Interpersonal Relations

M.L.
DAHANUKAR COLLEGE OF COMMERCE

M.L. DAHANUKAR COLLEGE OF COMMERCE
Interpersonal Relation
TABLE OF CONTENTS
CHAPTER 1 8
INTRODUCTION TO INTERPERSONAL RELATIONS
TYPES OF INTERPERSONAL RELATIONS
FORMATION OF INTERPERSONAL RELATIONS
CHAPTER 2 14
. INTERPERSONAL RELATIONS IN A GROUP
!. INTRODUCTION TO GROUP
". HISTORY
#. CLASSIFICATION
$. TYPES
%. NATURE
&. 'HY GROUPS ARE FORM
(. HO' ARE THEY FORMED )STAGES OF FORMATION*
+. GROUP PERFORMANCE
,. GROUP DECISION MAKING
CHAPTER 3 38
. INTERPERSONAL RELATIONS IN A TEAM
!. INTRODUCTION
". TYPES OF TEAMS
#. NATURE
$. EFFECTI-ENESS OF A TEAM
%. GUIDELINES FOR DE-ELOPING EFFECTI-E TEAMS
&. CROSS FUNCTIONAL TEAM
CHAPTER 4 50
. IMPORTANT ELEMENTS OF TEAM
!. TEAM -.S GROUP
". CONFLICT MANAGEMENT
CHAPTER 5 73
CASE STUDIES
CHAPTER 6
CONCLUSION 81
/I/LIOGRAPHY 83

INTERPERSONAL RELATIONS
INTRODUCTION
A n012er o3 relations e4ist in or5ani6ations.
Intra personal relations 7 8it9 respe:t to onesel3 an; 9o8 8e per:ei<e o0rsel<es
Inter personal relations = o0r relations 8it9 ot9er :ollea50es> ?0niors an; seniors
Intra 5ro0p relations 7 relations 8it9in a 5ro0p
Inter 5ro0p relations 7 relations 2et8een 5ro0ps
Intra or5ani6ational relations 7 relations o3 ;epart1ents 8it9in an or5ani6ation
Inter or5ani6ational relations= relations 2et8een or5ani6ations
E4tra or5ani6ational relations 7 relations o3 or5ani6ations 8it9 t9eir en<iron1ent an;
ele1ents o3 t9e en<iron1ent li@e :0sto1ers> s9are9ol;ers> 5o<t a5en:ies> le5al a0t9orities
et:.
Interpersonal relations 9a<e 2een 3o0n; to 2e an inte5ral part o3 t9e 1ana5erial ?o2 t9e
8orl; o<er an; se<eral st0;ies 9a<e esta2lis9e; t9eir i1portan:e in 3or1al or5ani6ations>
espe:iallA 3or e33e:ti<e ;e:ision 1a@in5 an; i1ple1entation o3 ;e:isions. T9e ;o1ain
:ontin0es to re:ei<e t9e attention o3 a:a;e1i:ians> 1ana5ers an; 1ana5e1ent
:ons0ltants. Despite interestin5 insi59ts o33ere; 2A n01ero0s st0;ies o3 interpersonal
relations o<er t9e past 3o0r ;e:a;es> 1ore re1ains to 2e @no8n a2o0t t9e 0n;erlAin5
2ases o3 interpersonal 2e9a<ior.
Interpersonal relations9ips are so:ial asso:iations> :onne:tions> or a33iliations 2et8een
t8o or 1ore people 89o 1aA intera:t o<ertlA> :o<ertlA> 3a:e to 3a:e or 1aA re1ain
e33e:ti<elA 0n@no8n to ea:9 ot9er s0:9 as t9ose in a <irt0al :o110nitA 89o 1aintain
anonA1itA an; ;o not so:iali6e o0tsi;e o3 a :9at roo1.
!
T9e intera:tions t9at ;e3ine an interpersonal relations9ip :an 2e o2ser<a2le an; e4pli:it
s0:9 as 2o;A lan50a5e or ;ialo50e or t9eA :an 2e i1pli:it s0:9 as stan;in5 in a s9oppin5
line or in an e1er5en:A roo1. T9eA are 0s0allA a 1i4t0re o3 2ot9.
Interpersonal relations :an 1a@e or 2rea@ an or5ani6ation. E33e:ti<e :o110ni:ation an;
interpersonal relations 2et8een 1ana5er an; s02or;inate> e1ploAer an; e1ploAee is a
nee; in an or5ani6ation at t9e sa1e ti1e it is a @eA to t9e s0::ess o3 a pro?e:t> an; 1ore
t9an &$B o3 pro?e:t 3ail0re res0lt ;0e to :o110ni:ation 2rea@;o8n an; ine33e:ti<e
interpersonal :o110ni:ation.
It is a nee; o3 e<erA in;i<i;0al to 0n;erstan; ot9ers an; @no8 t9e so:ial nor1s as 1an is
a so:ial ani1al 9e is ;ire:tlA or in;ire:tlA ;epen;ent on ot9ers. Interpersonal relations are
not onlA i1portant 3or 10ltinationals or :orporate 8orl; 20t also 3or an in;i<i;0al to 2e a
2etter person an; 5i<e 9is 2est in 9is or 9er :areer.
EVOLUTION OF INTERPERSONAL RELATIONS
T9e e<ol0tion o3 interpersonal an; intrapersonal relations

8it9in an isolate; 5ro0p 8as
in<esti5ate; ;0rin5 t8o Italian

Antar:ti: s011er :a1pai5ns 0sin5 t9e Matri4 o3 Intra an;
Interpersonal

Pro:esses in t9e Gro0p )MIPG*. T9is instr01ent 8as e33e:ti<e

in t9e
;ete:tion o3 parti:0lar 1o;i3i:ations o3 t9e 0n;erlAin5

so:ial=e1otional ;Ana1i:s ta@in5
pla:e in t9e 5ro0p. In t9e

5ro0p o3 t9e 3irst :a1pai5n> 3ear o3 re<ealin5 oneCs tr0e

sel3
;e:rease; ;0rin5 t9e :a1pai5n> 89ereas i;eali6ation o3

t9e 9ar1onA an; t9e repression o3
all tensions in:rease;. In

t9e se:on; :a1pai5n> i;eali6ation ;e:rease; e<en 1ore 8it9
ti1e>

89ereas t9e 3ear o3 re<ealin5 t9e sel3 in:rease; at t9e en;

o3 t9e staA. An in;ire:t
:on3ir1ation o3 t 9e <ali;itA o3 t9e

MIPG para1eters is pro<i;e; 2A t9e :orrelation
2et8een so1e

o3 its :on3i50rations an; t9e positi<e aspe:ts o3 in;i<i;0al

2e9a<ior
e1piri:allA assesse; 2A t9e 1e;i:al o33i:ers.

"
STAGES OF FORMATION OF INTERPERSONAL RELATIONS
T9ere are <ario0s sta5es in 3or1ation o3 interpersonal relations 20t prior to t9at
interpersonal :o110ni:ation 89i:9 is t9e 3o0n;ation o3 relations 9as to 2e 0n;erstoo;
.Interpersonal :o110ni:ation :an 2e ;i<i;e; into si4 :ate5oriesD=
Listenin5
Sel3=presentation
Pro2le1=sol<in5
De:ision=1a@in5
Ne5otiatin5
Con3li:t 1ana5e1ent.
T9e 3or1ation o3 interpersonal relations in an or5ani6ation 9as 2asi:allA 3o0r i1portant
sta5es t9eA are as 3ollo8sD=
1) Contact:-
a* Per:ept0al = noti:e 9o8 a person loo@s at t9e ot9er an; t9eir 2o;A lan50a5e.
2* Intera:tional :0es = no;;in5> 1aintainin5 eAe :onta:t> et:.
:* In<itational = en:o0ra5in5 t9e relations9ip )e.5. as@in5 i3 t9eA 8ant to 1eet 0p later 3or
:o33ee*
;* A<oi;an:e strate5ies = i3 one person ;is:loses an; t9e ot9er ;oes not> 1ini1al
response> la:@ o3 eAe :onta:t> et:.
2) Involvement:-
a* Feelers 7 9ints or E0estions )e4. as@in5 a2o0t 3a1ilA*
2* Intensi3Ain5 strate5ies = 30rt9er t9e relations9ip )e4. 1eetin5 ol; 3rien;> 2rin5in5 t9e
ot9er to 1eet 3a1ilA> 2e:o1in5 1ore a33e:tionate> et:.*
:* P02li: = seen in p02li: to5et9er o3ten )e4. i3 in a ro1anti: relations9ip> 1aA 2e 9ol;in5
9an;s*
#
3) Intimacy :-
-erA :lose> 1aA 9a<e e4:9an5e; so1e sort o3 personal 2elon5in5 or so1et9in5 t9at
represents 30rt9er :o11it1ent. )E4. 1aA 2e a pro1ise rin5 in a ro1anti: relations9ip or
3rien;s9ip ne:@la:es sA12oli6in5 t8o people are 2est 3rien;s*
4) Deterioration:-
T9in5s start to 3all apart. In a ro1anti: relations9ip> tApi:allA a3ter appro4i1atelA si4
1ont9s> people are o0t o3 89at is so1eti1es re3erre; to as t9e F9oneA1oon sta5eF> NRE>
or li1eren:e an; start to noti:e 3la8s. T9e 8aA t9is is a;;resse; ;eter1ines t9e 3ate o3
t9e relations9ip.
Types of interpersonal relationships
T9ere are <ario0s tApes o3 interpersonal relations 20t t9e ones 1entione;
2elo8 are 3e8 o3 t9e1D=
Frien;s9ip
T9eories o3 3rien;s9ip e1p9asi6e t9e :on:ept o3
3rien;s9ip as a 3reelA :9osen asso:iation
Fa1ilA
Fa1ilA :o110ni:ation patterns esta2lis9 roles>
i;entities an; ena2le t9e 5ro8t9 o3 in;i<i;0als. Fa1ilA
;As30n:tion 1aA also 2e e49i2ite; 2A :o110ni:ation
patterns.
Ro1anti:
Ro1anti: relations9ips are ;e3ine; in ter1s o3 t9e
:on:epts o3 passion> inti1a:A an; :o11it1ent.
Pro3essional Relations9ips
Pro3essional :o110ni:ation en:o1passes s1all 5ro0p
:o110ni:ation an; inter<ie8in5.
Interpersonal Co1peten:e
Assess interpersonal e33e:ti<eness in <ario0s tApes o3
relations9ips an; :onte4ts.
T9ese are t9e tApes o3 interpersonal relations 20t in t9is pro?e:t I 9a<e 5i<en 1ore
e1p9asis on pro3essional relations9ips
$
T90s in pro3essional relations9ips also t9ere are spe:i3i: s@ills 89i:9 are reE0ire; an; so
to @no8 89at are t9e pro3essional relations let 0s
st
9i59li59t on interpersonal s@ills.
INTERPERSONAL SKILLS
In to;aACs 8or@pla:e> tas@ or te:9ni:al pro3i:ien:A is not eno059 to a:9ie<e s0::ess. In
3a:t> lea;in5 st0;ies 3ro1 8ell @no8n 0ni<ersities li@e Uni<ersities o3 Mi:9i5an an; O9io
9a<e s9o8n t9at a 2alan:e o3 people an; tas@ 1ana5e1ent is :riti:al to pro3essional an;
or5ani6ational s0::ess. A pro3essional 89o :annot 8or@ 8ell 8it9 ot9ers> ;oes not earn
t9e tr0st an; :on3i;en:e o3 ot9ers> an; 89o :annot easilA na<i5ate t9e interpersonal si;e
o3 1ana5e1ent 8ill re3le:t poorlA on 9is or 9er ;epart1ent an; t9e instit0tion as a 89ole.
Relia2le an; :onsistent interpersonal s@ills are :riti:al to personal an; pro3essional
lea;ers9ip.
Interpersonal s@ills are 5oal=;ire:te; 2e9a<iors 0se; in 3a:e=to=3a:e intera:tions> 89i:9
are e33e:ti<e in 2rin5in5 a2o0t a ;esire; state o3 a33airs.
Go9n HaAes ar50es t9at a ;istin50is9in5 3a:tor 2et8een t9e s0::ess30l an; 0ns0::ess30l
1ana5er is 9is or 9er le<el o3 interpersonal :o1peten:e. Resear:9 9as ;e1onstrate; t9at
people 89o are a2le to :ons:io0slA 1ana5e t9e 8aA t9eA relate to ot9ers are 10:9 1ore
s0::ess30l in ter1s o3 a:9ie<in5 t9eir 5oals. 'it9 t9is in 1in; Interpersonal S@ills ai1s at
in:reasin5 o0r a8areness o3 t9ose te:9niE0es 89i:9 8ill 9elp 0s to 1ana5e 8or@in5
relations9ips 1ore e33e:ti<elA. T9e a0t9or e4plains :learlA> 0sin5 pra:ti:al e4a1ples an;
ill0strations> 9o8 8e :an learn to rea; t9e a:t0al or potential 2e9a<ior o3 ot9ers aro0n; 0s
an; 0se t9is @no8le;5e to o0r a;<anta5e in t9e 8or@pla:e.
Go9n HaAes s055ests te:9niE0es 3or i1pro<in5 1ana5e1ent per3or1an:e in a n012er o3
@eA areasD
HListenin5 an; interpretin5 non=<er2al 1essa5es
H In3or1ation=5ettin5 an; presentin5
%
H Ne5otiatin5 an; in3l0en:in5
H 'or@in5 in 5ro0p sit0ations
Interpersonal skills re3ers to 1ental an; :o110ni:ati<e al5orit91s applie; ;0rin5
so:ial :o110ni:ations an; intera:tions in or;er to rea:9 :ertain a33e:ts or res0lts. T9e
ter1 Iinterpersonal s@illsJ is 0se; o3ten in 20siness :onte4ts to re3er to t9e 1eas0re o3 a
persons a2ilitA to operate 8it9in 20siness or5ani6ations t9ro059 so:ial :o110ni:ations
an; intera:tions. Interpersonal s@ills is 9o8 a person relates to one anot9er.
T90s IGOOD INTERPERSONAL SKILLSJ 9elps 3or an e33e:ti<e pro;0:ti<itA in t9e
or5ani6ation 8it9o0t anA :on3li:ts.
No8 as interpersonal s@ills is @no8n let 0s p0t li59t on pro3essional relations.
Pro3essional relations :onsist o3 <ario0s tApes i.e.
S0perior= s02or;inate relations
E1ploAer=e1ploAee relations
Lea;er 73ollo8ers relations
Collea50esC relations
Tea11ateCs relations
Gro0p 1e12ers relations
F0rt9er in t9is pro?e:t I 9a<e 9i59li59te; on t8o 1a?or aspe:ts o3 pro3essional

