The document discusses groups and teams, outlining key differences and providing details on types of groups, stages of team development, decision-making processes, and leadership. It defines groups as collections of people with common characteristics or purposes, while teams work together for a common cause. Five stages of team development are described: forming, storming, norming, performing, and adjourning. Various techniques for group decision-making are also outlined.

3. Outline syllabus
• team
• Group vs teams ,Stages of team development,
• Types of teams, Team building process, How to build great teams
• Managing cross-functional teams, diverse teams, virtual teams, self managed teams.
• Team building in globalized era
• Group
• What is a group, types of groups, group roles, status, size
• Formal and informal groups
• Group decision making
• Leadership
• Leadership Defined, Attributes of an effective leader
• Managing & leading teams
• Leadership vs management, Leadership Styles

4. Groups and Teams
• Being in groups is part of everyday life and many of us
will belong to a wide range of groups, for example:
family groups, social groups, sports groups,
committees, etc.
• There is some confusion about the difference
between a group and a team; traditionally academics,
communication and management theorists use the
terms: group, group-working, group-interaction,
group-structure etc. to refer to the dynamics of
people working together towards a common cause.
• The word group however has a broader meaning – a
group of passengers on a flight have a common
characteristic – to travel, but they are not necessarily
working towards a common cause. Groups do not
even need to refer to people,
•

5. Continue…
• for example, a group of products in a supermarket, in this
case the group is arbitrary and could be defined by any
number of variables.
• A team is generally more specific. We would not refer to
our airline passengers as a team, unless they crashed on a
desert island and needed to work together to survive. The
distinction is that a team is working together for a common
cause. A group of schoolchildren may be in the same class,
whereas a team of schoolchildren may be working together
on a specific project within the class.
• When we talk about groups and teams we use the terms
interchangeably – it is possible to have a group without a
team but not a team without a group. Although we use the
word team throughout our pages we use the following
definition of group:

6. Two or more people
Shared goals
People see themselves
As members
There is interaction
Among members
Group
Continue…
• A group is a collection of
people with some common
characteristics or purpose.

7. group dynamics
• the study or use of the processes involved when
people in a group interact.
• "it is often helpful to group dynamics to introduce
games and exercises into group discussion“
• Group dynamics deals with the attitudes and
behavioral patterns of a group.
• Group Dynamics: it’s characteristics, stages,
types, factors ,team building and other Details!

9. FORMAL GROUPS
• 1: FORMAL GROUPS: these groups are consciously
created to serve an organizational objective. The crew
of an airline flight is an example of a formal group.
Formal groups different types:
• [a] Command group: It is a group determine by the
connection between individual who are a formal part
of the organization. For eg, the marketing department
comprising of the general manager and the other
marketing staff.
• [b] Task group: A task group is created by the
management to accomplish certain organizational
goals. It is specifically created to solve the problem or
preform a defined task.

10. 2:Informal groups
• A group that is neither formally structured nor
organizationally determined; appears in response to
the need for social contact.
different types of informal groups are:
• [a] Interest groups: Interest groups consist of person
who share common interests. They may be job related
interest, or such as sports, national politics or religion.
• [b] Friendship groups: friendship group consist of
individual who come together because they share one
or more common characteristics. They consist of
people with natural affinities for one another

11. 3:Primary Group
• A primary group is made up of a small group
of people who interact regularly. A small team
with a leader is an example of a primary
group. A family can also be called a primary
group. Within the primary group, values,
beliefs and culture are all very important.

12. 4:Secondary Group
• When a large number of people get together
(who do not normally get together) it is called a
secondary group. Secondary group members do
not get the opportunity to get to know each
other as well as primary group members because
the interaction with each other is less than in a
primary group. When a secondary group is
formed, individuals usually have their own
agenda and goals. The relationship they form is
not long term and social interaction within a
secondary group is likely to be low.

13. STAGES OF GROUP DEVELOPMENT
• Every group passes through different stages in
its lifecycle. According to a popular model,
every group passes through five distinct stages
of group development

14. Continue..
• .(1) Forming: In the forming stages the members share
personal information and try to know more about the tasks
to be preformed.
• The stage of group development when the team discusses
its purpose, defines and assigns tasks, establishes timelines,
and begins forming personal relationships.
• (2) Storming: The stage of group development when the
team clarifies its goals and its strategy for achieving them.
• the members compete for positions of status and control.
This is a period of high emotionality and tension among
group members. The storming stage is completed when the
intra group conflicts are resolved and the group’s
leadership is accepted.

