Team building & Team building & Leadership Leadership

Team building & Team building & Leadership Leadership

““If you want to build a ship, don’t drum up If you want to build a ship, don’t drum up the men to go to the forest to gather the men to go to the forest to gather

wood, saw it, and nail the planks together. wood, saw it, and nail the planks together.

Instead, teach them the desire for the Instead, teach them the desire for the sea.”sea.”

““If you want to build a ship, don’t drum up If you want to build a ship, don’t drum up the men to go to the forest to gather the men to go to the forest to gather

wood, saw it, and nail the planks together. wood, saw it, and nail the planks together.

Instead, teach them the desire for the Instead, teach them the desire for the sea.”sea.”

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

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

The Five Stages of Group Development

Members getto know each

other andseek to

establish ground rules

Members getto know each

other andseek to

establish ground rules

Memberscome to resist

control bygroup leaders

and showhostility

Memberscome to resist

control bygroup leaders

and showhostility

Memberswork together,

developingclose relation-

ships andfeelings of

camaraderie

Memberswork together,

developingclose relation-

ships andfeelings of

camaraderie

Groupmembers

work towardgetting their

jobs done

Groupmembers

work towardgetting their

jobs done

Groups maydisband, eitherafter meetingtheir goals or

because members leave

Groups maydisband, eitherafter meetingtheir goals or

because members leave

Stage 1Forming

Stage 2Storming

Stage 3Norming

Stage 4Performing

Stage 5Adjourning

Types of GroupsInformal 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.

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.

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.

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.

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.

– 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

• 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.

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.

• 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.

Reducing Social Loafing

• Make individual contributions identifiable.

• Emphasize valuable individual contributions

• Keep group size at an appropriate level

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

Why teams ?•Together•Everyone•Achieves•More

Requirements of a Team

• Small Number• Complementary Skills• Committed to a Common Purpose

and Performance Goals• Committed to a Common Approach• Mutual Accountability

Team Vs. Working GroupTeam

• 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

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

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.

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.

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?

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

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

Problem Solving Problem Solving ProcessProcess

• 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.

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

Potential Issues for Team Mission

• Expected Grade?• Utilization of People?• Time Commitment?• Desire for Skill Development

Versus Task Accomplishment?• Other Issues?

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

Leadership

What is leadership?

Leading people

Influencing people

Commanding people

Guiding people

Leadership TruthLeadership TruthLeadership TruthLeadership Truth

We Praise Leaders Too Much We Praise Leaders Too Much When Organizations When Organizations

Succeed, and Blame Them Succeed, and Blame Them Too Much When Too Much When

Organizations FailOrganizations Fail

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

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

Leaders and Managers: Distinguishing their roles

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leader’s JobLeader’s Job

Manager’s JobManager’s Job

Common Activities

• Planning • Organizing• Directing • Controlling

Planning Manager• Planning• Budgeting• Sets targets• Establishes

detailed steps• Allocates

resources

Leader• Devises strategy

• Sets direction• Creates vision

OrganizingManager• Creates structure• Job descriptions• Staffing • Hierarchy• Delegates• Training

Leader• Gets people on

board for strategy

• Communication• Networks

Directing WorkManager• Solves problems• Negotiates • Brings to

consensus

Leader• Empowers

people• Cheerleader

ControllingManager • Implements

control systems• Performance

measures• Identifies

variances• Fixes variances

Leader• Motivate• Inspire• Gives sense of

accomplishment

Factors Pertaining to Leadership and the Interactional Framework Leader

Followers Situation

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

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

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

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

4 Strategies to DevelopCharismatic Qualities

Develop visionary skillsDevelop visionary skills

Take Dramatic Action – Walk the walk

Take Dramatic Action – Walk the walk

Focus on Your FollowersFocus on Your Followers

Develop an enthusiastic, confident personality.

Develop an enthusiastic, confident personality.

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

How Far Can You Go?

  “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.”  Benjamin F. Fairless

Thank you