relations i.e.
INTERPERSONAL RELATIONS IN A GROUP
INTERPERSONAL RELATIONS IN A TEAM
GROUPS
DEFINITION:-
&
A 5ro0p is ;e3ine; as t8o or 1ore in;i<i;0als > intera:tin5 an; inter;epen;ent> 89o 9a<e
:o1e to5et9er to a:9ie<e parti:0lar o2?e:ti<es.
Interpersonal relations in a group
HISTORY OF GROUPS
Group :a1e into t9e pi:t0re in t9e +
t9
:ent0rA. F TaAlor ;i; not a::ept t9e 1et9o; o3
5ettin5 t9in5s ;one t9ro059 people 2A 3or1in5 5ro0ps. 9e 5a<e 1ore stress on in;i<i;0al
per3or1an:e rat9er t9an 8or@in5 in 5ro0ps 89i:9 is 0n;erstoo; in 9is 8ell @no8n t9eorA
i.e. s:ienti3i: 1ana5e1ent
TaAlorKs s:ienti3i: 1ana5e1ent :onsiste; o3 3o0r prin:iplesD=
* Repla:e r0le=o3=t9012 8or@ 1et9o;s 8it9 1et9o;s 2ase; on a s:ienti3i: st0;A o3
t9e tas@s.
!*
"* S:ienti3i:allA sele:t> train> an; ;e<elop ea:9 e1ploAee rat9er t9an passi<elA
lea<in5 t9e1 to train t9e1sel<es.
#* FDetaile; instr0:tion an; s0per<ision o3 ea:9 8or@er in t9e per3or1an:e o3 t9at
8or@erKs ;is:rete tas@F )Mont5o1erA ++&D !$,*.
$* Di<i;e 8or@ nearlA eE0allA 2et8een 1ana5ers an; 8or@ers> so t9at t9e 1ana5ers
applA s:ienti3i: 1ana5e1ent prin:iples to plannin5 t9e 8or@ an; t9e 8or@ers
a:t0allA per3or1 t9e tas@s
A::or;in5 to 9i1 an in;i<i;0al is not a2le to 5i<e 9is 2est 89en 9e is in a 5ro0p.t9e
1o;ern 1et9o; is ;i33erent 3ro1 9is prin:iple to;aA t9ere is 10:9 e1p9asis on 5ro0ps
an; tea1s. As 1ana5ers t9in@ t9at t9eA are one o3 t9e 2est 1et9o; an; an e33i:ient one to
5et t9e t9in5s ;one 3ro1 t9eir e1ploAees.
(
In to;aACs 8orl; 5ro0ps an; tea1s are a <ital :o1ponent an; one o3 t9e 2est tool in e<erA
or5ani6ation.
Gro0ps are ;eri<e; 3ro1 or5ani6ational 2e9a<ior i.e. a st0;A o3 in;i<i;0alL tea1s an;
5ro0p et: so let 0s see 89at is or5ani6ational 2e9a<ior .
ORGANISATIONAL /EHA-IORD=
IA 3iel; o3 st0;A t9at in<esti5ates t9e i1pa:t t9at in;i<i;0als> 5ro0ps> an; str0:t0re 9a<e
on 2e9a<ior 8it9in or5ani6ations>3or t9e p0rpose o3 applAin5 s0:9 @no8le;5e to8ar;s
i1pro<in5 an or5ani6ationsC e33e:ti<eness.J
THE NATURE OF GROUPS
T9e 5ro0p is 8i;elA re:o5ni6e; as an i1portant so:iolo5i:al 0nit o3 analAsis in t9e st0;A
o3 or5ani6ational 2e9a<ior. St0;Ain5 5ro0ps is espe:iallA <al0a2le 89en t9e ;Ana1i:s are
analA6e;. Gro0p ;Ana1i:s is :on:erne; 8it9 t9e intera:tions an; 3or:es a1on5 5ro0p
1e12ers in a so:ial sit0ation. '9en t9e :on:ept is applie; to t9e st0;A o3 or5ani6ational
2e9a<ior> t9e 3o:0s is on t9e ;Ana1i:s o3 1e12ers o3 3or1al or in3or1al 8or@ 5ro0ps
an;> no8 tea1s in t9e or5ani6ation.
T9e pop0laritA o3 8or@ 5ro0p an; tea1 is soarin5. Alt9o059 t9eA 8ere t9e 3irst 0se; in
:orporate 5iants s0:9 as ToAota> Motorola re:ent s0r<eAs in;i:ate t9at not onlA
1an03a:t0rin5 20t also t9at tea1s are 2ein5 0se; in t9e ser<i:e se:tor as 8ell. Yet> as
8it9 1anA ot9er areas o3 or5ani6ational 2e9a<ior. Al;er3er note; t9atD
~Groups and group dynamics are a little like the weather-something that nearly
everyone talks about and only a few do anything about. Research, practice, and
education about group dynamics are currently in a state of ferment. In the world of
+
practice, we hear leaders speaking out to encourage teamwork, to support
empowering people, and to establish organizational cultures that promote total
quality management. Each of the initiatives depends on understanding groups well
and acting effectively with them.
Instea; o3 E0i:@lA 1o<in5 to tea1s per se> to 2e5in 8it9 let 0s 0n;erstan; t9e 2asi:s o3
or5ani6ational 2e9a<ior i.e. 5ro0p ;Ana1i:s. T9e ter1 5ro0p :an 2e ;e3ine; in a n012er
o3 8aAs> ;epen;in5 on t9e perspe:ti<e t9at is ta@en. A :o1pre9ensi<e ;e3inition 8o0l;
saA t9at i3 a 5ro0p e4ists in an or5ani6ation> its 1e12ersD
. Are 1oti<ate; to ?oin
!. Per:ei<e t9e 5ro0p as a 0ni3ie; 0nit o3 intera:tin5 people
". Contri20te in <ario0s a1o0nts to t9e 5ro0p pro:esses )i.e. so1e people :ontri20te
1ore ti1e or ener5A to t9e 5ro0p t9an ;o ot9ers*
#. Rea:9 a5ree1ents an; 9a<e ;isa5ree1ents t9ro059 <ario0s 3or1s o3 intera:tion.
G0st as t9ere is no 0ni<ersal ;e3inition o3 t9e ter1 I5ro0pJ> t9ere is no 0ni<ersal
a5ree1ent on 89at is 1eant 2A 5ro0p ;Ana1i:s. Alt9o059 K0rt Le8in pop0lari6e; t9e
ter1 in t9e +",s> t9ro059 t9e Aears ;i33erent :onnotations 9a<e 2een atta:9e; to it.
One nor1ati<e <ie8 is t9at 5ro0p ;Ana1i:s ;es:ri2es 9o8 a 5ro0p s9o0l; 2e
or5ani6e; an; :on;0:te;. De1o:rati: lea;ers9ip> 1e12er parti:ipation> an;
o<erall :ooperation are stresse;.
Anot9er <ie8 o3 5ro0p ;Ana1i:s is t9at it :onsists o3 a set o3 te:9niE0es. Here>
role plaAin5> 2rainstor1in5> 2066 5ro0ps> lea;erless 5ro0ps> 5ro0p t9erapA>
sensiti<itA trainin5> tea1 20il;in5> transa:tional analAsis an; t9e Go9ari 8in;o8s
are tra;itionallA eE0ate; 8it9 5ro0p ;Ana1i:s> as are t9e sel3 1ana5e; tea1s.
A t9ir; <ie8 is :losest to Le8inCs ori5inal :on:eption. Gro0p ;Ana1i:s is <ie8e;
3ro1 t9e perspe:ti<e o3 t9e internal nat0re o3 5ro0ps> 9o8 t9eA 3or1> t9eir
str0:t0re an; pro:esses an; 9o8 t9eA 30n:tion an; a33e:t in;i<i;0al 1e12ers>
ot9er 5ro0ps> an; t9e or5ani6ation.
,
CLASSIFICATION OF GROUPS
Gro0ps :an 2e eit9er 3or1al or in3or1al.
. Formal groups D= 3or1al 5ro0ps 1ean t9ose ;e3ine; 2A t9e or5ani6ations
str0:t0re> 8it9 ;esi5nate; 8or@ assi5n1ents esta2lis9in5 tas@s.
!. Informal groups D= t9ese are allian:es t9at are neit9er 3or1allA str0:t0re; nor
or5ani6ationallA ;eter1ine;. T9ese 5ro0ps are nat0ral 3or1ations in t9e 8or@
en<iron1ent t9at appear in response to t9e nee; 3or so:ial :onta:t. T9ree
e1ploAees 3ro1 ;i33erent ;epart1ents 89o re50larlA eat l0n:9 to5et9er is an
e4a1ple o3 an in3or1al 5ro0p.
It is possi2le to 30rt9er s02 :lassi3A 5ro0ps asD=
:o11an; 5ro0ps
tas@ 5ro0ps
interest 5ro0ps
3rien;s9ip 5ro0ps
Co11an; an; tas@ 5ro0ps are ;i:tate; 2A 3or1al or5ani6ation.
Interest an; 3rien;s9ip 5ro0ps are in3or1al allian:es.
COMMAND GROUP D= a :o11an; 5ro0p is ;eter1ine; 2A t9e or5ani6ation
:9art . it is :o1pose; o3 t9e in;i<i;0als 89o report ;ire:tlA to a 5i<en 1ana5er.
E4a1pleD=
* an ele1entarA s:9ool prin:ipal an; 9er ( tea:9ers 3or1 a :o11an;
5ro0p.

