1. Principles of Management-II
Understanding Group, Team, & Leadership
Lecture No. 5

2. Definition
Group
Two or more interacting and interdependent individuals who come together to achieve specific goals.

3. Types of Groups Formal groups Informal groups
Work groups defined by the organization’s structure that have designated work assignments and tasks.
Appropriate behaviors are defined by and directed toward organizational goals.
Informal groups
Groups that are independently formed to meet the social needs of their members.

4. Types of Formal Groups

5. Command Groups Task Groups
Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.
Task Groups
Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands.

6. Stages in Group Development
Forming
Members join and begin the process of defining the group’s purpose, structure, and leadership.
Storming
Intra-group conflict occurs as individuals resist control by the group and disagree over leadership.
Norming
Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior.
Performing
A fully functional group structure allows the group to focus on performing the task at hand.
Adjourning
The group prepares to disband and is no longer concerned with high levels of performance.

8. Group Behavior Model

9. Group Structure: Group Size
Small groups
Complete tasks faster than larger groups.
Make more effective use of facts.
Large groups
Solve problems better than small groups.
Are good for getting diverse input.
Are more effective in fact-finding.

10. Group Processes: Conflict Management

11. Conflict
The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks.
Traditional view: conflict must be avoided.
Human relations view: conflict is a natural and inevitable outcome in any group.
Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance.

12. Techniques to Reduce Conflict
Avoidance
Accommodation (adjustment)
Forcing
Compromise
Collaboration

13. What is a Team?

14. Work Team Types of Teams
A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.
Types of Teams
Problem-solving teams
Self-managed work teams
Cross-functional teams
Virtual teams

15. Types of Teams

16. Problem-solving Teams
Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems.
Self-managed Work Teams
A formal group of employees who operate without a manager and responsible for a complete work process or segment. Team member have decision making power.
Ex: Different terms in charge of different area of business i.e. Bakery, Groceries, Services

17. Cross-functional Teams
A hybrid (cross) grouping of individuals who are experts in various specialties and who work together on various tasks. (Different qualities persons have special skills and work together)
Virtual Teams
Teams that use computer technology to link physically dispersed members in order to achieve a common goal.

19. Who is a Leader ???
A person who influences (controls) people for the achievement of pre-defined goals.

20. Leadership
Ability of an individual to influence others.

21. Difference between a leader and a manager
Leader is a change agent/ representative/ negotiator.
Manager is more concerned (worried) with the status co.

23. Powers of leaders
Position powers
Personal powers

24. Powers of leaders Position Powers
All those powers/authorities which are attached to a position are called position powers.
Position powers are transferable.

25. Powers of leaders Personal Powers
Powers attached with some person are called personal powers.
These are non transferable.

27. Types of Leaders

28. Autocratic leaders Leaders who take decisions by themselves.
This type of leadership is used in those circumstances when there is not much time for decision making.
This type of leaders have more centralized powers.
Managers take more powers when:
Managers do not trust their subordinates.
Subordinates might not have enough training.

30. Democratic Leaders Democratic leaders share the ideas.
In this style, leaders will encourage(self- confidence) more communication.

31. Free-Rein leaders Managers depend more upon subordinates.
Encourage the subordinates to make decisions by themselves.
This approach is practiced when:
Staff is highly motivated.
People are working in synergistic environment.
Fully trained people.