15. Continue..
• (3) Norming: In this stage the group really begins to
come together as a coordinated unit. Members start
co-operating with each other and place their
competing interest in the background.
• (4) Performing: This stage is sometimes called as total
integration. During this stage, the group members work
effectively and efficiently towards achieving the group
objectives.
• (5) Adjourning: In this stage the group prepares for
disbandment. The group’s focus is now on wrapping up
activities rather than achieving high task performance.

16. Group Decision Making
• Decision-making is the process whereby a
final but best choice is made among the
alternatives available.
• Group decision making (also known as
collaborative decision making) is a situation
faced when individuals collectively make a
choice from the alternatives before them. This
decision is no longer attributable to any single
individual who is a member of the group.

17. Group decision making
• Group decision making can be defined as the
process where decisions are made by a group
after complete analysis of the situation. Group
decision making can be an effective way of
arriving at a solution for certain types of
problems.

18. Types of Decision Making
Consensus Mode :
• When all member of the group agree to the
decision arrived at, it is called ‘consensus’.
Majority Vote :
• If majority of the group members agree to the
decision arrived at, it is called ‘majority vote’

20. Process (Cont.…)
Diagnosing the Problem:
• To identify the problems to be solved.
Developing Alternatives:
• Through different sources like experience, practices in
other groups, and ideas & suggestions from different
parties involved
Evaluating the Alternatives
• To know their plus & minus points, & then the most
appropriate alternative is selected.
Implementation & Monitoring the Decision
• Implementation of selected alternative, checking with
reference to the expectations, & making required
corrections, if any.

21. Advantages of Group Decision-Making
• Advantages of Group Decision-Making Compared to an
individual, the groups generally have a greater
knowledge, expertise, & skill base to make better
decisions.
• . Larger number of members provide more
perspectives of the problem.
• . With larger number of group members, the
participation also increases that helps reach quality
decision.
• Following increased participation, comprehension of
final decision arrived at is usually high.

22. Disadvantages of Group Decision-
Making
• It is a time consuming process.
• Influencing members usually manipulate the
group decision in a direction of their interest
& liking.
• Sometimes decisions made by the group
members are simply a compromise between
the various views & options offered by the
group members.

23. Techniques of Group Decision-Making
1) Brain Storming
2) Nominal Group Technique
3) Delphi Technique
4) Consensus Mapping

24. (1) Brainstorming technique
• Originally adopted by Alex Osborn in 1938 in an American
Company According to him, brainstorming means using the
brain to storm the problem. Four Basic Guidelines:
• 1) Generate as many ideas as possible.
• 2) Be creative, freewheeling, & imaginative.
• 3) Build upon piggybank, extend or combine earlier ideas.
• 4) Withhold criticism of others’ ideas.
Two underlying principles:
• 1) Deferred Judgment, by which all ideas are encouraged
without criticism.
• 2) Quantity breeds quality.
• Advantages: o Useful for simple & well-defined problems
and Stimulates creativity

25. 2) Nominal Group Technique (NGT)
• A nominal group exists in name only, & the members
have minimal interaction prior to making decisions.
Process:
• Members brought together & presented the problem.
• Each members develops solution / ideas independently
& writes them on cards.
• All present their ideas in a round-robin procedure. Brief
time is allotted to clarify ideas, after the presentation by
all.
• Group members individually rank their preferences for
the best alternatives by secret ballot.
• Group decision is announced based on this ranking

26. (3) Delphi Technique
• “Delphi” is a place, where the ancient Greeks
used to pray for information about the future.
In this technique, members selected are
experts, & scattered over large distances,
having no face-to-face interaction for decision-
making. The effectiveness of the technique
depends on the adequate time, participants’
expertise, communication skills, & motivation
of the members

27. Continue.. process
• The problem is identified and a set of questions (a questionnaire)
are built relating to the problem.
• Experts in the problem area are identified and contacted, to
whom the questionnaire is sent. They anonymously and
independently answers the questions and sends it back to the
central coordinator.
• These responses are compiled and analyzed and on their basis, a
second questionnaire is developed, which is mailed back to
participating members to comment, suggest and answer the
questions, possibly generating new ideas.
• The responses to this second questionnaire are complied and
analyzed and if a consensus has not been reached, then a third
questionnaire is developed, pinpointing the issue and unresolved
areas of concern.
• The above process is repeated until a consensus is obtained. Then
the final decision is taken.