!* Si1ilarlA t9e ;ire:tor o3 postal a0;its an; 9is 3i<e inspe:tors 3or1 a
:o11an; 5ro0p.
TASK GROUP SD= tas@ 5ro0ps are also or5ani6ationallA ;ete1ine;> represent
t9ose 8or@in5 to5et9er to :o1plete a ?o2 tas@. Ho8e<er> a tas@ 5ro0pCs
2o0n;aries are not li1ite; to i11e;iate 9ierar:9i:al s0perior. It :an :ross
:o11an; relations9ips.
Example:-
* I3 a :olle5e st0;ent is a::0se; o3 a :a1p0s :ri1e> it 1aA reE0ire
:o110ni:ation an; :oor;ination a1on5 t9e ;ean o3 a:a;e1i: a33airs> t9e
;ean o3 st0;ents> t9e re5istrar> t9e ;ire:tor o3 se:0ritA an; t9e st0;entCs
a;<isor. S0:9 a 3or1ation 8o0l; :onstit0te a tas@ 5ro0p.
IIt s9o0l; 2e note; t9at all :o11an; 5ro0ps are also tas@ 5ro0ps> 20t
2e:a0se tas@ 5ro0ps :an :0t a:ross t9e or5ani6ation> t9e re<erse nee; not 2e tr0e.J
INTEREST GROUPS D=People 89o 1aA or 1aA not 2e ali5ne; into :o11on
:o11an; or tas@ 5ro0ps 1aA a33iliate to attain a spe:i3i: o2?e:ti<e 8it9 89i:9
ea:9 is :on:erne;. T9is is an interest 5ro0p.
EMAMPLED=
E1ploAees 89o 2an; to5et9er to 9a<e t9eir <a:ation s:9e;0les altere; > to s0pport
a peer 89o 9as 2een 3ire; > or to see@ i1pro<e; 8or@in5 :on;itions represent t9e
3or1ation o3 a 0nite; 2o;A to 30rt9er t9eir :o11on interests.
FRIENDSHIP GROUPS D= Gro0ps o3ten ;e<elop 2e:a0se t9e in;i<i;0al
1e12ers 9a<e one or 1ore :o11on :9ara:teristi:s. T9eA are @no8n as 3rien;s9ip
5ro0ps.
!
EMAMPLE D= So:ial allian:es > 89i:9 3reE0entlA e4ten; o0tsi;e t9e 8or@
sit0ation> :an 2e 2ase; on si1ilar a5e or et9ni: 9erita5e> 9ol;in5 o3 t9e sa1e
politi:al <ie8s>et: are so1e o3 t9e :9ara:teristi:s o3 3rien;s9ip 5ro0p in;i<i;0als.
In3or1al 5ro0ps pro<i;e a <erA i1portant ser<i:e 2A satis3Ain5 t9eir 1e12ersC so:ial
nee;s. /e:a0se o3 intera:tions t9at res0lt 3ro1 t9e :lose pro4i1itA o3 8or@stations or tas@
intera:tions> 8e 3in; 8or@ers o3ten ;o t9in5s to5et9er 7li@e :o10te to 8or@ > ta@e l0n:9>
an; :9at ;0rin5 :o33ee 2rea@s. 'e 10st re:o5ni6e t9at t9ese tApes o3 intera:tions a1on5
in;i<i;0als > e<en t9o059 in3or1al> ;eeplA a33e:t t9eir 2e9a<ior an; per3or1an:e.
Types Of Groups
T9ere are n01ero0s tApes o3 5ro0ps. O3 :o0rse> in t9e real 8orl; 5ro0ps are 0s0allA 10:9
1ore :o1ple4 t9an t9e ;Aa;. T9ere are s1all an; lar5e 5ro0ps> pri1arA an; se:on;arA
5ro0ps> :oalitions> 1e12ers9ip an; re3eren:e 5ro0ps> in=an; o0t=5ro0ps> an; 3or1al an;
in3or1al 5ro0ps. Ea:9 tApe 9as ;i33erent :9ara:teristi: an; ;i33erent e33e:ts on its
1e12ers.
PRIMARY GROUPS
O3ten t9e ter1s s1all 5ro0p an; pri1arA 5ro0p are 0se; inter:9an5ea2lA. Te:9ni:allA>
t9ere is a ;i33eren:e. A s1all 5ro0p 9as to 1eet onlA t9e :riterion o3 s1all si6e. Us0allA
no atte1pt is 1a;e to assi5n pre:ise n012ers> 20t t9e a::epte; :riterion is t9at t9e 5ro0p
10st 2e s1all eno059 3or 3a:e=to 3a:e intera:tion an; :o110ni:ation to o::0r. In
a;;ition to 2ein5 s1all> a pri1arA 5ro0p 10st 9a<e a 3eelin5 o3 :o1ra;es9ip> loAaltA> an;
"
a :o11on sense o3 <al0es a1on5 its 1e12ers. T90s> all pri1arA 5ro0ps are s1all
5ro0ps> 20t not all s1all 5ro0ps are pri1arA 5ro0ps.
T8o e4a1ples o3 a pri1arA 5ro0p are t9e 3a1ilA an; peer 5ro0p. InitiallA> t9e pri1arA
5ro0p 8as li1ite; to a so:iali6in5 5ro0p> 20t t9en a 2roa;er :on:eption 8as 5i<en
i1pet0s 2A t9e res0lts o3 t9e Ha8t9orne st0;ies. 'or@ 5ro0ps ;e3initelA 9a<e pri1arA
5ro0p E0alities. Resear:9 3in;in5s point o0t t9e tre1en;o0s i1pa:t t9at t9e pri1arA
5ro0p 9as on in;i<i;0al 2e9a<ior> re5ar;less o3 :onte4t or en<iron1ental :on;itions. An
in:reasin5 n012er o3 :o1panies 9a<e 2e50n to 0se t9e po8er o3 pri1arA 5ro0ps 2A
or5ani6in5 e1ploAees into sel3=1ana5e; tea1s. I1portantlA> t9ese tea1s are nat0ral 8or@
5ro0ps 8it9 all t9e ;Ana1i:s ;es:ri2e; so 3ar. T9e tea1 1e12ers 8or@ to5et9er to
per3or1 a 30n:tion or pro;0:e a pro;0:t or ser<i:e. Sin:e t9eA are sel3 1ana5in5> t9eA
also per3or1 30n:tions s0:9 as plannin5> or5ani6in5 an; :ontrollin5 t9e 8or@.
For e4a1ple at "M a 8ell @no8n :o1panA t9e sel3=1ana5e; tea1s are e1po8ere; to
ta@e :orre:ti<e a:tions to resol<e ;aA=to=;aA pro2le1sL t9eA also 9a<e ;ire:t a::ess to
in3or1ation t9at allo8s t9e1 to plan> :ontrol> an; i1pro<e t9eir operations.
COALITIONS
Alt9o059 re:ent resear:9 in;i:ates t9at t9e so:ial str0:t0re 8ill a33e:t t9e in:reasin5lA
pop0lar strate5i: allian:e 3or1ation patternsa 2et8een or5ani6ations> at a 1ore 1i:ro
le<el> :oalitions o3 in;i<i;0als an; ro0ps 8it9in or5ani6ations 9a<e lon5 2een re:o5ni6e;
as an i1portant ;i1ension o3 5ro0p ;Ana1i:s. Alt9o059 t9e :on:ept o3 :oalition is 0se;
in ;i33erent 8aAs 2A ;i33erent t9eorists> a re:ent :o1pre9ensi<e re<ie8 o3 t9e :oalition
literat0re s055ests t9at t9e 3ollo8in5 :9ara:teristi:s o3 a :oalition :an 2e in:l0;e;D
. intera:tin5 5ro0p o3 in;i<i;0als
!. ;eli2eratelA :onstr0:te; 2A t9e 1e12ers 3or a spe:i3i: p0rpose
". in;epen;ent o3 t9e 3or1al or5ani6ations str0:t0re
#. la:@in5 a 3or1al internal str0:t0re
$. 10t0al per:eption o3 1e12ers9ip
#
%. iss0e=oriente; to a;<an:e t9e p0rposes o3 t9e 1e12ers
&. e4ternal 3or1s
(. :on:erte; 1e12er a:tion> a:t as a 5ro0p
Alt9o059 t9e a2o<e 9a<e :o11on :9ara:teristi:s 8it9 ot9er tApes o3 5ro0ps> :oalitions
are separate> 0s0allA <erA po8er30l> an; o3ten e33e:ti<e entities in or5ani6ations. For
e4a1ple> a re:ent st0;A 3o0n; t9at e1ploAees in a lar5e or5ani6ation 3or1e; into
:oalitions to o<er:o1e pettA :on3li:ts an; ine33e:ti<e 1ana5e1ent in or;er to 5et t9e ?o2
;one.
OTHER TYPES OF GROUPS
/esi;es pri1arA 5ro0ps an; :oalitions> t9ere are also ot9er :lassi3i:ations o3 5ro0ps t9at
are i1portant to t9e st0;A o3 or5ani6ational 2e9a<ior. T8o i1portant ;istin:tions are
2et8een 1e12ers9ip an; re3eren:e 5ro0ps> an; 2et8een in=5ro0ps an; o0t=5ro0ps. T9ese
;i33eren:es :an 2e s011ari6e; 2A notin5 t9at 1e12ers9ip 5ro0ps are t9ose to 89i:9 t9e
in;i<i;0al a:t0allA 2elon5s. An e4a1ple 8o0l; 2e 1e12ers9ip in a :ra3t 0nion.
Re3eren:e 5ro0ps are t9ose to 89i:9 an in;i<i;0al 8o0l; li@e to 2elon5 7t9ose 9e or s9e
i;enti3ies 8it9. An e4a1ple 8o0l; 2e a presti5io0s so:ial 5ro0p.
In=5ro0ps are t9ose 89o 9a<e or s9are ;o1inant <al0es> an; o0t=5ro0ps are t9ose on t9e
o0tsi;e loo@in5 in. All t9ese tApes o3 5ro0p 9a<e rele<an:e to t9e st0;A o3 or5ani6ational
2e9a<ior> 20t t9e 3or1al an; in3or1al tApes are 1ost ;ire:tlA appli:a2le.
T9ere are 1anA 3or1allA ;esi5nate; 8or@ 5ro0ps> s0:9 as :o11ittees> in t9e
1o;ern or5ani6ation. T9e 30n:tional ;epart1ental :o11ittees )3inan:e> 1ar@etin5>
operations> an; 901an reso0r:es* an; no8 :ross=30n:tional tea1s are e4a1ples> as are
stan;in5 :o11ittees s0:9 as t9e p02li: a33airs :o11ittee> 5rie<an:e :o11ittee> or
e4e:0ti<e :o11ittee. Tea1s> 9o8e<er 9a<e e1er5e; as an i1portant tApe o3 5ro0p in
to;aACs or5ani6ations.
$
T90s in3or1al 5ro0ps 3or1 3or Npoliti:al> 3rien;s9ip> or :o11on interest reasons. For
politi:al p0rposes> t9e in3or1al 5ro0p 1aA 3or1 to atte1pt to 5et its s9are o3 re8ar;s
an;.or li1ite; reso0r:es. Frien;s9ip 5ro0ps 1aA 3or1 on t9e ?o2 an; :arrA on o0tsi;e t9e
8or@pla:e. Co11on interests in sports or 8aAs to 5et 2a:@ at 1ana5e1ent :an also 2in;
1e12ers into an in3or1al 5ro0p.
THE DYNAMICS OF GROUP FORMATION
W9A ;o in;i<i;0als 3or1 into 5ro0psO /e3ore ;is:0ssin5 so1e <erA pra:ti:al reasons> it
8o0l; 2e 2ene3i:ial to e4a1ine 2rie3lA so1e o3 t9e :lassi: t9eories o3 5ro0p 3or1ation> or
89A people a33iliate 8it9 one anot9er. T9e 1ost 2asi: t9eorA e4plainin5 a33iliation is
PpropinE0itAC. T9is interestin5 8or; 1eans si1plA t9at in;i<i;0als a33iliate 8it9 one
anot9er ;0e to spatial or 5eo5rap9i:al pro4i1itA. T9e t9eorA 8o0l; pre;i:t t9at st0;ents
sittin5 ne4t to one anot9er in :lass> 3or e4a1ple> are 1ore li@elA to 3or1 into a 5ro0p t9an
t9e st0;ents sittin5 in opposite en;s o3 t9e roo1. In an or5ani6ation> e1ploAees 89o 8or@
in t9e sa1e area o3 t9e plant or o33i:e or 1ana5ers 8it9 o33i:es :lose to one anot9er
8o0l; 1ore pro2a2lA 3or1 into a 5ro0ps t9an 8o0l; t9ose 89o are not p9Asi:allA lo:ate;
to5et9er. T9ere is so1e resear:9 e<i;en:e to s0pport t9e propinE0itA t9eorA> an; on t9e
s0r3a:e it 9as a 5reat ;eal o3 1erit 3or e4plainin5 5ro0p 3or1ation. T9e ;ra82a:@ is t9at it
is not analAti:al an; ;oes not 2e5in to e4plain so1e so1e o3 t9e :o1ple4ities o3 5ro0p
3or1ation. So1e t9eoreti:al an; pra:ti:al reasons nee; to 2e e4plore;.

