This document discusses groups, teams, and leadership in organizations. It describes different types of groups like functional groups, task groups, and informal groups. It also covers participative management, the linking pin role, and project matrix teams. Decision making and problem solving approaches are examined, including styles, models, and generating creativity. Supervisory styles are also mentioned.

3. Group & Team Differences

4. Why Team Leadership Skills Are
Important
Performance of the
organization
Globalization
Manager’s
Performance
Managers
Facilitation

5. Types of Groups

6. Participative Management
It is the process of the manager and employees
working together as a team to set objectives
and to plan how to accomplish them.

7. Functional Groups
Formal
groups
comprised of
managers
and their
employees.
Marketing
Finance
Production

8. LINKING PIN
ROLE

9. Task Groups
Specific
function.
Committee
Cross
Functional
Teams
Non
Routine
Unique
Situations
Authority

10. Classification of Task Groups
Ad Hoc
Committee
Standing
Committee
• Are temporary task forces for a
specific purpose
• Are permanent groups that exist
to deal with continuing
organizational issues

11. Project Matrix Teams
Organizations making custom tailored
products to meet customer specifications
develop project matrix teams.

12. Boards
Standing
Committees
Public
Policy
Groups
Venture
Groups

13. Informal Groups
Groups that are
spontaneously created when
members join together
voluntarily because of similar
interest are called informal
groups.

14. Problem Solving and Decision
Making Approaches
Difference
between
happening and
what the
individual or
group wants to
happen is A
PROBLEM.
Problem
Solving is the
process of taking
corrective action
in order to meet
objectives.
Process of
selecting an
alternative that
will solve a
problem is
DECISION
MAKING.

15. Decision Making Styles
Reflexive
Style
Reflective
Style
Consistent
Style

16. Problem Solving and Decision Making
Model
Define the Problem
Set Objectives and Criteria
Generate Alternatives
Analyze Alternatives and Select One
Plan, Implement the Decision and Control

17. Creativity
Creativity
means the
ability to
develop unique
alternatives to
solve problems

18. Stages of Creative Process
Preparation
Possible
Solutions
Incubation
Evaluation

19. Creativity Killers
0 It isn’t in the budget.
0 We did all right without it.
0 It costs too much.
0 We’re doing the best we can.
0 We’ve never done it before.
0 We don’t have the time.
0 Has anyone else ever tried it?
0 That will make other equipment
0 It won’t work in our company.
0 That’s not our problem.
0 We tried that before.
0 It can’t be done.
0 That’s beyond our responsibility.
0 Its too radical a change.
obsolete.
0 We’re too small / big for it.
0 Why change it? It’s still working.
0 We’re not ready for that.
0 Let’s form a committee.
0 Let’s get back to reality.

20. Using Groups to Generate Creative
Alternatives
Brainstorming
Synetics
Nominal Grouping
Consensus Making
Delphi Technique

21. Advantages of Group Decision Making
Better
Decisions
More
Alternatives
Acceptance
Morale

22. Disadvantages of Group Problem
Solving
Time
Domination
Conformity
and
Groupthink
Responsibility
and Social
Loafing

23. Supervisory Styles
Diagnose the Situation
Time
Information
Capability
Acceptance
Select the Appropriate Style for the
Situation