28. (4) Consensus Mapping
• Here, an attempt is made to arrive at a decision by
pooling the ideas together generated by several task
sub-groups.
Process:
• It begins with developing ideas by a task sub-group.
The facilitators encourage participants to further
develop clusters of ideas.
• The ideas so generated are developed & narrowed in
smaller number of ideas.
• They are consolidated into a representative structure
called ‘strawman map’, which is further narrowed
down to arrive at a mutually acceptable solution.

29. Team
• A team is a group of people who collaborate on related
tasks toward a common goal.
• A team is a group of people who work together toward
a common goal. Teams have defined membership
(which can be either large or small) and a set of
activities to take part in. People on a team collaborate
on sets of related tasks that are required to achieve
an objective. Each member is responsible for
contributing to the team, but the group as a whole is
responsible for the team's success/

30. Stages of team development
• Teams move through a series of stages, beginning
when they are formed and ending when they are
disbanded. Bruce Tuckman identified four distinct
phases of team development: forming, storming,
norming, and performing. Each has a primary purpose
and a common set of interpersonal dynamics among
team members. Tuckman proposed that all are
inevitable and even necessary parts of a successful
team's evolution.
The model of group development was first proposed by
Bruce Tuckman in 1965.

31. Stages of team development
• Stage 1. Forming. When teams first get together, members
are generally cautious and uncertain about many things.
During This stage of team development the team discusses
its purpose, defines and assigns tasks, establishes timelines,
and begins forming personal relationships.
2. Storming. Inevitably the process begins to heat up under
the pressures of work and conflicting perspectives. People
jockey for influence. Patient and impatient people clash.
Trust is tested, and confusions around goals and roles begin
to surface. If there are heavy deadlines, this stage can be
quite tense.
• Stage 3. Norming. As people get to know each other, they
reconcile and agree on things like decision-making
processes, resources, timing, quality standards. A "norm" is
something everyone understands. Norms are the formal
and informal rules that make up the operating system of
productive work.

32. Continue…
• Stage 4. Performing.
• The final stages of team development involve using all
the experience and understanding with each other to
get results for each other and the organization
• 5: Adjourning
• Many teams will reach this stage eventually. For
example, project teams exist for only a fixed period,
and even permanent teams may be disbanded through
organizational restructuring.
• Team members who like routine, or who have
developed close working relationships with other team
members, may find this stage difficult, particularly if
their future now looks uncertain.

33. Types of Teams
• The development of teams and teamwork has grown
dramatically in all types of organizations for one simple
reason: No one person has the ability to deliver the
kinds of products and services required in today's
highly competitive marketplace. Organizations must
depend on the cooperative nature of many teams to
create successful ventures { ‫مال‬ ‫ته‬ ‫سختي‬‫تړل‬ } and outcomes.
• Teams can be vertical (functional), horizontal
(cross‐functional), or self‐directed (self‐managed) and
can be used to create new products, complete specific
projects, ensure quality, or replace operating
departments

34. Cont…
• 1: Functional teams perform specific
organizational functions and include members
from several vertical levels of the hierarchy. In
other words, a functional team is composed of
a manager and his or her subordinates for a
particular functional area. Accounting,
personnel, and purchasing departments are
examples of functional teams.

35. Cont…
2: self-managing team
• A self-managing team is a group of employees working
together who are accountable for all or most aspects of
their task
• Self‐directed work teams (SDWTs) are designed to give
employees a feeling of “ownership” of a whole job. For
example, at Tennessee Eastman, a division of Eastman
Kodak Company, teams are responsible for whole
product lines—including processing, lab work, and
packaging. With shared team responsibilities for work
outcomes, team members often have broader job
assignments and cross‐train to master other jobs. This
cross‐training permits greater team flexibility.

36. Cont…
3: Cross‐functional teams
• Cross‐functional teams are made up of experts in
various specialties (or functions) working together on
various organizational tasks.
• These days teams are made up of employees from
about the same hierarchical level but from different
work areas, who come together to accomplish a task.
The examples of cross functional teams can be task
forces and committees. A task force is a temporary
cross functional team and committees are group made
up of members from across departmental lines.