WHY GROUPS ARE FORMED?
T9ere is no sin5le reason 89A in;i<i;0als ?oin 5ro0ps. /e:a0se 1ost people 2elon5 to a
n012er o3 5ro0ps> it is o2<io0s t9at ;i33erent 5ro0ps pro<i;e ;i33erent 2ene3its to t9eir
1e12ers.
%
Security :- 2A ?oinin5 a 5ro0p > in;i<i;0als :an re;0:e t9e inse:0ritA o3 Istan;in5 alone.J
People 3eel stron5er > 9a<e 3e8er sel3=;o02ts> an; are 1ore resistant to t9reats 89en t9eA
are a part o3 a 5ro0p.
Status:- in:l0sion in a 5ro0p t9at is <ie8e; as i1portant 2A ot9ers pro<i;es re:o5nition
an; stat0s 3or its 1e12ers.
Self-esteem:- 5ro0ps :an pro<i;e people 8it9 3eelin5s o3 sel3=8ort9. T9at is> in a;;ition
to :on<eAin5 stat0s to t9ose o0tsi;e t9e 5ro0p> 1e12ers9ip :an also 5i<e in:rease;
3eelin5s o3 8ort9 to t9e 5ro0p 1e12ers t9e1sel<es.
Affiliation:- 5ro0ps :an 30l3ill so:ial nee;s. People en?oA t9e re50lar intera:tion t9at
:o1es 8it9 5ro0p 1e12ers9ip. For 1anA people> t9ese pn=t9e=?o2 intera:tions are t9eir
pri1arA so0r:e 3or 30l3illin5 t9eir nee;s 3or a33iliation.
Power :- 89at :annot 2e a:9ie<e; in;i<i;0allA o3ten 2e:o1es possi2le t9ro059 5ro0p
a:tion. T9ere is po8er in n012ers.
Goal achievement:- t9ere are ti1es 89en it ta@es 1ore t9an one person to a::o1plis9 a
parti:0lar tas@= t9ere is a nee; to pool talents> @no8le;5e> or po8er in or;er to :o1plete a
?o2. In s0:9 instan:es> 1ana5e1ent 8ill relA on t9e 0se o3 a 3or1al 5ro0p.
E4:ept 3or t9ese reasons t9ere are 3e8 1ore reasons 89i:9 in3l0en:e e1ploAees to 2e a
part o3 a parti:0lar 3or1 or @in; o3 a 5ro0p t9eA are as 3ollo8sD=
Co1panions9ip> i;enti3i:ation> 0n;erstan;in5 3ro1 3rien;s> opport0nities 3or initiati<e
an; :reati<itA> 9elp in sortin5 o0t an iss0e et:.
Theories of group formation
&
A 1ore :o1pre9ensi<e t9eorA o3 5ro0p 3or1ation t9an 1ere propinE0itA :o1es 3ro1 t9e
t9eories 2ase; on a:ti<ities> intera:tions> an; senti1ents. T9ese t9ree ele1ents are
;ire:tlA relate; to one anot9er. T9e 1ore a:ti<ities persons s9are> t9e 1ore n01ero0s 8ill
2e t9eir intera:tions an; t9e stron5er 8ill 2e t9eir senti1ents )9o8 10:9 t9e ot9er
persons are li@e; or ;isli@e;*L t9e 1ore intera:tions a1on5 persons> t9e 1ore 8ill 2e t9eir
s9are; a:ti<ities an; senti1entsL an; t9e 1ore senti1ents persons 9a<e 3or one anot9er>
t9e 1ore 8ill 2e t9eir s9are; a:ti<ities an; intera:tions. T9is t9eorA len;s a 5reat ;eal to
t9e 0n;erstan;in5 o3 5ro0p 3or1ation an; pro:ess. T9e 1a?or ele1ent is intera:tion.
Persons in t9e 5ro0p intera:t 8it9 one anot9er not ?0st in t9e p9Asi:al propinE0itA sense>
20t also to a::o1plis9 1anA 5ro0p 5oals> s0:9 as pro2le1 sol<in5 an; :ooperation.
T9ere are 1anA ot9er t9eories t9at atte1pt to e4plain 5ro0p 3or1ation. Most o3ten t9eA
are onlA partial t9eories> 20t t9eA are 5enerallA a;;iti<e in nat0re . one o3 t9e 1ore
:o1pre9ensi<e is a 2alan:e t9eorA o3 5ro0p 3or1ation. T9e t9eorA states t9at persons are
attra:te; to one anot9er on t9e 2asis o3 si1ilar attit0;es to8ar; :o11onlA rele<ant
o2?e:ts an; 5oals.
T9e 3ollo8in5 3i50re s9o8s t9is 2alan:e t9eorA. In;i<i;0al M 8ill intera:t an; 3or1 a
relations9ip.5ro0p 8it9 in;i<i;0al Y 2e:a0se o3 :o11on attit0;es an; <al0es )Q*. On:e
t9is relations9ip is 3or1e;> t9e parti:ipants stri<e to 1aintain a sA11etri:al 2alan:e
2et8een t9e attra:tion an; t9e :o11on attit0;es. I3 an i12alan:e o::0rs> an atte1pt is
1a;e to restore t9e 2alan:e. I3 t9e 2alan:e :annot 2e restore;> t9e relations9ip ;issol<es.
/ot9 propinE0itA an; intera:tion plaA a role in 2alan:e t9eorA.
(
In;i<i;0al M In;i<i;0al Y
/alan:e t9eorA o3
Gro0p 3or1ation
Q
Co11on attit0;es an; <al0es
Reli5ion
Politi:s
Li3estAle
Marria5e
'or@
A0t9oritA
Still anot9er t9eoreti:al approa:9 to 5ro0p 3or1ation re:ei<in5 :onsi;era2le attention in
e4:9an5e t9eorA. Si1ilar to its 30n:tionin5 as a 8or@=1oti<ation t9eorA> e4:9an5e t9eorA
is 2ase; 0pon re8ar;=:ost o0t:o1e 10st e4ist in or;er 3or attra:tion or a33iliation to ta@e
pla:e. Re8ar;s 3ro1 intera:tions 5rati3A nee;s> 89ile :osts in:0r an4ietA> 3r0stration>
e12arrass1ent> or 3ati50e. PropinE0itA> intera:tion> an; :o11on attit0;es all 9a<e roles
in e4:9an5e t9eorA.
/esi;es t9e 1ore esta2lis9e; so:ial psA:9olo5A e4planations 3or 5ro0p 3or1ation> t9ere
are also so1e 5enerallA re:o5ni6e; i;enti3ia2le sta5es o3 5ro0p ;e<elop1ent.
T9ese sta5es :an 2e 2rie3lA s011ari6e; as 3ollo8sD
)Sta5es o3 5ro0p 3or1ation*
+
. FORMING: t9is initial sta5e is 1ar@e; 2A 0n:ertaintA an; e<en :on30sion.
Gro0p 1e12ers are not s0re a2o0t t9e p0rpose> str0:t0re> tas@> or lea;ers9ip o3
t9e 5ro0p.

