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1. Group dynamics

2. Team building

Section Topics

3. Leadership skills

4. Personal time management

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Leadership skills• Imparting vision and

mission

• Setting strategy and direction

• Ensuring financial stability

• Minimizing risk

• Inspiring others to achieve goals

Management skills• Managing people and processes

• Planning, organizing, staffing, directing, monitoring, and controlling

• Managing group processes

• Building teams

• Giving constructive feedback

• Providing a supportive work environment

• Shaping developmental opportunities

Management Skills

Strong leadership and management skills are necessary to accomplish organizational goals.

Part 4, Section D, Introduction

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Group: Several individuals working toward a common purpose who connect on a regular basis

Group dynamics: The way groups and individuals act and react as they work toward reaching their goals

Group Dynamics

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• Group traits or characteristics• Group types (structural, functional, task,

informal)• Group roles (leader, facilitator, functional

roles, nonfunctional roles)

Factors Affecting Group Dynamics

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Answers: 1 = B; 2 = D; 3 = C; 4 = A

Discussion Question

Functional Roles Statements

1. Initiator

2. Encourager

3. Gatekeeper

4. Compromiser

A. I would rather finish, but why don’t we do just 15 minutes more of the task and then break?

B. Here’s an idea. Why don’t we leave now, plan to eat together, and finish while we wait for lunch?

C. Let’s take a poll on where we are at with the decision.

D. I would be supportive of any of the options.

Some group members want to take a lunch break now, and others want to finish a task first. Match the group role with the most likely statement.

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Cohesiveness

A high degree of trust between members

High morale, which leads to higher productivity

Motivation to work toward group and organizational goals

Greater tolerance for different personalities and cultural perspectives

Acceptance and support of group decisions

Group members feel a sense of belonging and loyalty and are willing to make personal sacrifices in support of the group.

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• Group size—smaller and odd number of members may be more efficient.

• Groupthink—members decide too quickly and without sufficient attention to risks or alternatives.

• Group conflict—is natural and can be positive if well managed.

• Decision making—may be driven by the person granted the most power in the group. Various decision-making methods are used to offset this negative.

Communication and Influence

Group communication processes are affected by:

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Teams naturally move through these stages toward the target goals.

Development Stages

Forming Storming Norming Performing Adjourning

As the group moves toward the performance stage, the leader or facilitator direction declines. Also, groups may skip or revert back to a stage. Some groups never reach the high-performing stage.

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Organizational politics may impede a group’s progress and its ability to make an impact in the organization. What are some examples?

Answers: • Pressure from their functional areas and a feeling of

divided loyalty• A lack of cooperation in some parts of the organization• No sponsor or a noncommitted organizational

sponsor• Resistance as the group tries to exert its influence• Organizational norms that affect group norms in some

way

Discussion Question

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• Clear goals and enthusiasm• Understanding of group and

organization’s goals• Shared values and norms• High level of trust• Honest and ongoing

communication• Effective problem solving• Openness to alternatives• Consensus and support for

decisions• Interdependent members

• Leadership without undue pressure and influence

• Strong membership influence over one another

• Cooperative atmosphere• Contribution of individual

skills and knowledge• Openness to new ideas and

creative approaches• Strong participation and

autonomy• Confident of decisions and

influence in the organization

Group Effectiveness Characteristics

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• Right group members are selected to enhance productivity.

• Group leader is committed and trained in group facilitation.

• Members have maturity for the group development stages.

• Members use effective interpersonal skills.

• Members use effective conflict management skills.

• Members put aside personal agendas for the good of the group.

• Group has a task focus and high performance outcomes.

Group Effectiveness Factors

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Types of Teams

• Formal team• Informal team• Ad hoc team• Cross-functional

team• Problem-solving

team

• Action learning team• Quality control team• Virtual team• Self-managed team• High-performing

team

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What type of team might be most suitable for each of the following tasks?

Discussion Question

Developing and marketing a new product to rival a key competitor

Working together efficiently across multiple locations and geographic distances

Creating better processes, controls, and outcomes for a business unit

Studying ways to store and manage organizational knowledge

Answers:Cross-functional team

Virtual team

Quality control or problem-solving team

Action learning or ad hoc team

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• Acceptance of teams in the culture

• Equipped and supportive team leaders

• Motivated team members

• Carefully selected team members

• Trust, delegation, and empowerment of teams

Supportive Culture

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• Clear purpose, goals, and outcomes

• The right people (qualified and motivated)

• Adequate resources• Work process and

time frames

• Effective team leader• Open communication• Coach or quality

advisor• Accountability

methods• Meaningful rewards

Team Requirements

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• Develop open communication and trust.• Exhibit good facilitation skills.• Help the team move through the

development stages.• Resolve team conflict.• Recognize and support team diversity.• Act as a virtual coach for virtual teams.