37. Cont…
• 4: Problem solving teams
These are the traditional types of teams and in the
beginning almost all teams of this form. Generally
there are five to ten employees in every department
who meet for a few hours every week to discuss the
methods to improve efficiency and the quality of work.
The purpose of these teams is to share the ideas and
listen to the suggestion about the methods of
improving the work processes. These teams usually
give the suggestions only and do not have the
authority to implement these suggestions. The quality
circles are the most common form of problem solving
teams

38. Cont..
5: Virtual ( ‫مجازی‬ ) Team
• A virtual team is a temporary group created to
accomplish specific tasks by using technology to
collaborate remotely.
• A virtual team is a group of individuals in different
geographic locations who use technology to
collaborate on work tasks and activities. The use of this
kind of team has become prevalent
in organizations due to the reduced costs of
technology, the increased availability of collaborative
technologies, the shift toward globalization in business,
and greater use of outsourcing and temporary workers.
Virtual teams require effective project management to
facilitate communication and coordinate member
activities.
‫همكارى‬

39. Types of Virtual Teams
1: Networked teams are loosely organized; they are
usually formed to address a short-term objective and are
dissolved after they accomplish that objective. Similar to
task forces and cross-functional teams.
2: Parallel teams are highly task-focused and draw on
individuals from different functional areas and locations.
While they generally complete their work on a defined
schedule, parallel teams may not be disbanded but may
instead remain to take on a subsequent set of tasks.
3: Project development teams work on complex sets of
activities over a long time period. They may be formed to
develop new products, deliver a new technology system,
or redesign operational processes.

40. Types of Virtual Teams
cont…
• 4: Functional teams are comprised of people from the
same department or area who collaborate on regular and
ongoing activities, examples of which include
providing training, executing marketing initiatives, and
conducting research and development.
• 5:Service teams work with customers to address their
purchasing and post-purchase needs. These teams enable a
company to provide consistent service, often 24/7, to
support customers wherever they are.
• 6: information systems development (ISD) teams make use
of lower-cost labor, typically offshore, to develop software.
They are typically created by dividing up the work of larger
projects and assigning specific pieces to
independent contractors or teams of developers.

41. diverse team {‫ډول‬ ‫ډول‬ ،‫}مختلف‬
diverse team
• With increasing globalization, many organisations face
tougher competition at the same time they are working in a
more complex environment, needing to coordinate
geographically dispersed operations and a cross-cultural
workforce.
• This leads to diverse teams becoming more common at all
levels of the organisation. Diversity can be based on various
characteristics such as gender, age, nationality, ethnic and/
or cultural group etc, or on indicators of cognitive diversity
such as international experience, education, industry and
work experience that can all lead to different perspectives.

42. diverse team
• Example
• In 2011, Nokia’s leadership group is an example of a
diverse team of thirteen members. This includes three
women, one non-white, six Finns, four Americans, one
Canadian, one British and one Australian. Three were
born in the ‘50s, one in the 70’s and the rest in the
‘60s. Their work experience covers Europe, North
American and East Asia and their educational
backgrounds include engineering, technology,
psychology, law, economics and finance from a variety
of institutions while the team members represent
many functions.

43. How can build a successful team?
Six items are crucial to help teams function effectively.
• 1. Mission
• It is the shared commitment to a specific mission that helps
define a team. A mission statement can provide powerful
documentation about the team's purpose. Creating a
mission statement requires team members to think about,
discuss and come to agreement on the following questions:
• What is the work we were brought together to do?
• Why can this work best be done as a team?
• What will be different as a result of our working together?
• What will our work create for our organization, our team
and ourselves?
• For standing teams: How will we measure our success in an
on-going way?

44. Cont…
2. Goals
• Mission statements give a team guiding
principles, but goals give the team a real target
for their activity. Goals should be something
worth striving for -- important results that the
team can provide for the organization.
• The best goals are S-M-A-R-T goals:
• Specific, Measurable, Achievable, Relevant and
Time-bound.

45. Cont..
• 3. Roles and responsibilities
• It's particularly important in a team environment that team
members know what is expected of each of them. Without
these expectations, members can't develop mutual
accountability or trust in the team. When a team's
expectations are clear and members meet (or exceed)
expectations, trust and an increased sense of "teamness"
are natural by-products
• 4. Ground rules
• To be effective, teams need to be explicit about the ways
they will work together. Ground rules are guidelines for
specific behaviors. Teams don't need a lot of groundrules to
work together well, but everyone on the team should agree
to the ground rules and share responsibility for ensuring
that they are followed.

46. Cont..
5. Decision-making
• Teams may choose different models for making decisions;
the most important factor is that the decision-making
model be explicit and understood by all team members. A
clear decision making model describes who makes the
decision and how others will be involved.
6: Effective Group Process
• A) Communication:
Using groundrules as a starting point, teams need to
develop practices for open communication
• B) Mutual Accountability:
Each member of a team is responsible for the success of
the team as a whole.
• C) Appropriate self-evaluation:
It is be helpful for team members to "stop action" at
regular intervals and check out how the team is working.