!. STORMING: t9is sta5e o3 ;e<elop1ent> as in;i:ate; 2A t9e ter1> is
:9ara:teri6e; 2A :on3li:t an; :on3rontation. )In t9e 0s0allA e1otionallA :9ar5e;
at1osp9ere> t9ere 1aA 2e :onsi;era2le ;isa5ree1ent an; :on3li:t a1on5 t9e
1e12ers a2o0t roles an; ;0ties.*
". NORMING: 3inallA> in t9is sta5e t9e 1e12ers 2e5in to settle into :ooperation
an; :olla2oration. T9eA 9a<e a I8eJ 3eelin5 8it9 9i59 :o9esion> 5ro0p i;entitA>
an; :a1ara;ie.
#. PERFORMING: T9is is t9e sta5e 89ere t9e 5ro0p is 30llA 30n:tionin5 an;
;e<ote; to e33e:ti<elA a::o1plis9in5 t9e tas@s a5ree; 0pon in t9e nor1in5 sta5e.
$. AD1OURNING: t9is represents t9e en; o3 t9e 5ro0p> 89i:9 is on5oin5>
per1anent 5ro0ps 8ill ne<er 2e rea:9e;. Ho8e<er> 3or pro?e:t tea1 or tas@ 3or:es
8it9 a spe:i3i: o2?e:ti<e> on:e t9e o2?e:ti<e is a::o1plis9e;> t9e 5ro0p 8ill
;is2an; or 9a<e a ne8 :o1position> an; t9e sta5es 8ill start o<er a5ain.
Practicalities of group formation.
/esi;es t9e :on:ept0al e4planations 3or 5ro0p 3or1ation an; ;e<elop1ent> t9ere are <erA
pra:ti:al reasons 3or ?oinin5 an;.or 3or1in5 a 5ro0p. For instan:e> e1ploAees in an
or5ani6ation 1aA 3or1 a 5ro0p 3or e:ono1i:> se:0ritA> or so:ial reasons. E:ono1i:allA>
8or@ers 1aA 3or1 a 5ro0p to 8or@ on a pro?e:t t9at is pai; 3or on a 5ro0p=in:enti<e plan
s0:9 as 5ains9arin5> or t9eA 1aA 3or1 a 0nion to ;e1an; 9i59er 8a5es. For
!,
se:0ritA>?oinin5a 5ro0p pro<i;es an in;i<i;0al 8it9 a 0nite; 3ront in :o12atin5
in;is:ri1inant> 0nilateral treat1ent. T9e a;a5e t9at t9ere is stren5t9 in n012ers applies in
t9is :ase. T9e 1ost i1portant pra:ti:al reason in;i<i;0als ?oin or 3or1 5ro0ps is>
9o8e<er> t9at 5ro0ps ten; to satis3A t9e <erA intense so:ial nee;s o3 1ost people.
'or@ers> in parti:0lar> 5enerallA 9a<e a <erA stron5 ;esire 3or a33iliation. T9is nee; is 1et
2A 2elon5in5 to a 5ro0p or 2e:o1in5 a 1e12er o3 a tea1. Resear:9 5oin5 as 3ar 2a:@ as
t9e Ha8t9orne st0;ies 9as 3o0n; t9e a33iliation 1oti<e to 9a<e a 1a?or i1pa:t on 901an
2e9a<ior in or5ani6ations.
HOW GROUPS ARE FORMED?
'9en an en5ineer ;esi5ns t9e plans an; te:9nolo5A 3or a ne8 3a:torA> an; 89en an
ar:9ite:t ;esi5ns t9e o33i:e laAo0t> t9eA are also ;esi5nin5 t9e so:ial relations t9at 8ill
pre<ail 8it9in t9e or5ani6ation. Mana5e1ent ;eter1ines 89ere 1en 8ill 8or@ an; 89at
opport0nities t9eA 8ill 9a<e to :onta:t ea:9 ot9er ;0rin5 t9e ;aA. It also ;eter1ines rates
o3 paA> :on;itions o3 8or@> an; t9e <ario0s sA12ols t9at are asso:iate; 8it9 ea:9 ?o2.
Gi<en t9ese 2asi: ele1ents> a sop9isti:ate; o2ser<er :an pre;i:t t9e so:ial relations t9at
8ill e4ist 8it9in t9e or5ani6ation lon5 2e3ore t9e 3irst e1ploAee enters t9e 20il;in5. In
tellin5 1en 89ere an; 9o8 t9eA are to 8or@> 1ana5e1ent is also tellin5 t9e1 8it9 89o1
t9eA 8ill :o1e into :onta:t. Nor1allA> in;i<i;0als ;e<elop 3rien;s9ips 8it9 t9e people
t9eA see t9e 1ost o3ten. In 3a:t> e1ploAees 89o 9a<e t9e 5reatest opport0nities to 1a@e
:onta:ts on t9e ?o2 1a@e t9e lar5est n012er o3 3rien;s an; are in t9e 2est position to
2e:o1e t9e lea;ers o3 t9e 5ro0p.
Multiple Group-Memberships
RarelA ;o parti:ipants in an or5ani6ation 2elon5 to ?0st one 5ro0p.
For e4a1ple ta@e A;a1 Kop@a> a 1e:9ani:al en5ineer in t9e 8 :o1panA. He 9as one
5ro0p o3 3rien;s 89o1 9e 8or@s 8it9 on a ;e<elop1ent pro?e:tD t8o ele:tri:al en5ineers>
!
a te:9ni:ian> an; a :9e1ist. In a;;ition> 9e is i;enti3ie; 8it9 all t9ose 89o report to Ale4
Fis9er> t9e 1ana5er o3 t9e spe:ial pro?e:ts ;epart1ent> 89i:9 in:l0;es t8o ot9er pro?e:t
5ro0ps. He also 3eels :lose to ot9er 1e:9ani:al en5ineers 89o are s:attere; t9ro059 t9e
la2oratorA. His l0n:9 an; a3ter=9o0rs 2o8lin5 asso:iates 1aA in:l0;e still ot9er people.
No8 ea:9 o3 t9ese 5ro0ps 9as a ;i33erent 1e12ers9ip> alt9o059 t9ere 1aA 2e a 5reat ;eal
3or o<erlappin5. For so1e p0rpose so1e 5ro0p is t9e 1ost i1portant to A;a1L 3or ot9ers>
anot9er. T9e 1ere 3a:t t9at 9e 2elon5s to se<eral 5ro0ps> 9o8e<er> 1aA s02?e:t 9i1 to
:onsi;era2le stress 89en t9eir respe:ti<e interests :o1e into :on3li:t.
S0ppose> 3or instan:e> t9at t9e 1e:9ani:al en5ineers 5ro8 :on:erne; t9at t9eir ?o2s
an; point o3 <ie8 are ass01in5 less si5ni3i:an:e in t9e la2oratorA. T9e en5ineers a5ree
a1on5 t9e1sel<es to e4ert 5reater press0re 3or 9i59er 1e:9ani:al=en5ineerin5 stan;ar;s
in t9eir 8or@ ;esi5n. As lon5 as A;a1 is in t9e :o1panA o3 9is 3ello8 1e:9ani:al
en5ineers> 9e 3eels t9is is a 3ine ;e:ision. /a:@ in 9is pro?e:t 5ro0p> 9o8e<er> 9e 1aA 3in;
t9at t9is is a 1inoritA position an; 9e is 0n;er press0re to e1p9asi6e ot9er pro?e:t 5oals.
No8 9e 3eels 0n;er :ross press0resL 9e :ant 2e loAal to 2ot9 5ro0ps.
The group becomes an organization
E1ploAees 3or1 3rien;s9ip 5ro0ps 2ase; on t9eir :onta:ts an; :o11on interests=an;
t9ese 5ro0ps arise o0t o3 t9e li3e o3 t9e or5ani6ation. On:e t9ese 5ro0ps 9a<e 2een
esta2lis9e;> 9o8e<er> t9eA ;e<elop a li3e o3 t9eir o8n t9at is al1ost :o1pletelA separate
3ro1 t9e 8or@ pro:ess 3ro1 89i:9 it arose. T9is is ;Ana1i:> sel3=5eneratin5 pro:ess.
/ro059t to5et9er 2A t9e 3or1al or5ani6ation> e1ploAees intera:t 8it9 one anot9er.
In:reasin5 intera:tion 20il;s 3a<ora2le senti1ents to8ar; 3ello8 5ro0p 1e12ers. In t0rn>
t9ese senti1ents 2e:o1e t9e 3o0n;ation 3or an in:rease; <arietA o3 a:ti<ities> 1anA not
;es:ri2e; 2A t9e ?o2 ;es:riptionsD spe:ial l0n:9 arran5e1ents> tra;in5 o3 t9e ?o2 ;0ties>
3i59ts 8it9 t9ose o0tsi;e t9e 5ro0p> 5a12lin5 on paA:9e:@ n012ers. An; t9ese in:rease;
opport0nities 3or intera:tion 20il; stron5er 2on;s o3 i;enti3i:ation. T9en t9e 5ro0p
2e:o1es so1et9in5 1ore t9an a 1ere :olle:tion o3 people. It ;e<elops a :0sto1arA 8aA
!!
o3 ;oin5 t9in5s 7 a set o3 sta2le :9ara:teristi:s t9at are 9ar; to :9an5e. It 2e:o1es an
or5ani6ation in itsel3.
Suboptimisation : Group Goals
So 3ar it is ill0strate; t9at 5ro0p per3or1 a psA:9olo5i:al 30n:tion 3or t9e in;i<i;0al D
pro<i;in5 s0pport an; per1issi<eness. Most i1portantlA> t9e 5ro0p sets 5oals 3or itsel3
t9at 2e:o1e i1portant 1oti<ators 3or t9e in;i<i;0al.
In t9e lar5e or5ani6ation> e<erAone i.e. 1ana5er an; non1ana5er is s0ppose; to 2e
8or@in5 to8ar; t9e sa1e o2?e:ti<es. /0t in;i<i;0als are li@elA to p0t t9eir o8n nee;
satis3a:tions a9ea; o3 t9ese 5oals . in a;;ition > 5ro0pin5s o3 in;i<i;0als set 5oals 3or
t9e1sel<es an; t9ese 5oals ta@e pre:e;en:e o<er t9e total or5anisationCs o2?e:ti<es.
Here is one e4a1pleD
T9e installation o3 a ne8 :o1p0ter in t9e A :orporation 8as ;elaAe; 2A ! Aears 2A an
inter;epart1ental str055le o<er 89o 8o0l; :ontrol t9is ne8 eE0ip1ent. T9e 3inan:e
5ro0p :lai1e; t9at it s9o0l; 2e 0n;er t9eir ?0ris;i:tion 20t pro;0:tion an; sales 2ot9
8ante; a ne8 I Co1p0tation an; Pro5ra11in5J ;epart1ent to 2e :reate; . 3inan:e 3elt it
8o0l; lose presti5e i3 a separate ;epart1ent 8as :reate; 89ile pro;0:tion an; sales
2elie<e; t9at t9e ne8 :o1p0ter 8o0l; not 2e as 9elp30l to t9e1 i3 it 8as pla:e; in an
e4istin5 ;epart1ent. T90s> a <erA :ostlA pie:e o3 eE0ip1ent 8as 8aste; 3or t8o Aears>
3ro1 t9e point o3 <ie8 o3 t9e total or5ani6ation> 2e:a0se o3 t9ese spe:ial interest
5ro0pin5s.
In a sense> t9en> t9e or5ani6ation paAs so1e pri:e in ;i<isi<eness 3or t9e 9elp o3 t9e 5ro0p
in atta:9in5 an; 9ol;in5 t9e in;i<i;0al. T9is 9as :o1e to 2e :alle; t9e s02opti1isation
pro2le1> 89ere s1all 5ro0p o2?e:ti<es ten; to
Con3li:t 8it9 or ta@e pre:e;en:e o<er t9e lar5er or5ani6ations 5oals. Me12ers are
1oti<ate; pri1arilA 2A s1all 5ro0p 5oals> not 2A lar5e or5ani6ation 5oals.
!"
GROUP DECISION MAKING
T9e 2elie3 :9ara:teri6e; 2A ?0ries t9at t8o 9ea;s are 2etter t9an one 9as lon5 2een
a::epte; as a 2asi: :o1ponent o3 Nort9 A1eri:an an; 1anA ot9er :o0ntries le5al
sAste1s. T9is 2elie3 9as e4pan;e; to t9e point t9at> to;aA> 1anA ;e:isions in
or5ani6ations are 1a;e 2A 5ro0ps> tea1s> or :o11ittees. In t9is se:tion> 8e 8ant to
re<ie8 5ro0p ;e:ision 1a@in5.
Basic Steps in Group Decision Making
. Identifying the problem or opportunity. pro2le1s are o3ten a12i50o0s or 9i;;en
2e9in; sA1pto1s> so 0n;erstan;in5 t9e pro2le1 is 1ore ;i33i:0lt t9an 8e o3ten t9in@.
!. Analyzing and Clarifying the problem: on:e t9e pro2le1 is i;enti3ie;> a tea1 10st
;eter1ine its s:ope> :o1ple4itA> 89o is in<ol<e;> 89at areas are a33e:te;> 89at
:onte4t0al 3a:tors 1i59t a33e:t t9e pro2le1> 89at in3or1ation is 1issin5> 89at
:onstit0en:ies are in<ol<e;. T9is step in<ol<es 5at9erin5 all t9e rele<ant in3or1ation.
". Proposing and Evaluating SolutionsD 5enerate a list o3 alternati<e sol0tions an;
:9oosin5 a1on5 t9e1. O3ten :o1plete in3or1ation is 0na<aila2le an; a 5ro0p 10st 1a@e
intelli5ent 50esses a2o0t t9e :onseE0en:es o3 ea:9 alternati<e. Brainstorming is :riti:al
in t9is sta5e. Also in t9is sta5e> it 1aA 1a@e sense 3or people to 8or@ in;i<i;0allA to
5enerate possi2le sol0tions 2e3ore 5ettin5 to5et9er. In a 5ro0p> in;i<i;0als ten; to sel3=
:ensor an; 5oo; i;eas 1aA 2e lost 8it9o0t ta@in5 steps to a<oi; t9is pro2le1.
#. Implementing the DecisionD In t9is step. 1e12ers nee; to i;enti3A 89at nee;s to 2e
;one> 89at eE0ip1ent an; 1aterials are nee;e;> i;enti3A :ontin5en:A plans i3 plans ;onKt
5o as planne;> an; e<al0ate t9e plan t9ro059o0t t9e i1ple1entation sta5e. It is i1portant
9ere also to test t9e :onseE0en:es o3 t9e 5ro0pKs tentati<e :9oi:es
!#
GROUP DECISION-MAKING TECHNIQUES
T9e 1ost :o11on 3or1 o3 5ro0p ;e:ision=1a@in5 ta@es pla:e in intera:tin5 5ro0ps. In
t9ese 5ro0ps> 1e12ers 1eet 3a:e=to= 3a:e an; relA on 2ot9 <er2al an; non<er2al
intera:tion to :o110ni:ate 8it9 ea:9 ot9er. /0t as o0r ;is:0ssion o3 5ro0pt9in@
;e1onstrate;> intera:tin5 5ro0ps o3ten :ensor t9e1sel<es an; press0re in;i<i;0al
1e12ers to8ar; :on3or1itA o3 opinion. /rainstor1in5> t9e no1inal 5ro0p te:9niE0e> an;
ele:troni: 1eetin5s 9a<e 2een propose; as 8aAs to re;0:e 1anA o3 t9e pro2le1s in9erent
in t9e tra;itional intera:tin5 5ro0p.
