilitation  Synergy

9. Self-Managed Teams  Power to manage their own work  Members with different expertise and experience  No outside manager and power to implement team decisions  Coordination with other teams  Internal leadership based on facilitation

10. Elements of Super Leadership b Developing positive and motivating thought patterns b Personal goal setting b Observation and self- evaluation b Self-reinforcement control and monitoring

11. Building Trust Opencommunication Trust Rewardingcooperation Competence And hard work Integrity Mutual respect And support Fairness and equity

12. Team Leadership Roles SELF- MANAGED TEAM Assess team skills skills Continue to do real work real work Counsel and encourage Obtain needed training Help define tasks and goals Clarify team boundaries Help develop implementation plan plan Observe from a distance Manage conflict and relationships and relationships

13. Characteristics of a Well- Functioning, Effective Group Relaxed, comfortable, informal atmosphere Task well understood & accepted Consensus decision making People express feelings & ideas Conflict & disagreement center around ideas or methods Clear assignments made & accepted Members listen well & participate Group aware of its operation & function

14. External Conditions Imposed on the Group Organizational Strategy Organizational Strategy Authority Structures Authority Structures Formal Regulations Formal Regulations Organizational Resources Organizational Resources Personnel Selections Process Personnel Selections Process Organizational Culture Organizational Culture Physical Work Setting Physical Work Setting

15. Group Leaders Department Manager Department Manager Supervisors Supervisors Foreman Foreman Project Leaders Project Leaders Task Force Head Task Force Head Chairperson Chairperson Chief Executive Officer (CEO) Chief Executive Officer (CEO)

16. Group Roles Definition: Definition: Set of expected behavior pattern, attributed to someone occupying a given position in a social unit Set of expected behavior pattern, attributed to someone occupying a given position in a social unit Role Identity Role Identity Role Perception Role Perception Role Expectations Role Expectations Role Conflict Role Conflict

17. Groupthink

18. Irving Janis’ Model  Antecedent Conditions + Cohesiveness  Groupthink Symptoms  Groupthink Symptoms  Low Probability of Success

19. Groupthink Characteristics Powerful Social Pressures Powerful Social Pressures Concurrence Seeking Concurrence Seeking Dehumanizing Solutions Dehumanizing Solutions Suppression of Deviant Thoughts Suppression of Deviant Thoughts Stress Stress

20. Diverse Teams Offer Both Advantages and Disadvantages in the Workplace Advantages Disadvantages Increased number of perspectives Multiple interpretations likely Greater openness to new ideas Increased flexibility Increased creativity Improved problem solving Improved understanding of foreign employees or customers Increased ambiguity Increased complexity Increased confusion Increased mistrust Potential miscommunication Difficulty in reaching agreements Difficulty in reconciling diverse perspectives Difficulty in reaching consensus Decreased group cohesion Table 6-4

21. Group Roles

22. Four Categories of Roles Group Task Roles: roles which facilitate the selection and definition of a common problem and solution. Group Task Roles: roles which facilitate the selection and definition of a common problem and solution. Group Building and Maintenance: roles which increase the functioning of the group as a group. Group Building and Maintenance: roles which increase the functioning of the group as a group. Individual Roles: roles which are oriented toward the satisfaction of individual’s needs. Individual Roles: roles which are oriented toward the satisfaction of individual’s needs. Creative Roles: roles which involve using creativity to identify possible solutions. Creative Roles: roles which involve using creativity to identify possible solutions.

23. Group Task Roles

24. The Initiator- Contributor Suggests or proposes new ideas Suggests or proposes new ideas may include the suggestion: may include the suggestion: for a new group for a new group a new way to view a problem a new way to view a problem a new way to address a problem within the group a new way to address a problem within the group a new procedure for the group a new procedure for the group a new way to organize the group a new way to organize the group

25. The Information Seeker Seeks clarification of suggestions made in terms of their factual adequacy, for authoritative information and facets pertinent to the problem being discussed. Seeks clarification of suggestions made in terms of their factual adequacy, for authoritative information and facets pertinent to the problem being discussed.

26. The Opinion Seeker Asks not primarily for the facts of the case but for a clarification of the values pertinent to what the group is undertaking or of values involved in a suggestion made or in alternative suggestions. Asks not primarily for the facts of the case but for a clarification of the values pertinent to what the group is undertaking or of values involved in a suggestion made or in alternative suggestions.

27. The Information Giver Offers facts or generalizations which are “authoritative” or relates his own experience pertinently to the group problem. Offers facts or generalizations which are “authoritative” or relates his own experience pertinently to the group problem.

28. The Opinion Giver States his/her belief or opinion pertinently to a suggestion made or to alternative suggestions. The emphasis is on his/her proposal of what should become the group’s view of pertinent values, not primarily upon relevant facts or information. States his/her belief or opinion pertinently to a suggestion made or to alternative suggestions. The emphasis is on his/her proposal of what should become the group’s view of pertinent values, not primarily upon relevant facts or information.