47. Leadership
unit 3

48. Leadership
• Leadership is defined as the process by which
an individual influences others in ways that it
helps in attaining group or organizational
goals.

50. The Attributes of an Effective Team
Leader
• An effective team leader has attributes that
can instill confidence in her team as well as
contribute to the growth of the company
through improved team productivity. When
you are hiring or promoting people into
managerial positions, you need to look for the
attributes that make effective team leaders.
Hiring the right leaders is one way in which
you insure the success of your company.

51. The Attributes of an Effective Team
Leader
1: Vision
• An effective leader needs to be able to envision team
success and be able to put that vision into action. The
ability to act on an idea or make decisions that are in
line with the company mission is what separates an
effective leader from an ineffective leader. The
ineffective leader may have ideas and understand the
company's vision, but he is unable to translate those
ideas into actions. The effective leader envisions the
results that will bring success and creates plans that
will bring about those results.

52. Cont…
2: Constitution
• An effective team leader has a level-headed
constitution. She does not get rattled every time there
is a problem, and her ability to remain calm helps her
to make good decisions. Your company managers will
deal with issues and problems all day long. Panicking
each time a decision needs to be made leads to rash
actions, and it also erodes the staff's confidence in
management. The ability to rationally analyze a
situation and make important decisions is a strong
attribute in an effective team leade

53. Cont….
3: Delegation
• One of the traits of an effective team leader is the ability to use
available team resources to create maximum productivity.
Rather than dictating team actions, a leader analyzes the
situation and delegates responsibility to team members who
are best equipped to handle the tasks. This means that an
effective team leader spends time understanding the strengths
and weaknesses of his staff members and helps employees to
realize their potential.
4: Energy
• An effective leader offers more than enthusiasm to her team.
She becomes a source of positive energy that inspires and
motivates team members to be productive. The competent
leader understands that positive energy needs to be tempered
by realistic expectations. There is a difference between being
energetic and trying to inspire employees to do things they are
not qualified for or capable of doing.

54. How to Lead a team Effectively
• Companies hire employee team leaders to help run
their organizations. Employee team leaders act as a
bridge between company management and its
employees. Effective team leaders monitor budgets,
track operations and keep managers aware of
problems. An effective employee team leader must
know how to communicate and should respect all
employees. One employee team leader responsibility
involves keeping the team productive and satisfied.
Effective leaders find ways to interact with their team,
such as through meetings.
• Follow the below steps for managing the team
effectively :

55. cont…
Step 1:
• Develop an open-door communication policy as a team
leader. Effective leaders allow their employees to
communicate any issues. Some of your team members may
resist having discussions. As a team leader, keep the
communication opportunity available. Offer different ways
for your team to communicate. Employee team members
can send you emails or use the telephone.
Step 2:
• Hold employee team meetings. The meeting should be held
on a regular basis, such as every Friday. Create an agenda
for your employee team. Before you create the agenda,
know the issues for discussion. Bring enough copies for all
employee team members. The team should concentrate on
company-related issues.

56. Cont…
Step 3:
• Learn the work style of each team member. Effective
leaders recognize how their team members work. Some
team members want someone to delegate. Other team
members thrive on leading. When you have the option,
match assignments to the employee's work style. Your
team members can concentrate on what they like, and you
get a more productive worker.
Step 4:
• Allow each team member to participate. Leaders make sure
everyone has a voice. Do not exclude anyone. Each
member must feel he is contributing to the team's goals.
When a team member's contribution has a positive effect,
discuss this information during the next meeting. Team
employee recognition helps maintain a productive work
setting.

57. Cont…
Step 5:
• Give employee team members ways to communicate with
each other. As a leader, explain the importance of team
members communicating. Team communication helps
identify work-related problems. Having a set time for
employees to meet offers a solution. Busy offices can use
emails to communicate throughout the work day. Your
employees can send you copies of their team
communication emails.
Step 6:
• Monitor your team's performance. If you have team
members who perform poorly, you can meet with them in
private. Decide upon a periodic time to measure your
team's performance. For example, a well organized and
productive team may need monthly monitoring. Let your
team members know about chronic employee-related
issues in writing.