/rainstor1in5 is 1eant to o<er:o1e press0res 3or :on3or1itA in t9e intera:tin5
5ro0p t9at retar; t9e ;e<elop1ent o3 :reati<e alternati<es. It ;oes t9is 2A 0tili6in5 an
i;ea=5eneration pro:ess t9at spe:i3i:allA en:o0ra5es anA an; all alternati<es> 89ile
8it99ol;in5 anA :riti:is1 o3 t9ose alternati<es.
In a tApi:al 2rainstor1in5 session> a 9al3=;o6en to a ;o6en people sit aro0n; a ta2le.
T9e 5ro0p lea;er states t9e pro2le1 in a :lear 1anner so t9at it is 0n;erstoo; 2A all
parti:ipants. Me12ers t9en I3ree=89eelJ as 1anA alternati<es as t9eA :an in a 5i<en
len5t9 o3 ti1e. No :riti:is1 is allo8e;> an; all t9e alternati<es are re:or;e; 3or later
;is:0ssion an; analAsis. T9at one i;ea sti10lates ot9ers an; t9at ?0;51ents o3 e<en t9e
1ost 2i6arre s055estions are 8it99el; 0ntil later en:o0ra5e 5ro0p 1e12ers to It9in@ t9e
0n0s0al.J /rainstor1in5> 9o8e<er> is 1erelA a pro:ess 3or 5eneratin5 i;eas. T9e
3ollo8in5 t8o te:9niE0es 5o 30rt9er 2A o33erin5 1et9o;s o3 a:t0allA arri<in5 at a
pre3erre; sol0tion.
T9e no1inal 5ro0p te:9niE0e restri:ts ;is:0ssion or interpersonal :o110ni:ation
;0rin5 t9e ;e:ision=1a@in5 pro:ess> 9en:e> t9e ter1 no1inal. Gro0p 1e12ers are all
p9Asi:allA present> as in a tra;itional :o11ittee 1eetin5> 20t 1e12ers operate
!$
in;epen;entlA. Spe:i3i:allA> a pro2le1 is presente; an; t9en t9e 3ollo8in5 steps ta@e
pla:eD
. Me12ers 1eet as a 5ro0p 20t> 2e3ore anA ;is:0ssion ta@es pla:e> ea:9 1e12er
in;epen;entlA 8rites ;o8n 9is or 9er i;eas on t9e pro2le1.
!. A3ter t9is silent perio;> ea:9 1e12er presents one i;ea to t9e 5ro0p. Ea:9 1e12er
ta@es 9is or 9er t0rn> presentin5 a sin5le i;ea 0ntil all i;eas 9a<e 2een presente; an;
re:or;e;. No ;is:0ssion ta@es pla:e 0ntil all i;eas 9a<e 2een re:or;e;.
". T9e 5ro0p no8 ;is:0sses t9e i;eas 3or :laritA an; e<al0ates t9e1.
#. Ea:9 5ro0p 1e12er silentlA an; in;epen;entlA ran@=or;ers t9e i;eas. T9e i;ea 8it9
t9e 9i59est a55re5ate ran@in5 ;eter1ines t9e 3inal ;e:ision.
T9e :9ie3 a;<anta5e o3 t9e no1inal 5ro0p te:9niE0e is t9at it per1its t9e 5ro0p to
1eet 3or1allA 20t ;oes not restri:t in;epen;ent t9in@in5> as ;oes t9e intera:tin5 5ro0p.
T9e 1ost re:ent approa:9 to 5ro0p ;e:ision 1a@in5 2len;s t9e no1inal 5ro0p
te:9niE0e 8it9 sop9isti:ate; :o1p0ter te:9nolo5A. ItCs :alle; t9e :o1p0ter assiste;
5ro0p or ele:troni: 1eetin5. On:e t9e te:9nolo5A is in pla:e> t9e :on:ept is si1ple. Up
to $, people sit aro0n; a 9orses9oe=s9ape; ta2le> e1ptA e4:ept 3or a series o3 :o1p0ter
ter1inals. Iss0es are presente; to parti:ipants an; t9eA tApe t9eir responses onto t9eir
:o1p0ter s:reen. In;i<i;0al :o11ents> as 8ell as a55re5ate <otes> are ;isplaAe; on a
pro?e:tion s:reen.
T9e 1a?or a;<anta5es o3 ele:troni: 1eetin5s are anonA1itA> 9onestA> an; spee;.
Parti:ipants :an anonA1o0slA tApe anA 1essa5e t9eA 8ant an; it 3las9es on t9e s:reen
3or all to see at t9e p0s9 o3 a parti:ipantCs 2oar; @eA. It also allo8s people to 2e
2r0tallA 9onest 8it9o0t penaltA. An; itCs 3ast 2e:a0se :9it:9at is eli1inate;>
;is:0ssions ;onCt ;i5ress> an; 1anA parti:ipants :an Ital@J at on:e 8it9o0t steppin5 on
one anot9erCs toes. T9e 30t0re o3 5ro0p 1eetin5s 0n;o02te;lA 8ill in:l0;e e4tensi<e
0se o3 t9is te:9nolo5A.
Ea:9 o3 t9ese 3o0r 5ro0p ;e:ision te:9niE0es 9as its o8n set o3 stren5t9s an;
8ea@nesses. T9e :9oi:e o3 one te:9niE0e o<er anot9er 8ill ;epen; on 89at :riteria Ao0
!%
8ant to e1p9asi6e an; t9e :ost=2ene3it tra;e=o33. For instan:e> as E49i2it (=, on pa5e
!#% in;i:ates> t9e intera:tin5 5ro0p is 5oo; 3or 20il;in5 5ro0p :o9esi<eness>
2rainstor1in5 @eeps so:ial press0res to a 1ini101> t9e no1inal 5ro0p te:9niE0e is an
ine4pensi<e 1eans 3or 5eneratin5 a lar5e n012er o3 i;eas> an; ele:troni: 1eetin5s
pro:ess i;eas 3ast.
Effectiveness and Efficiency
'9et9er 5ro0ps are 1ore e33e:ti<e t9an in;i<i;0als ;epen;s on t9e :riteria Ao0
0se 3or ;e3inin5 e33e:ti<eness. In ter1s o3 a::0ra:A> 5ro0p ;e:isions 8ill ten; to 2e 1ore
a::0rate. T9e e<i;en:e in;i:ates t9at> on t9e a<era5e> 5ro0ps 1a@e 2etter=E0alitA
;e:isions t9an in;i<i;0als. Ho8e<er> i3 ;e:ision e33e:ti<eness is ;e3ine; in ter1s o3
spee;> in;i<i;0als are s0perior. I3 :reati<itA is i1portant> 5ro0ps ten; to 2e 1ore e33e:ti<e
t9an in;i<i;0als. An; i3 e33e:ti<eness 1eans t9e ;e5ree o3 a::eptan:e t9e 3inal sol0tion
a:9ie<es> t9e no; a5ain 5oes to t9e 5ro0p.
/0t e33e:ti<eness :annot 2e :onsi;ere; 8it9o0t also assessin5 e33i:ien:A. In
ter1s o3 e33i:ien:A> 5ro0ps al1ost al8aAs sta:@ 0p as a poor se:on; to t9e in;i<i;0al
;e:ision 1a@er. 'it9 3e8 e4:eptions> 5ro0p ;e:ision 1a@in5 :ons01es 1ore 8or@ 9o0rs
t9an i3 an in;i<i;0al 8ere to ta:@le t9e sa1e pro2le1 alone. T9e e4:eptions ten; to 2e t9e
instan:es in 89i:9> to a:9ie<e :o1para2le E0antities o3 ;i<erse inp0t> t9e sin5le ;e:ision
1a@er 10st spen; a 5reat ;eal o3 ti1e re<ie8in5 3iles an; tal@in5 to people. /e:a0se
5ro0ps :an in:l0;e 1e12ers 3ro1 ;i<erse areas> t9e ti1e spent sear:9in5 3or in3or1ation
:an 2e re;0:e;. Ho8e<er> as 8e note;> t9ese a;<anta5es in e33i:ien:A ten; to 2e t9e
e4:eption. Gro0ps are 5enerallA less e33i:ient t9an in;i<i;0als. In ;e:i;in5 89et9er to 0se
5ro0ps> t9en> :onsi;eration s9o0l; 2e 5i<en to assessin5 89et9er in:reases in
e33e:ti<eness are 1ore t9an eno059 to o33set t9e losses in e33i:ien:A.
Strengths of Group Decision Making
Gro0ps 5enerate 1ore :o1plete in3or1ation an; @no8le;5e. /A a55re5atin5 t9e
reso0r:es o3 se<eral in;i<i;0als> 5ro0ps 2rin5 1ore inp0t into t9e ;e:ision pro:ess. T9eA
!&
o33er in:rease; ;i<ersitA o3 <ie8s. T9is opens 0p t9e opport0nitA 3or 1ore approa:9es
an; alternati<es to 2e :onsi;ere;. T9e e<i;en:e in;i:ates t9at a 5ro0p 8ill al1ost al8aAs
o0tper3or1 e<en t9e 2est in;i<i;0al. So 5ro0ps 5enerate 9i59er=E0alitA ;e:isions. FinallA>
5ro0ps lea; to in:rease; a::eptan:e o3 a sol0tion. ManA ;e:isions 3ail a3ter t9e 3inal
:9oi:e is 1a;e 2e:a0se people ;onCt a::ept t9e sol0tion. Gro0p 1e12ers 89o
parti:ipate; in 1a@in5 a ;e:ision are li@elA to ent90siasti:allA s0pport t9e ;e:ision an;
en:o0ra5e ot9ers to a::ept it.
Weaknesses of Group Decision Making
In spite o3 t9e pl0ses note;> 5ro0p ;e:isions 9a<e t9eir ;ra82a:@s. T9eA are ti1e
:ons01in5. T9eA tApi:allA ta@e 1ore ti1e to rea:9 a sol0tion t9an 8o0l; 2e t9e :ase i3 an
in;i<i;0al 8ere 1a@in5 a ;e:ision alone. T9ere are :on3or1itA press0res in 5ro0ps. T9e
;esire 2A 5ro0p 1e12ers to 2e a::epte; an; :onsi;ere; an asset to t9e 5ro0p :an res0lt in
sE0as9in5 anA o<ert ;isa5ree1ent. Gro0p ;is:0ssion :an 2e ;o1inate; 2A one or a 3e8
1e12ers. I3 t9is ;o1inant :oalition is :o1pose; o3 lo8=an; 1e;i01=a2ilitA 1e12ers>
t9e 5ro0pCs o<erall e33e:ti<eness 8ill s033er. FinallA> 5ro0p ;e:isions s033er 3ro1
a12i50o0s responsi2ilitA. In an in;i<i;0al ;e:ision> itCs :lear 89o is a::o0nta2le 3or t9e
3inal o0t:o1e. In a 5ro0p ;e:ision> t9e responsi2ilitA o3 anA sin5le 1e12er is 8atere;
;o8n.
GROUP THINK : A MA1OR PROBLEM WITH COMMITTEES AND GROUPS
SA1pto1s o3 5ro0pt9in@
!(
. T9ere is t9e ill0sion o3 in<0lnera2ilitA. T9ere is e4:essi<e opti1is1 an; ris@
ta@in5.
!. T9ere are rationali6ations 2A t9e 1e12ers o3 t9e 5ro0p to ;is:o0nt 8arnin5s.
". T9ere is an 0nE0estione; 2elie3 in t9e 5ro0pCs in9erent 1ortalitA. T9e 5ro0p
i5nores E0estiona2le et9i:al or 1oral iss0es or stan:es.
#. T9ose 89o oppose t9e 5ro0p are stereotApe; as e<il> 8ea@ or st0pi;.
$. T9ere is ;ire:t press0re on anA 1e12er 89o E0estions t9e stereotApes. LoAal
1e12ers ;onCt E0estion t9e ;ire:tion in 89i:9 t9e 5ro0p see1s to 2e 9ea;in5.
%. T9ere is sel3=:ensors9ip o3 anA ;e<iation 3ro1 t9e apparent 5ro0p :onsens0s.
&. T9ere is ill0sion o3 0nani1itA. Silen:e is interprete; as :onsent.
(. T9ere are sel3=appointe; 1in;50ar;s 89o prote:t t9e 5ro0p 3ro1 a;<erse
in3or1ation.
A ;As30n:tion o3 9i59lA :o9esi<e 5ro0ps an; :o11ittees t9at 9as re:ei<e; a lot o3
attention 9as 2een :alle; 5ro0pt9in@ 2A Ir<in5 Ganis. He ;e3ines it as Ia ;eterioration o3
1ental e33i:ien:A> realitA testin5> an; 1oral ?0;5e1ent t9at res0lts 3ro1 in= 5ro0p
press0resJ.
EssentiallA 5ro0pt9in@ res0lts 3ro1 t9e press0res on in;i<i;0al 1e12ers to :on3or1 an;
rea:9 :onsens0s. Co11ittees t9at are s033erin5 3ro1 5ro0pt9in@ are so 2ent on rea:9in5
:onsens0s t9at t9ere is no realisti: appraisal o3 alternati<e :o0rses o3 a:tion in a ;e:ision>
an; ;e<iant> 1inoritA> or 0npop0lar <ie8s are s0ppresse;.
Ganis 9as :on:l0;e; t9at a n012er o3 9istori: 3ias:os 2A 5o<ern1ent poli:A=1a@in5
5ro0ps ) 3or e4a1ple> 2ritains ;o=not9in5 poli:A to8ar; Hitler prior to 'orl; 'ar !> t9e
0nprepare;ness o3 t9e 0s 3or:es at pearl 9ar2or.t9e 2aA o3 pi5s in<asion at :02a> an; t9e
es:alation o3 t9e -ietna1 8ar* :an 2e attri20te; to 5ro0pt9in@. T9e 'ater5ate a33air
;0rin5 t9e Ni4on a;1inistration> t9e Iran=Contra a33air ;0rin5 t9e rea5on a;1inistration>
an; t9e 89ite8ater a33air in t9e Clinton a;1inistration are also e4a1ples. T9e ;e:ision
pro:ess 2A 89i:9 NASA la0n:9e; t9e spa:e s90ttle C9allen5er on its 3ate30l 1ission :an
2e analAse; in ter1s o3 t9e :9ara:teristi:s o3 5ro0pt9in@. For e4a1ple> :on3or1itA
press0res 8ere in e<i;en:e 89en NASA o33i:ials :o1plaine; to t9e :ontra:tors a2o0t
!+
;elaAs. Ot9er sA1pto1s o3 5ro0pt9in@ are 1entione; a2o<e. Ill0sions o3 in<0lnera2ilitA
an; 0na1itA an; 1in;50ar;in5R8ere plaAe; o0t in t9e C9allen5er ;isaster
1ana5e1entCs treat1ent an; e4:l0sion o3 inp0t 2A t9e en5ineers.
Alt9o059 9istori:allA notorio0s ne8s e<ents :an 2e 0se; to ;ra1ati:allA point o0t t9e
pit3alls o3 5ro0pt9in@> it :an :o11onlA o::0r in :o11ittees in 20siness 3ir1s or
9ospitals or anA ot9er tApe o3 or5ani6ation. To ;ate> t9ere 9as 2een at least so1e partial
s0pport o3 t9e 5ro0pt9in@ 1o;el 89en applie; to areas s0:9 as lea;er 2e9a<ior an;
;e:ision 1a@in5. In 5eneral> :o11ittees s9o0l; re:o5ni6e an; t9en a<oi;> i3 possi2le> t9e