29. The Coordinator Shows or clarifies the relationships among various ideas and suggestions Shows or clarifies the relationships among various ideas and suggestions Tries to pull ideas and suggestions together Tries to pull ideas and suggestions together Tries to coordinate the activities of various members Tries to coordinate the activities of various members

30. The Evaluator- Critic Subjects the accomplishments of the group to some standard or set of standards of group functioning in the context of the group task. Subjects the accomplishments of the group to some standard or set of standards of group functioning in the context of the group task. May evaluate the “practicality”, “logic”, “Facts”, or “procedures” May evaluate the “practicality”, “logic”, “Facts”, or “procedures”

31. The Energizer Prods the group to action or decision. Prods the group to action or decision. Attempts to stimulate or arouse the group to greater or higher quality work. Attempts to stimulate or arouse the group to greater or higher quality work.

32. The Recorder Writes down suggestions. Writes down suggestions. Makes a record of group decisions (may be down via memory). Makes a record of group decisions (may be down via memory). The recorder role is the “group memory.” The recorder role is the “group memory.”

33. Group Building and Maintenance Roles

34. The Encourager Praises, agrees with and accepts the contributions of others. Praises, agrees with and accepts the contributions of others. Indicates warmth, solidarity in attitude toward others. Indicates warmth, solidarity in attitude toward others. Offers commendation and praise in various ways and indicates acceptance of others, Offers commendation and praise in various ways and indicates acceptance of others,

35. The Harmonizer Mediates the differences between members Mediates the differences between members Attempts to reconcile disagreements. Attempts to reconcile disagreements. Relieves tension in conflict situations. Relieves tension in conflict situations.

36. The Compromiser Operates from within a conflict in which his/her ideas or position is involved. Operates from within a conflict in which his/her ideas or position is involved. May offer compromise by yielding status, admitting error, or by coming “halfway” in meeting another. May offer compromise by yielding status, admitting error, or by coming “halfway” in meeting another.

37. The Gate-Keeper & Expediter Attempts to keep communication open by facilitating participation of others. Attempts to keep communication open by facilitating participation of others. Proposes regulation of the flow of communication. Proposes regulation of the flow of communication.

38. The Follower Goes along with the movement of the group. Goes along with the movement of the group. Passively accepts the ideas of others. Passively accepts the ideas of others. Serves as an audience for others in the group as well as for group discussion and decision. Serves as an audience for others in the group as well as for group discussion and decision.

39. Attempts by individuals to satisfy personal needs. Attempts by individuals to satisfy personal needs. Numerous types - from Sociology and Psychology. Numerous types - from Sociology and Psychology. Individual Roles

40. The Monopolist Def: One who chatters on incessantly due to anxiety when silent. Def: One who chatters on incessantly due to anxiety when silent. Effect: Group gets concerned, then frustrated and angry. May be afraid to confront because then they must fill the void. Effect: Group gets concerned, then frustrated and angry. May be afraid to confront because then they must fill the void.

41. Help-Rejecting Complainer Def.: requests help than rejects; takes problem in insolvability of problems; blames authority, conflicted about dependency feeling helpless and distrusting. Def.: requests help than rejects; takes problem in insolvability of problems; blames authority, conflicted about dependency feeling helpless and distrusting. Effects: seen as greedy and user of group energy; members become bored, confused, irritated and frustrated. Effects: seen as greedy and user of group energy; members become bored, confused, irritated and frustrated.

42. Self-Righteous Moralist Def.: strong need to be right. Demonstrates superiority via poise and unconcerned about being liked. Deep underlying shame. Def.: strong need to be right. Demonstrates superiority via poise and unconcerned about being liked. Deep underlying shame. Effect: mobilizes so much resentment that may be forced out of the group. Effect: mobilizes so much resentment that may be forced out of the group.

43. Creative Group Roles

44. Idea Generator Look for new ways to do things. Look for new ways to do things. Tend to focus only on ideas and concepts. Tend to focus only on ideas and concepts. Are result driven. Are result driven.

45. Designers See the big picture. See the big picture. Provide guidance and tools. Provide guidance and tools. Define performance standards. Define performance standards. Identify resources needed to complete projects. Identify resources needed to complete projects.

46. Promoters Visualize end result. Visualize end result. Optimistic. Optimistic. Promote ideas and give momentum. Promote ideas and give momentum.

47. Managers Can Use This Checklist to Diagnose the Roles Played by Each Team Member TASK ORIENTEDMAINTENANCEINDIVIDUAL Agenda Setter Analyzer Coordinator Evaluator Information Giver Information Seeker Intuitor Other Encourager Follower Gatekeeper Group Observer Harmonizer Standard Setter Other Avoider Blocker Clown Dominator Recognition Seeker Other

48. Mature Group Characteristics Purpose and Mission May be assigned or may emerge from the group May be assigned or may emerge from the group Group often questions, reexamines, & modifies mission & purpose Group often questions, reexamines, & modifies mission & purpose Mission converted into specific agenda, clear goals, & a set of critical success factors Mission converted into specific agenda, clear goals, & a set of critical success factors

49. Mature Group Characteristics Behavioral Norms - well-understood standards of behavior within a group Formal & written Ground rules for meetings Informal but understood Intra-group socializing Dress codes