1. Working in Groups Decision-making processes

2. Why work in a group? Working in groups is a vital part of every job Groups are more productive than individuals Effective groups are more accurate Groups develop more enthusiasm

3. Group vs. Individual Performance Group superior to individuals Task requires brad range of talents and knowledge Complicated task (requires division & coordination) Time available for deliberation Members are motivated to succeed High standards of performance Individuals superior to group Task requires limited knowledge Simple task (can be done by one person) Little time available Members don’t care too much about job Performance of groups is low

4. Characteristics of groups Size? –Two people are not a group –More than 20 people defeats the purpose –10-person teams produce better results than groups of hundred –Optimal group size 5-7 Interaction –Collection of people doesn’t equal group –Without interaction, no group work

5. Characteristics of groups Shared purpose –Interaction alone doesn’t equal working group –A collective goal is needed to accomplish anything collaboratively Interdependence –Group members don’t just interact; they depend on one another Telemarketers vs. Restaurant workers

6. Characteristics of groups Regular interaction –A group that interacts over a period of time develops appropriate behavior patterns: shared standards Punctuality Expectations of quality of work

7. What makes a group a team? Team spirit Cooperation Hard work

8. 8 shared characteristics of a successful team Clear & inspiring shared goals –Successful teams know why the team exists and believe the purpose is important and worthwhile. Result-driven structure –Successful teams organize themselves in a manner that ensures effective accomplishment of goals Competent team members –Successful teams have necessary skills to get the job done

9. 8 shared characteristics of a successful team Unified commitment –Successful team members are committed to each other. –Groups’ goals are above their personal interests. Collaborative climate –Successful teams trust and support each other. Standards of excellence –Doing outstanding work is the norm in successful teams. –Each member is expected to do his/her best

10. 8 shared characteristics of a successful team External support & recognition –Successful teams need an audience that shows appreciation for their dedication Principled leadership –Successful teams usually have leaders who can create a vision –Leaders can identify talents of members

11. Functional roles of group members Task function –Information giver –Information seeker –Opinion giver –Opinion seeker –Starter (initiates tasks) –Direction giver –Summarizer –Diagnoser Relational Functions –Participation encourager –Harmonizer –Tension reliever –Praise giver –Emphatic listener Dysfunctional Roles –Blocker –Attacker –Joker –Recognition seeker

12. Systematic problem solving within a group Define the problem –Not understanding the problem leads to no solution Analyze the problem –Try to discover the causes Establish criteria for a solution –Identify characteristics of a good solution Consider possible solutions to the problem –Creative thinking needed to brainstorm possibilities

13. Systematic problem solving within a group Decide on a solution –Once all possibilities are brainstormed, the best has to be chosen Implement the solution –Inventing a solution is not enough –Tasks that need to be completed must be identified –Resources must be identified Follow up on the solution –Check up on effectiveness

14. Decision-making methods Consensus –Collective group decision that all members support –Sometimes time costly Majority vote –Support of most members needed –Time efficient but can lead to resentment Minority decision –A few members make decisions affecting the whole group –Requires confidence of the larger group Expert opinion –Single person with specialized knowledge makes the decisions Authority rule –Designated leader makes all final decisions

15. Approaches to working in groups Leadership –Difference between an effective and ineffective leader can be dramatic

16. Leadership Do you think great leaders are born with leadership “genes” or can you train anybody to become a great leader?

17. Theories of Leadership Trait theories: Is there a set of characteristics that determine a good leader? –Personality? –Dominance and personal presence? –Charisma? –Self confidence? –Achievement? –Ability to formulate a clear vision?

18. Theories of Leadership Trait theories: –Are such characteristics inherently gender biased? –Do such characteristics produce good leaders? –Is leadership more than just bringing about change? –Does this imply that leaders are born not made?

19. Theories of Leadership Behavioural: Imply that leaders can be trained – focus on the way of doing things –Structure based behavioural theories – focus on the leader instituting structures – task orientated –Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated

20. Theories of Leadership Contingency Theories: Leadership as being more flexible – different leadership styles used at different times depending on the circumstance. Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts

21. Theories of Leadership May depend on: –Type of staff –History of the business –Culture of the business –Quality of the relationships –Nature of the changes needed –Accepted norms within the institution

22. Leadership styles Authoritarian –provide clear expectations for what needs to be done, when it should be done, and how it should be done. –clear division between the leader and the followers. –Authoritarian leaders make decisions independently with little or no input from rest of the group. –best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group.

23. Leadership styles Democratic –leaders offer guidance to group members, but they also participate in the group and allow input from other group members –encourage group members to participate, but retain the final say over decision-making process –Group members feel engaged in the process and are more motivated and creative. –generally the most effective leadership style

24. Leadership styles Laissez-faire –leaders offer little or no guidance to group members and leave decision-making up to group members –Can be very useful in businesses where creative ideas are important –Can be highly motivational, as people have control over their working life

25. Change Leadership The most challenging aspect of business is leading and managing change The business environment is subject to fast-paced economic and social change Modern business must adapt and be flexible to survive Problems in leading change stem mainly from human resource management

26. Change Leadership Self-esteem Time 1. Immobilisation – as rumours of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing. 1 2. Minimisation: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them. 2 3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation. 3 4 4. Acceptance/letting go: The lowest point in self- esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage. 5 5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change. 6 6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise. 7 7. Internalisation: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem.

27. Transformational Leadership “A Leadership approach that involves motivating followers to do more than expected, to continuously develop and grow, to increase self-confidence, and to place the interests of the unit or organization before their own.” (Hitt, Miller, Colella, 2009)

28. Questions Do you prefer working alone or in a group? Why? What is more important for you: working with people you socialize with, or people who have the necessary skills? Does your term project group have a leader or are decisions made with consensus of all group members? Which leadership style is best? Authoritarian, democratic, or laissez-faire?