sA1pto1s o3 5ro0pt9in@ i;enti3ie; as 1entione; a2o<e. For e4a1ple> t9e 3irst sA1pto1
lea;s to t9e so=:alle; Iris@A s9i3t p9eno1enonJ o3 5ro0ps. Resear:9 5oin5 2a:@ 1anA
Aears 2a:@ 9as s9o8n t9at> :ontrarA to pop0lar 2elie3> a 5ro0p 1aA 1a@e 1ore ris@A
;e:isions t9an t9e in;i<i;0al 1e12ers 8o0l; on t9eir o8n. T9is :on:l0sion> o3 :o0rse>
10st 2e te1pere; 2A t9e <al0es atta:9e; to t9e o0t:o1es> 20t 1ost o3 t9e resear:9 o<er
t9e Aears 3in;s o0t t9at t9e 5ro0p ;e:ision en9an:es t9e initial ten;en:A o3 in;i<i;0al
1e12ers in a 5i<en ;ire:tion. Calle; 5ro0p=in:l0;e; attit0;e polari6ation> t9is 1eans
t9at> 3or e4a1ple> i3 an e1ploAee 9as a pro0nion )or anti0nion* attit0;e 2e3ore 5ro0p
;is:0ssion> t9e 5ro0p ;is:0ssion res0lts in an e<en 1ore e4tre1e attit0;e in t9e sa1e
;ire:tion.
S0:9 sA1pto1s as ris@A s9i3t> polari6ation> an; t9e ot9ers as 1entione; earlier s9o0l;
1a@e 5ro0ps ta@e noti:e an; 2e <erA :are30l t9at t9eA ;o not slip into 5ro0pt9in@. To 9elp
o<er:o1e t9e potentillA ;isastro0s e33e:ts o3 5ro0pt9in@> 3ree e4pression o3 1inoritA an;
0npop0lar <ie8points s9o0l; 2e en:o0ra5e; an; le5iti1ati6e;.
Co1panies s0:9 as /a0s:9 S Lo12> apple :o1p0ter> 3or;> Go9nson SGo9nson et: are
@no8n not onlA toleratin5> 20t 3or1allA en:o0ra5in5> :on3li:t an; ;e2ate ;0rin5
:o11ittee 1eetin5s.
Alt9o059 1anA st0;ies s9o8 t9at s0::ess30l :o1panies a;<o:ate s0:9 open :on3li:t an;
9ealt9A ;e2ate a1on5 its 5ro0p 1e12ers> ot9er st0;ies point to t9e <al0e o3 :onsens0s.
T9is apparent :ontra;i:tion 1aA 2e resol<e; 2A re:o5ni6in5 t9e 3ollo8in5D
",
~Consensus may be preferred for smaller, non diversified, privately held firms
competing in the same industry while larger firms dealing with complex issues of
diversification may benefit from the dissent raised in open discussions. Larger firms
in uncertain environments need dissent while smaller firms in more simple and
stable markets can rely on consumers.
Groups Versus the Individual
De:ision=1a@in5 5ro0ps 1aA 2e 8i;elA 0se; in or5ani6ations> 20t ;oes t9at i1plA t9at
5ro0p ;e:isions are pre3era2le to t9ose 1a;e 2A an in;i<i;0al aloneO T9e ans8er to t9is
E0estion ;epen;s on a n012er o3 3a:tors. LetCs 2e5in 2A loo@in5 at t9e stren5t9s an;
8ea@nesses o3 5ro0ps.
Group v/s individual decision making .
E<en apart 3ro1 possi2le ;i33eren:es in o2?e:ti<es > is 5ro0p ;e:ision=1a@in5 1ore
e33e:ti<e t9an in;i<i;0al ;e:ision 1a@in5O T9e ans8er see1s to ;epen; on t9e nat0re o3
t9e 5ro0p> t9e pro2le1 2ein5 :onsi;ere;> an; 89at is 1eant 2A Ie33e:ti<e.J Gro0ps
so1eti1es t0rn o0t 9i59er=E0alitA sol0tions t9an ;o in;i<i;0als> alt9o059 t9is isnCt
al8aAs t9e :ase. In sol<in5 pro2le1s 89ere t9ere is one ;e3inite sol0tion> a 5ro0p is 1ore
li@elA to 2e a::0rate t9an an in;i<i;0al. F0rt9er1ore> 5ro0p pro2le1=sol<in5 9as an
a;<anta5e o3 enlistin5 a <arietA o3 2a:@5ro0n;s an; e4perien:esL t90s> t9e ran5e o3
sol0tions is 0s0allA 5reater> an; t9e 5ro0p sol0tion is 1ore li@elA to represent a 2alan:e;
point o3 <ie8. Meetin5s are parti:0larlA 0se30l 89en t9e parti:ipants represent <ario0s
;epart1ents 89ose :oor;ination is reE0ire; to i1ple1ent t9e 3inal ;e:ision> 3or t9e
;is:0ssions ten;s to 3or:e t9e ;epart1ental representati<es to loo@ at t9e pro2le1 3ro1 an
or5ani6ational rat9er a ;epart1ental point o3 <ie8.
In;i<i;0al ;e:ision 1a@in5> on t9e ot9er 9an;> is 1ore li@elA to 2e 3ir1 t9an to represent
a :o1pro1ise. In;i<i;0als are 1ore :apa2le t9an 5ro0ps o3 9an;lin5 s02tle relations=
89et9er in t9rea;in5 a nee;le or in ;e<elopin5 :o1ple4 t9eoreti:al 3or10la. Great 8or@
"
o3 art are al1ost 8it9o0t e4:eption t9e pro;0:ts o3 sin5le in;i<i;0als. I:o0l; 9a1let 9a<e
2een 8ritten 2A a :o11ittee>J it 9as 2een as@e;> IMona Lisa 2een painte; 2A a :l02OJ
In a;;ition> 1eetin5s are a830llA ti1e=:ons01in5. De:isions rea:9e; in t9e1 ta@e lon5er
t9an t9ose o3 in;i<i;0als> parti:0larlA i3 ti1e is :o1p0te; an; easier a::eptan:e o3
;e:isions rea:9e; t9ro059 1eetin5s 1a@es t9e1 8ort9 t9e e4tra ti1e in<ol<e;. On t9e
ot9er 9an;> on o::asion pass t9e 20:@ to 1eetin5s 89en t9eA are psA:9olo5i:allA
0nprepare; to 1a@e ;e:isions t9e1sel<es. Meetin5s 0n;er t9ese :ir:01stan:es rarelA
a::o1plis9 10:9.
T9ere is t9e ris@> too> t9at presentin5 a pro2le1 to a 5ro0p to ;is:0ss 1aA lea; to :9aoti:
sit0ation.
T9e 3ollo8in5 are a 3e8 sel3=:entere; an; ;isr0pti<e 2e9a<iors t9at :an 9appen in a 5ro0p
alon5 8it9 a 3e8 i;eas o3 F89at to ;o a2o0t itF. T9ese 9elp one to 2e prepare; 89en
1eetin5s 2e5in to 5et o33 tra:@.
Self Centered Roles and Behavior Some Ideas for Coping
The Blocker == Goes o33 on tan5ents>
:onsistentlA ar50es on points t9e 5ro0p 9as
resol<e;> an; re?e:ts i;eas 8it9o0t
:onsi;eration
a. TrA to 3o:0s a8aA 3ro1 t9e person
e49i2itin5 t9e 2e9a<ior.
2. PolitelA point o0t t9at t9e person
9as straAe; a8aA 3ro1 t9e topi: an;
re3o:0s on t9e tas@ Ao0 are ;oin5.
:. S011ari6e :on:l0sions to :on3li:ts
to a<oi; ar501ent on t9e sa1e
topi:.
The Fighter == Atta:@s t9e 1oti<es o3
ot9ers> s9o8s 9ostilitA to8ar; t9e 5ro0p or
so1e in;i<i;0al 8it9o0t relation to t9e
5ro0pCs tas@> an; :riti:i6es an; 2la1es
a. P0t a stop to it as 5entlA as possi2le
2A 5ettin5 t9e person to ;ire:t an5er
to8ar; a topi:> rat9er t9an a person.
2. Point o0t 89ere t9e person 9as 2een
"!
ot9ers. :riti:al an; 89A t9e :riti:is1 is
0n8arrante;.
:. Point o0t t9at Ao0 all s9are i;eas as
Ao0 8or@ an; e<erAone s9o0l; 2e
re:o5ni6e; 3or 89at t9eA 9a<e
:ontri20te;.
The Pleader == Proposes o8n pet :on:erns
2eAon; reasonL atte1pts to spea@ 3or Pt9e
5irl>C Pt9e lea;er>C et:.
a. Gi<e t9e person so1e attention>
t9en 3o:0s on t9e priorities o3 t9e
5ro0p.
2. As@ t9e person 5entlA to spea@ onlA
3or 9er sel3 or 9i1 sel3.
The Dominator == Interr0pts t9e
:ontri20tions o3 ot9ersL 0ses a0t9oritA in
1anip0latin5 t9e 5ro0p or :ertain 1e12ers
2A p0llin5 ran@.
a. Gi<e t9e person a spe:ial pro?e:t.
2. Sen; t9e person on an erran;.
:. A;; a stron5 person to t9e 5ro0p
an; en:o0ra5e 1ore 5ro0p
parti:ipation.
The Withdrawer == A:ts passi<e or
in;i33erent> ;oo;les> 89ispers to ot9ers> an;
passes notes.
a. Dire:t E0estions to t9e person t9at
Ao0 @no8 :an 2e ans8ere;.
2. As@ t9e person to lea; a ;is:0ssion.
:. Fin; 8aAs to 5et t9e person a:ti<elA
in<ol<e; 8it9 ot9ers in t9e 5ro0p.
The Talker == See@s re:o5nition 2A
e4tre1e i;eas an; 2oistero0s 2oasts.
a. Use ta:t to interr0pt t9e 3lo8 o3
tal@in5. As@ spe:i3i:allA 3or ot9ers
to :o11ent.
2. In;i:ate t9at Ao0 are 9appA t9at t9e
""
person 9as so 10:9 to s9are an;
:o0l; ot9ers 9a<e a :9an:e to
:ontri20te.
:. Ha<e a pri<ate :on<ersation 8it9
t9e person.
The Nit Picker == Criti:i6es> 3in;s 3a0lt
8it9 e<erAt9in5Rt9e roo1 set=0p> t9e
tApin5> an; t9e 1aterials> 0n;er t9e 50ise
o3 9elpin5.
a. TrA to 5et t9e person to see t9at
t9ese t9in5s ;o not a33e:t t9e 5ro0p
t9at 10:9.
2. As@ t9e person to 9elp 8it9 t9e ne4t
session 8it9 ass0ran:es t9at Ao0
8ill ;is:0ss it later.
The Dependent One == O<erea5er to
please t9e lea;er 2A ;oin5 89ate<er is
e4pe:te; or ;esire> 8aits to 2e ;ire:te;>
;e1onstrates little initiati<e.
a. As@ t9e person to initiate i;eas an;
5i<e rea:tions.
2. 'at:9 3or :9an5es to praise 3or
initiati<e.
Conclusion
To @no8 2etter 89at t9e 5ro0ps are I 9a<e s011ari6e; it in t9e 3ollo8in5 8aA
Gro0ps s9are t9e 3ollo8in5 3eat0resD
"#
Roles = allo:ate responsi2ilitA 3or tas@s.
nor1s = i;enti3ies s0ita2le 2e9a<iors.
:o110ni:ation str0:t0re =;etails 89o tal@s to 89o.
po8er str0:t0re = 89o 9as t9e 1ost in3l0en:
'9en it :o1es to 5ro0ps> Ft9e 89ole is 5reater t9an t9e s01 o3 its parts.F )a saAin5 not to
2e :on30se; 8it9 F a rollin5 stone 5at9ers no 1oss.F*Alt9o059 1anA i1portant tas@s :an
onlA 2e a::o1plis9e; t9ro059 t9e :oor;inate; e33ort o3 a lar5e 5ro0p> in;i<i;0al
pro;0:ti<itA ;oes ;e:line as t9e 5ro0p 5ets lar5er.So1e o3 t9e stren5t9s o3 2ein5 in a
5ro0p :an :a0se t9e :9illin5 5ro0p polari6ation e33e:t an;5ro0pt9in@.
INTERPERSONAL RELATIONS IN A TEAM
Introduction
"$
A tea1 :o1prises a 5ro0p o3 people or ani1als lin@e; in a :o11on p0rpose. Tea1s are
espe:iallA appropriate 3or :on;0:tin5 tas@s t9at are 9i59 in :o1ple4itA an; 9a<e 1anA
inter;epen;ent s02tas@s.
A 5ro0p in itsel3 ;oes not ne:essarilA :onstit0te a tea1. Tea1s nor1allA 9a<e 1e12ers
8it9 :o1ple1entarA s@ills an; 5enerate sAner5A t9ro059 a :oor;inate; e33ort 89i:9
allo8s ea:9 1e12er to 1a4i1i6e 9is or 9er stren5t9s an; 1ini1i6e 9is or 9er
8ea@nesses.
T90s tea1s o3 sports plaAers :an 3or1 )an; re=3or1* to pra:ti:e t9eir :ra3t. Transport
lo5isti:s e4e:0ti<es :an sele:t tea1s o3 9orses> ;o5s or o4en 3or t9e p0rpose o3 :on<eAin5
5oo;s.
T9eorists in 20siness in t9e late !,t9 :ent0rA pop0lari6e; t9e :on:ept o3 :onstr0:tin5
tea1s. Di33erin5 opinions e4ist on t9e e33i:a:A o3 t9is ne8 1ana5e1ent 3a;. So1e see
Ftea1F as a 3o0r=letter 8or;D o<er0se; an; 0n;er=0se30l. Ot9ers see it as a pana:ea t9at
3inallA reali6es t9e 901an relations 1o<e1entKs ;esire to inte5rate 89at t9at 1o<e1ent
per:ei<es as 2est 3or 8or@ers an; as 2est 3or 1ana5ers. Still ot9ers 2elie<e in t9e
e33e:ti<eness o3 tea1s> 20t also see t9e1 as ;an5ero0s 2e:a0se o3 t9e potential 3or
e4ploitin5 8or@ers R in t9at tea1 e33e:ti<eness :an relA on peer press0re an; peer
s0r<eillan:e.
Co1pare t9e 1ore str0:t0re;.s@ille; :on:ept o3 a :re8> an; t9e a;<anta5es o3 3or1al an;
in3or1al partners9ips.
Definitions of Tea
A ;istin50is9a2le set o3 t8o or 1ore in;i<i;0als 89o intera:t ;Ana1i:allA>
inter;epen;entlA an; a;apta<i<elA to a:9ie<e spe:i3ie;> s9are; an; <al0e;
o2?e:ti<es.
A s1all n012er o3 people 8it9 :o1ple1entarA s@ills :o11itte; to a :o11on
p0rpose> spe:i3i: per3or1an:e 5oals> a :o11on 8or@in5 approa:9> an; 10t0al
a::o0nta2ilitA
"%
TEAMS IN THE MODERN WORKPLACE
In re:ent Aears> tea1s 9a<e e1er5e; as t9e 1ost i1portant 5ro0p p9eno1enon in
or5ani6ations. T9e ter1 Itea1J is not ne8 to or5ani6ations> an; tea18or@ 9as 2een