58. Leadership vs management
• – The manager administers; the leader innovates.
• – The manager is a copy; the leader is an original.
• – The manager maintains; the leader develops.
• – The manager focuses on systems and structure; the leader
focuses on people.
• – The manager relies on control; the leader inspires trust.
• – The manager has a short-range view; the leader has a long-range
perspective.
• – The manager asks how and when; the leader asks what and why.
• – The manager has his or her eye always on the bottom line; the
leader’s eye is on the horizon.
• – The manager imitates; the leader originates.
• – The manager accepts the status quo; the leader challenges it.
• – The manager is the classic good soldier; the leader is his or her
own person.
• – The manager does things right; the leader does the right thing.

59. Leadership styles
• The total pattern of leaders’ actions as
perceived by their employees is called
leadership style. It represents the leaders’
philosophy, skills and attitudes in practice.
• It is necessary to study the different
leadership styles from which an appropriate
style can be selected, depending upon the
situation in which leadership is to be exercised
and the nature of the followers involved.

60. Cont…
• 1. Autocratic or Authoritarian leadership
• An autocratic leader centralizes power and decision-
making in himself. He gives orders, assigns tasks and
duties without consulting the employees. The leader
takes full authority and assumes full responsibility.
• Autocratic leadership is negative, based on threats and
punishment. Subordinates act as he directs. He neither
cares for their opinions nor permits them to influence
the decision. He believes that because of his authority
he alone can decide what is best in a given situation.
• the leader tells his or her employees what to do and
how to do it, without getting their advice

61. Cont…
• 2: participative or democratic - the leader includes one or more
employees in the decision making process, but the leader normally
maintains the final decision making authority.
• Democratic leaders make the final decisions, but they include team
members in the decision-making process. They encourage
creativity, and people are often highly engaged in projects and
decisions.
Advantages for democratic leadership are as
• (i) higher motivation and improved morale;
• (ii) increased co-operation with the management;
• (iii) improved job performance;
• (iv) reduction of grievances and
• (v) reduction of absenteeism and employee turnover

62. Cont…
3.The Laissez-faire / delegative or Free-rein leadership
• the leader allows the employees to make the decisions,
however, the leader is still responsible for the decisions
that are made.
• leaders give their team members a lot of freedom in
how they do their work, and how they set their
deadlines. They provide support with resources and
advice if needed, but otherwise they don't get
involved. This autonomy can lead to high job
satisfaction, but it can be damaging if team members
don't manage their time well, or if they don't have the
knowledge, skills, or self motivation to do their work
effectively. (Laissez-faire leadership can also occur
when managers don't have control over their work and
their people.)

63. Cont…
• 4. Paternalistic leadership
• Under this management style the leader
assumes that his function is fatherly or
paternal. Paternalism means papa knows best.
The relationship between the leader and his
group is the same as the relationship between
the head of the family and the members of
the family. The leader guides and protects his
subordinates as members of his family.

64. theories
•

65. trait theories
trait theories assume that people inherit certain
qualities and traits that make them better suited to
leadership. It is based on the belief that 'Leaders
are born & not made‘.
Trait theories argue that effective leaders share a
number of common personality characteristics, or
"traits.
• People are born with inherited traits.
• Some traits are particularly suited to leadership.

66. The big five personality traits
• Neuroticism - A tendency to easily experience unpleasant
emotions such as anxiety, anger, or depression.
• Extroversion - Energy, surgency, and the tendency to seek
stimulation and the company of others.
• Agreeableness - A tendency to be compassionate and
cooperative rather than suspicious and antagonistic
towards others.
• Conscientiousness - A tendency to show self-discipline, act
dutifully, and aim for achievement.
• Openness to experience - Appreciation for art, emotion,
adventure, and unusual ideas; imaginative and curious.
•

67. Behavioral Theories
(Managerial Grid)
Behavioral theories of leadership are based upon
the belief that great leaders are made, not born.
Consider it the flip-side of the Great Man theories.
Rooted in behaviorism, this leadership theory
focuses on the actions of leaders not on mental
qualities or internal states. According to this theory,
people can learn to become leaders through
teaching and observation.
• Leaders can be made, rather than are born.
• Successful leadership is based in definable,
learnable behavior

68. Situational/ Path goal theory
• Situational theories propose that leaders choose the
best course of action based upon situational variables.
Different styles of leadership may be more appropriate
for certain types of decision-making. For example, in a
situation where the leader is the most knowledgeable
and experienced member of a group, an authoritarian
style might be most appropriate. In other instances
where group members are skilled experts,
a democratic style would be more effective.
• Two common situational theories include Fiedler's
contingency model and House's path-goal theory.

