Here are potential responses to the discussion questions: 1. If I were Mike Lazaridis, I would likely support Balsille's pursuit of the Phoenix Coyotes. As long-time partners who had built RIM together through mutual support, trust and shared vision, denying or being indifferent to Balsille's personal interests could damage our strong working relationship. Supporting each other's passions and goals outside of work seems important for maintaining the close bond between us as leaders. 2. Some keys to a successful leadership team include shared vision and values, clear roles and responsibilities, strong communication, mutual trust and respect, ability to provide constructive challenge to each other's ideas, and willingness to support each other personally and professionally. Having

1. TEAMWORK

2. Presented by
• Vishwanath Hosamani
• Vishakh Gopalakrishna Nayaka

3. What is it?
• Teamwork is the collaborative effort of a group to achieve a
common goal or to complete a task in the most effective and
efficient way
• Basic requirements for effective teamwork are an adequate team
size.
• A team must include at least 2 or more members.

4. Why do we need it?
• Teamwork motivates unity in the workplace
• Teamwork offers differing perspectives and feedback
• Teamwork provides improved efficiency and productivity
• Teamwork provides great learning opportunities
• Teamwork promotes workplace synergy

5. How do we do it?
• Open communication to avoid conflicts.
• Effective coordination to avoid confusion and the overstepping
of boundaries.
• Efficient cooperation to perform the tasks in a timely manner
and produce the required results, especially in the form of
workload sharing.
• High levels of interdependence to maintain high levels of trust,
risk-taking, and performance.

6. Processes Involved
1. Transition processes
These processes occur between periods of action. In this period,
the team members can evaluate their overall performance as a
team as well as on an individual level, give feedback to each other,
make clarifications about the upcoming tasks, and make any
changes that would improve the process of collaborating.
• Task Analysis
• Goal Specification
• Strategy Formulation

7. 2. Action processes
These processes take place when the team steps to accomplish its
goals and objectives. In this stage, team members keep each other
informed about their progress and their responsibilities, while
helping one another with certain tasks. Feedback and
collaborative work continues to exist in high levels throughout
this process.
• Monitoring progress toward goals
• Systems Monitoring
• Team Monitoring and Backup Behavior
• Coordination

8. 3. Interpersonal processes
These processes are present in both action periods and transition
periods, and occur between team members. This is a continuous
process, in which team members must communicate any
thoughts and/or feelings concerning either another team member
or a manner in which a task is being performed. Furthermore,
team members encourage and support each other on their
individual tasks.
• Conflict management
• Motivation and Confidence building
• Affect Management
Teamwork performance generally improves when a team passes
through these processes, since processes like these enhance
coordination and communication between the team members
and therefore increase teamwork and collaborative work.

9. Drawbacks of Teamwork
• Social Loafing: This phenomenon appears when an individual
working in a group places less effort than they can towards a
task. This can create an inequality between the amount of work
other individuals are placing within the team, therefore can
create conflict and lead to lower levels of performance.
• Individual Tasks: Certain tasks do not require teamwork, and
are more appropriate for individual work. By placing a team to
complete an 'individual task', there can be high levels of conflict
between members which can damage the team's dynamic and
weaken their overall performance

10. • Behavior Conflicts or Ingrained Individualism:
Employees in higher organizational levels have adapted to their
positions at the top that require more individualism, and
therefore have trouble engaging in collaborative work. This
creates a more competitive environment with a lack of
communication and higher levels of conflict. This disadvantage
is mostly seen organizations that utilize teamwork in an
extremely hierarchical environment.

11. Case
RIM :
PARTNERSHIP
AND
TEAMWORK

12. Summary
• This case is the of two partners Jim Balsille & Mike Lazaridies who where the
CEO of Research in motion thry were two partners in a family and they always
supported each other power,sstrength they even divide the work load.
• The case shows that how the relations & partnership of both remained intact
inspite of legal controversies for phoenix coyotes it showed The Coyotes filied for
bank cruptey in 2009 ,Balsille made an offer to purchase it for this he had to fight
a legal battle to purchase the team with NHL To settle the case Balsille had to step
down from RIM for atleast one year & both of them had to make payment of
penalty of $5million canadian for Balsille & $1.5 million for Lazaridus
• But at last their partnership was not damaged& their realationship where unboken
this shows that Team experiences challanges But strong bonds secure relationship
& commmitted partners are able to transcend challenges to insure that the intergity
of the relationship continues & overcomes thw problems that work and life
present.

13. Discussion Questions:
1. Imagine that you are Mike Lazaridis. Would you support, denounce
or be indifferent to Balsille’s pursuit of the Phoenix Coyotes? Why?
2. What do you think are the keys to a successful leadership team?
3. Suppose that you were named the new CEO of Research In Motion,
and you were given the
• freedom to choose your new co-CEO. What type of co-leader would
you select? What kind of
• leader do you see yourself as, and what kind of co-leader would be
your best counterpart?