Team Leadership

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Team Building Techniques

Team building techniques help teams develop problem-solving skills, communication skills, and strong working relationships.

Introductory activities

Experiential learning

Team assessments

Case studies

Simulations

Multimedia presentations

Post-activity reflection

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• Share the team’s purpose and goals

• Show commitment to the group

• Use effective communication and conflict resolution skills

• Balance tasks and processes

• Use effective problem-solving and decision-making skills

• Show trust and respect for team diversity

• Have a strong focus and plan toward outcomes

• Are accountable

• Continuously evaluate and improve skills

• Celebrate successes

High-Performing Team Members

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Performance Assessment1. Were critical milestones and deadlines met?

2. Were effective decision-making and problem-solving skills applied?

3. Was there open and honest communication?

4. Was there healthy conflict and conflict resolution?

5. Was there trust among team members?

6. Were there continual improvement efforts?

7. Are the outcomes quality outcomes?

8. Overall, were team objectives successfully met?

9. Are there follow-up activities and, if so, are responsibilities assigned?

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Leadership Theories: Trait Theory

Leaders are born with leadership traits such as decisiveness, energy, intelligence, persistence, and self-confidence.

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Leadership Theories: Behavior Theory

People and relationship vs. job and task-centered behaviors

High

Concern for Production

Concern for People

Low High

Country club

ImpoverishedAuthority-compliance

Team

Middle-of-the-roadLeadership Grid

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Leadership Theories: Participative Leadership

Low participation

Highparticipation

Likert: Exploitive-authoritative, benevolent-authoritative, consultative, participative

Lewin: Authoritarian, democratic, laissez-faire

Ouchi: Theory Z collaboration and participation

Low to high levels of decision making and participation

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Leadership Theories: Contingency/Situational Theory

Based oncontext and

situation

Fiedler’s LPC model

Leader’s personality (task or relationship) and how favorable the situation is (leader-member relations, task structure, and leader position power).

Evans/House’s path-goal theory

Leaders help employees set and achieve goals. Leaders adapt behavior for employee situations as they need: directive, supportive, participative, or achievement-oriented leadership.

Hersey-Blanchard’s situational leadership

Leaders adapt their style to maturity level of followers using leader styles of telling/directing, selling/coaching, participating/supporting, and delegating/observing.

Focus on relationships, maturity level of followers, and leader position power

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Leadership Theories: Influence and Power Theories

Based on influence and

power

Transactional

leadershipCharismatic leadership

Bases of power Transfo

rmatio

nal

leadership

Ability to influence thinking and behaviors

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Answers: 1 = C; 2 = B; 3 = A; 4 = E; 5 = D

Discussion Question

Power Bases Description

1. Expert

2. Coercive

3. Legitimate

4. Reward

5. Referent

A. A vice president has issued new rules for compliance.

B. A manager says, “Meet the deadline or face the consequences.”

C. A manager is an engineer with specialized knowledge.

D. A manager has been a helpful mentor over time.

E. A regional manager will determine bonuses at year end.

Match the power base to its description.

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Mentors• Serve as role models• Share wisdom and

best practices• Groom for the future• Develop assignments• Advise and encourage• Assist career growth

Coaches• Help set goals• Trust and empower• Demonstrate • Give feedback• Provide resources• Design learning

opportunities

Mentoring and Coaching

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Self-Management Guidelines

1. Create a personal strategic plan.

2. Set objectives and expectations.

3. Formulate action plans.

4. Implement plans.

5. Monitor progress.

6. Enlist support.

7. Evaluate outcomes.

8. Invest in growth opportunities.

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Self-management is an important facet of business management skills. What are common planning tools for managing activities and projects?

Possible answers: Calendaring and task management software, laptop computers and handheld devices, industry-related project management software, resources such as books and workshops for guidance.

Discussion Question

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Reinforcing Activity 4-4Part 4, Section D, Topics 1, 2, and 4

Management Skills

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Questions?

End of Section D

Part 4, Section D