69. Contingency Theory -Hersey Blanchard
• Contingency theories of leadership focus on particular
variables related to the environment that might
determine which particular style of leadership is best
suited for the situation. According to this theory, no
leadership style is best in all situations. Success
depends upon a number of variables, including the
leadership style, qualities of the followers and aspects
of the situation.
• Fiedler's contingency model suggests that leadership
effectiveness depends on both leadership style (being
task or human orientation) and the degree to which
the situation gives the leader control and influence.

70. path-goal theory
The path-goal theory proposes that the effectiveness of leadership is
influenced by the interaction of leadership behaviour and contingency
factors, including employee characteristics (ability, experience, need for
achievement, etc.) and environmental factors (task structure, authority
system, team dynamics, etc.). Path-goal theory suggests that leaders
should support their team by setting a clear path to follow and removing
roadblocks in order to allow them to achieve their goals. The leader is
expected to adopt different leadership behaviours fluidly according to the
situation.
• Four leader behaviours are identified:
• Directive path-goal clarification
• Supportive leadership
• Participative leadership
• Achievement oriented leadership
• In path-goal theory, the effectiveness of different styles of leadership
style is dependant on the combination of a particular set of employee
characteristics, task and environmental factors. This suggests that an
effective leader will utilise aspects from various leadership styles,
depending on the individual situation.

71. Unit--5
Conflict
•

72. conflict
• Many people try to avoid conflict at all costs. Others tend to
blame someone or something else for causing it. These
responses do not resolve conflict and may make the
situation worse.
• Conflict is a normal part of life and there are many issues
that could cause conflicts to arise within community
organisations. Conflict can occur between employees,
committee members, ordinary members, volunteers,
clients or the community.
• If not resolved, conflict can be highly destructive. However,
committees can take steps to minimise potential situations
of conflict before they arise or to resolve conflict
constructively

73. types of conflict:
• Task Conflict: It refers to the conflicts and
disagreements among individuals related to a
certain task, its content, direction and goal.
• Relationship Conflict: Relationship conflict
focuses on interpersonal relationships and
hostilities among individuals of an organization.
• Process Conflict: Process conflicts refer to the
disagreements about how the work should get
done.

74. FIVE STAGES OF CONFLICT:
• 1. Potential opposition or incompatibility.
• 2. Cognition and personalization.
• 3. Intentions.
• 4. Behavior.
• 5. Outcomes.

75. 1: Potential Opposition or
Incompatibility:
It includes the presence of a condition that creates opportunities for
conflicts to arise.
• The conditions that can cause conflict are of 3 types.
• Communication: Insufficient exchange of information and noise in
the communication channel are all barriers of communication and
create conditions for conflicts
• Structure: Size and specialization act as a force to stimulate
conflict. The larger the group, the more specialized their activities,
the greater the likelihood of conflict.
•
Personal variables: This includes the value systems each person
has and personality characteristics each possess. Difference in value
systems are a source of conflict, as they result in disagreement
between members of the group.

76. 2: Cognition and Personalization
• This step in the conflict process is important because it is in
the step the parties decide what the conflict is done.
Awareness by one or more parties about the existence of
conditions that create opportunities for conflict to arise is
called perceived conflict. Emotional involvement in the
conflict creating anxiety, frustration and enimity is called
felt conflict. Positive emotions help in finding solutions to
solve conflicts while a negative emotion enhances the
conflict.
3: Intensions
• These are the decisions to act during conflict. There are five
conflict handing intensions. They are:
• Competing:
• Collaborating
• Avoiding
• Accommodating
• Compromising:

77. 4:Behavior
• In this stage, each party's intentions are implemented.
This is an interactive stage.
5: Outcome
• The action-reaction between conflicting parties results in
two kinds of outcomes.
• i) Functional outcomes: Conflict results in improved
performance of the group. It improves the quality of
decisions, brings about creativity and innovations,
encourage interests and curiosity among group members.
• ii) Dysfunctional outcomes: It reduces the effectiveness
of the group. It is as a result of uncontrolled opposition. It
leads to destruction of the group. It reduces group
communication and group coordination.

78. Summary of the 5 stages
• Latent Stage: Participants not yet aware of
conflict
• Perceived Stage: Participants aware a conflict
exists
• Felt Stage: Stress and anxiety
• Manifest: Conflict is open and can be
observed
• Aftermath: Outcome of conflict, resolution or
dissolution

79. The causes of conflict
• 1. Individual Difference:
• Inn society, men are not alike in their nature, attitudes, ideal,
interest and aspirations. Due to this difference, they fail to
accommodate themselves which may lead to conflict among
them.
• 2. Cultural Difference: Culture is the way of life of a group. It
differs from society to society. The culture of one group differs
from the culture of the other group. These cultural differences
among the group, sometimes cause tension and lead to conflict.
• 3. Clashes of Interests: The clash of interests of different people
makes conflict inevitable. The interests of the workers clash with
those of employers lead to conflict among them.
• 4. Social Change: Conflict also arises due to the difference
between rates of social change. The change in the moral norms
of a society and man's hopes, aspirations and demands leads to
conflict .The conflict between the old and new generations is
owing to social changes. Conflict is an expression of social
disequilibrium.

80. Conflict Management
• ‘Conflict management is the principle that all conflicts
cannot necessarily be resolved, but learning how to
manage conflicts can decrease the odds of non-
productive escalation. Conflict management involves
acquiring skills related to conflict resolution, self-
awareness about conflict modes, conflict
communication skills, and establishing a structure for
management of conflict in your environment.’ All
members of every organisation need to have ways of
keeping conflict to a minimum – and of solving
problems caused by conflict, before conflict becomes a
major obstacle to your work.

81. 5 conflict management techniques
1. Collaborating: win/win
2. Compromising: win some/lose some
3. Accommodating: lose/win
4. Competing: win/lose
5. Avoiding: no winners/no losers

82. Collaborating: win/win
Collaborating I win, you win
• Collaboration involves an attempt to work with the other person to
find a win-win solution to the problem in hand - the one that most
satisfies the concerns of both parties. The win-win approach sees
conflict resolution as an opportunity to come to a mutually
beneficial result.
When to use:
• When there is a high level of trust
• When you don't want to have full responsibility
• When you want others to also have "ownership" of solutions
• When the people involved are willing to change their thinking as
more information is found and new options are suggested
• When you need to work through animosity and hard feelings
Drawbacks:
• The process takes lots of time and energy
• Some may take advantage of other people's trust and openness

83. Compromising
Winning something while losing a little is OK.
• Compromising looks for an expedient and mutually
acceptable solution which partially satisfies both parties.
Examples of when compromise may be appropriate:
• When people of equal status are equally committed to
goals
• When time can be saved by reaching intermediate
settlements on individual parts of complex issues
• When goals are moderately important
Drawbacks:
• Important values and long-term objectives can be derailed
in the process
• May not work if initial demands are too great
• Can spawn cynicism, especially if there's no commitment to
honor the compromise solutions

84. Accommodating
• I lose, you win
• This is when you cooperate to a high-degree, and it
may be at your own expense, and actually work against
your own goals, objectives, and desired
outcomes. This approach is effective when the other
party is the expert or has a better sol
When to use:
• When an issue is not as important to you as it is to the
other person
• When you realize you are wrong
• When you are willing to let others learn by mistake
• When you know you cannot win
• When harmony is extremely important

85. Competing/Forcing
• I win, you lose
• This is the “win-lose” approach. You act in a very
assertive way to achieve your goals, without
seeking to cooperate with the other party, and it
may be at the expense of the other party. This
approach may be appropriate for emergencies
when time is of the essence, or when you need
quick, decisive action, and people are aware of
and support the approach.
• is used When goals are extremely important, one
must sometimes use power to win.

86. Cont..
When to use Competing/Forcing style:
• When you know you are right
• When time is short and a quick decision is
needed
• When a strong personality is trying to steamroller
you and you don't want to be taken advantage of
• When you need to stand up for your rights
Drawbacks:
• Can escalate conflict
• Losers may retaliate

87. Avoiding/Withdrawing
• Avoiding conflict involves one of the conflicted
parties avoiding communicating about or
confronting the problem, hoping it will go
away. By not participating in the problem-
solving process, she is effectively removing
herself from it. When employing this
approach, the conflict might go away if the
other party doesn't press for a resolution. The
underlying differences between the parties
are never resolved.

88. C0nt…
When to use Avoiding/Withdrawing style of conflect :
• When the conflict is small and relationships are at stake
• When you're counting to ten to cool off
• When more important issues are pressing and you feel you
don't have time to deal with this particular one
• When you have no power and you see no chance of getting
your concerns met
• When you are too emotionally involved and others around
you can solve the conflict more successfully
• When more information is needed
Drawbacks:
 Important decisions may be made by default
 Postponing may make matters worse