stresse; t9ro059o0t t9e Aears. For e4a1ple> t9e 8ell @no8n E0alitA 50r0 Gosep9 G0ran
3irst too@ 9is ITea1 Approa:9 To Pro2le1 Sol<in5J to t9e Gapanese in t9e +$,Cs an;
t9en in t9e +(,Cs to t9e Unite; States. To;aA> tea1s are 2e:o1in5 in:reasin5lA pop0lar.
Re:ent esti1ates o3 t9e pre<alen:e an; t9e tApe o3 tea1s a1on5 3ort0ne ,,, :o1panies
are as 3ollo8sD=
. Al1ost all 0se pro?e:t tea1s ) ;i<erse 1ana5erial.pro3essional e1ploAees
8or@in5 on pro?e:ts 3or a ;e3ine;> 20t tApi:allA e4ten;e;> perio; o3 ti1e*.
!. a lar5e 1a?oritA )(&B* 0se parallel tea1s )e1ploAees 8or@in5 on pro2le1=
sol<in5 or E0alitA tea1s in parallel to t9e re50lar or5ani6ational str0:t0re*.
". A2o0t 9al3 0se per1anent 8or@ tea1s )sel3=:ontaine; 8or@ 0nits responsi2le 3or
1an03a:t0rin5 pro;0:ts or pro<i;in5 ser<i:es*.
A3ter 3irst ;e3inin5 89at is 1eant 2A a tea1 an; :riti:allA analA6in5 sel3=1ana5e;
tea1s 3o0n; in to;aACs or5ani6ations> t9e 8aAs to train sel3=1ana5e; tea1s an;
1a@e t9e1 e33e:ti<e are 1entione; 2elo8 in t9is topi:.
Team size, composition, and formation
Tea1 si6e an; :o1position a33e:t t9e tea1 pro:esses an; o0t:o1es. T9e opti1al si6e
)an; :o1position* o3 tea1s is ;e2ate; an; 8ill <arA ;epen;in5 on t9e tas@ at 9an;
.
At
least one st0;A o3 pro2le1 sol<in5 in 5ro0ps s9o8e; an opti1al si6e o3 5ro0ps at 3o0r
1e12ers. Ot9er 8or@s esti1ate t9e opti1al si6e 2et8een $=! 1e12ers. Less t9an $
1e12ers res0lts in ;e:rease; perspe:ti<es an; ;i1inis9e; :reati<itA. Me12ers9ip in
e4:ess o3 ! res0lts in in:rease; :on3li:t an; 5reater potential o3 s02=5ro0ps 3or1in5.
Se<en 1e12ers is :onsi;ere; to 2e opti1al 3or 1ost tea1s. Da<i; Cooperi;er s05est t9at
"&
t9e lar5er 5ro0p> t9e 2etter. T9is is 2e:a0se t9e lar5er 5ro0ps is a2le to a;ress :on:erns o3
t9e 89ole sAste1. So 89ile it 1aA not 2e e33e:ti<e at sol<in5 a 5i<en tas@ = :ooperi;er
as@s 0s to :onsi;er t9e rele<an:e o3 t9at tas@. Fe33e:t<e at 89atOF
Re5ar;in5 :o1position> all tea1s 8ill 9a<e an ele1ent o3 9o1o5eneitA an;
9etero5eneitA. T9e 1ore 9o1o5eneo0s t9e 5ro0p> t9e 1ore :o9esi<e it 8ill 2e. T9e 1ore
9etero5eneo0s t9e 5ro0p> t9e 5reater t9e ;i33eren:es in perspe:ti<e an; in:rease;
potential 3or :reati<itA> 20t also t9e 5reater potential 3or :on3li:t.
Tea1 1e12ers nor1allA 9a<e ;i33erent roles> li@e tea1 lea;er an; a5ents. Lar5e tea1s
:an s02=;i<i;e into s02=tea1s a::or;in5 to nee;.
ManA tea1s 5o t9ro059 a li3e=:A:le o3 sta5es> i;enti3ie; 2A /r0:e T0:@1an asD 3or1in5>
stor1in5> nor1in5> per3or1in5 an; a;?o0rnin5.
Types of Teams
Independent and Interdependent Teams
O3 parti:0lar i1portan:e is t9e :on:ept o3 ;i33erent tApes o3 tea1s. A 2ri59t line is
0s0allA ;ra8n 2et8een Fin;epen;entF an; Finter;epen;entF tea1s. To :ontin0e t9e sports
tea1 e4a1ple> a 3oot2all tea1 is :learlA an interdependent teamD no si5ni3i:ant tas@ :an
"(
2e a::o1plis9e; 8it9o0t t9e 9elp o3 essentiallA all tea1 1e12ersL tea1 1e12ers
tApi:allA spe:iali6e in ;i33erent tas@s )r0nnin5 t9e 2all> 5oal @i:@in5 S s:r01 3ee;in5*>
an; t9e s0::ess o3 e<erA in;i<i;0al is ine4tri:a2lA 2o0n; to t9e s0::ess o3 t9e 89ole
tea1. No R052A plaAer> no 1atter 9o8 talente;> 9as e<er 8on a 5a1e 2A plaAin5 alone.
On t9e ot9er 9an;> a tennis tea1 is a :lassi: e4a1ple o3 an independent teamD 1at:9es
are plaAe; an; 8on 2A in;i<i;0als or partners> e<erA person per3or1s 2asi:allA t9e sa1e
a:tions> an; 89et9er one plaAer 8ins or loses 9as no ;ire:t e33e:t on t9e per3or1an:e o3
t9e ne4t plaAer. I3 all tea1 1e12ers ea:9 per3or1 t9e sa1e 2asi: tas@s> s0:9 as st0;ents
8or@in5 pro2le1s in a 1at9 :lass> or o0tsi;e sales e1ploAees 1a@in5 p9one :alls> t9en it
is li@elA an in;epen;ent tea1. T9eA 1aA 2e a2le to 9elp ea:9 ot9er R per9aps 2A
o33erin5 a;<i:e or pra:ti:e ti1e> 2A pro<i;in5 1oral s0pport> or 2A 9elpin5 in t9e
2a:@5ro0n; ;0rin5 a 20sA ti1e R 20t ea:9 in;i<i;0alKs s0::ess is pri1arilA ;0e to ea:9
in;i<i;0alKs o8n e33orts. Tennis plaAers ;o not 8in t9eir o8n 1at:9es 1erelA 2e:a0se t9e
rest o3 t9eir tea11ates ;i;> an; 1at9 st0;ents ;o not pass tests 1erelA 2e:a0se t9eir
nei592ors @no8 9o8 to sol<e t9e eE0ations.
Coa:9in5 an Kinter;epen;entF tea1 li@e a 3oot2all tea1 ne:essarilA reE0ires a ;i33erent
approa:9 3ro1 :oa:9in5 an Fin;epen;entF tea1 2e:a0se t9e :osts an; 2ene3its to
in;i<i;0al tea1 1e12ers R an; t9ere3ore t9e intrinsi: in:enti<es 3or positi<e tea1
2e9a<iors R are <erA ;i33erent. An inter;epen;ent tea1 2ene3its 3ro1 5ettin5 to @no8
t9e ot9er tea1 1e12ers so:iallA> 3ro1 ;e<elopin5 tr0st in ea:9 ot9er> an; 3ro1
:onE0erin5 arti3i:ial :9allen5es )s0:9 as o33ere; in o0t;oors ropes :o0rses*.
In;epen;ent tea1s tApi:allA <ie8 t9ese a:ti<ities as 0ni1portant> e1otion=;ri<en ti1e
8asters. T9eA 2ene3it 3ro1 1ore intelle:t0al> ?o2=relate; trainin5. T9e 2est 8aA to start
i1pro<in5 t9e 30n:tionin5 o3 an in;epen;ent tea1 is o3ten a sin5le E0estion> F'9at ;oes
e<erAone nee; to ;o a 2etter ?o2OF
Self-managed Teams
Nor1allA> a 1ana5er a:ts as t9e tea1 lea;er an; is responsi2le 3or ;e3inin5 t9e 5oals>
1et9o;s> an; 30n:tionin5 o3 t9e tea1. Ho8e<er> inter;epen;en:ies an; :on3li:ts 2et8een
"+
;i33erent parts o3 an or5ani6ation 1aA not 2e 2est a;;resse; 2A 9ierar:9i:al 1o;els o3
:ontrol.
T9e 1ain i;ea o3 t9e sel3=1ana5e; tea1 is t9at t9e lea;er ;oes not operate 8it9 positional
a0t9oritA. In a tra;itional 1ana5e1ent role> t9e 1ana5er is responsi2le 3or pro<i;in5
instr0:tion> :on;0:tin5 :o110ni:ation> ;e<elopin5 plans> 5i<in5 or;ers> an; ;is:iplinin5
an; re8ar;in5 e1ploAees> an; 1a@in5 ;e:isions 2A <irt0e o3 9is or 9er position. In t9is
or5ani6ational 1o;el> t9e 1ana5er ;ele5ates spe:i3i: responsi2ilitA an; ;e:ision=1a@in5
a0t9oritA to t9e tea1 itsel3> in t9e 9ope t9at t9e 5ro0p 8ill 1a@e 2etter ;e:isions t9an anA
in;i<i;0al. Neit9er a 1ana5er nor t9e tea1 lea;er 1a@e in;epen;ent ;e:isions in t9e
;ele5ate; responsi2ilitA area. De:isions are tApi:allA 1a;e 2A :onsens0s in s0::ess30l
sel3=1ana5e; tea1s> 2A <otin5 in <erA lar5e or 3or1al tea1s> an; 2A 9e:torin5 an;
20llAin5 in 0ns0::ess30l tea1s. T9e tea1 as a 89ole is a::o0nta2le 3or t9e o0t:o1e o3 its
;e:isions an; a:tions.
Sel3=1ana5e; tea1s operate in 1anA or5ani6ations to 1ana5e :o1ple4 pro?e:ts
in<ol<in5 resear:9> ;esi5n> pro:ess i1pro<e1ent> an; e<en sAste1i: iss0e resol0tion>
parti:0larlA 3or :ross=;epart1ent pro?e:ts in<ol<in5 people o3 si1ilar senioritA le<els.
'9ile t9e internal lea;ers9ip stAle in a sel3=1ana5e; tea1 is ;istin:t 3ro1 tra;itional
lea;ers9ip an; operates to ne0trali6e t9e iss0es o3ten asso:iate; 8it9 tra;itional
lea;ers9ip 1o;els> a sel3=1ana5e; tea1 still nee;s s0pport 3ro1 senior 1ana5e1ent to
operate 8ell.
Sel3=1ana5e; tea1s 1aA 2e inter;epen;ent or in;epen;ent. O3 :o0rse> 1erelA :allin5 a
5ro0p o3 people a sel3=1ana5e; tea1 ;oes not 1a@e t9e1 eit9er a tea1 or sel3=1ana5e;.
As a sel3=1ana5e; tea1 ;e<elops s0::ess30llA> 1ore an; 1ore areas o3 responsi2ilitA :an
2e ;ele5ate;> an; t9e tea1 1e12ers :an :o1e to relA on ea:9 ot9er in a 1eanin530l 8aA.
Pro?e:t Tea1s
A tea1 0se; onlA 3or a ;e3ine; perio; o3 ti1e an; 3or a separate> :on:retelA ;e3ina2le
p0rpose> o3ten 2e:o1es @no8n as a pro?e:t tea1. Mana5ers :o11onlA la2el 5ro0ps o3
people as a Ftea1F 2ase; on 9a<in5 a :o11on 30n:tion. Me12ers o3 t9ese tea1s 1i59t
2elon5 to ;i33erent 5ro0ps> 20t re:ei<e assi5n1ent to a:ti<ities 3or t9e sa1e pro?e:t>
t9ere2A allo8in5 o0tsi;ers to <ie8 t9e1 as a sin5le 0nit. In t9is 8aA> settin5 0p a tea1
#,
alle5e;lA 3a:ilitates t9e :reation> tra:@in5 an; assi5n1ent o3 a 5ro0p o3 people 2ase; on
t9e pro?e:t in 9an;. T9e 0se o3 t9e Ftea1F la2el in t9is instan:e o3ten 9as no relations9ip
to 89et9er t9e e1ploAees are 8or@in5 as a tea1.
Sports Teams
A sports tea1 is a 5ro0p o3 people 89i:9 plaA a sport to5et9er. Me12ers in:l0;e all
plaAers )e<en t9ose 89o are 8aitin5 t9eir t0rn to plaA* as 8ell as s0pport 1e12ers s0:9
as a tea1 1ana5er.
Virtual Teams
A <irt0al tea1 :onsists o3 1e12ers ?oine; to5et9er ele:troni:allA> 8it9 no1inal in=person
:onta:t. -irt0al tea1in5 is 1a;e possi2le 8it9 te:9nolo5A tools> espe:iallA t9e Internet.
T9is allo8s tea1s to 2e 3or1e; o3 plaAers ot9er8ise 0na<aila2le. Resear:9 :an 2e
per3or1e; 0sin5 inp0t 3ro1 t9e 2est 1in;s aro0n; t9e 8orl;. 'or@ pro?e:ts :an 2e
:o1plete; 2A sprea;in5 t9e 8or@loa; a1on5 lon5=;istan:e plaAers. ManA 20sinesses
20il; t9eir :o1petiti<e e;5e on t9e :apa2ilities an; e33i:ien:ies o3 <irt0al tea1s.
VIRTUAL TEAM
A Virtual Team R also @no8n as a Geo5rap9i:allA Disperse; Tea1 )GDT* R is a
5ro0p o3 in;i<i;0als 89o 8or@ a:ross ti1e> spa:e> an; or5ani6ational 2o0n;aries 8it9
lin@s stren5t9ene; 2A 8e2s o3 :o110ni:ation te:9nolo5A. T9eA 9a<e :o1ple1entarA
s@ills an; are :o11itte; to a :o11on p0rpose> 9a<e inter;epen;ent per3or1an:e 5oals>
an; s9are an approa:9 to 8or@ 3or 89i:9 t9eA 9ol; t9e1sel<es 10t0allA a::o0nta2le.
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Geo5rap9i:allA ;isperse; tea1s allo8 or5ani6ations to 9ire an; retain t9e 2est people
re5ar;less o3 lo:ation. Me12ers o3 <irt0al tea1s :o110ni:ate ele:troni:allA> so t9eA
1aA ne<er 1eet 3a:e to 3a:e. Ho8e<er> 1ost tea1s 8ill 1eet at so1e point in ti1e. A
<irt0al tea1 ;oes not al8aAs 1ean tele8or@er. Tele8or@ers are ;e3ine; as in;i<i;0als
89o 8or@ 3ro1 9o1e. ManA <irt0al tea1s in to;aAKs or5ani6ations :onsist o3 e1ploAees
2ot9 8or@in5 at 9o1e an; s1all 5ro0ps in t9e o33i:e 20t in ;i33erent 5eo5rap9i:
lo:ations.

Why virtual teams?
/est e1ploAees 1aA 2e lo:ate; anA89ere in t9e 8orl;.
'or@ers ;e1an; personal 3le4i2ilitA.
'or@ers ;e1an; in:reasin5 te:9nolo5i:al sop9isti:ation.
A 3le4i2le or5ani6ation is 1ore :o1petiti<e an; responsi<e to t9e 1ar@etpla:e.
'or@ers ten; to 2e 1ore pro;0:ti<eL i.e.> t9eA spen; less ti1e on :o110tin5 an; tra<el
T9e in:reasin5 5lo2ali6ation o3 tra;e an; :orporate a:ti<itA.
T9e 5lo2al 8or@;aA is !# <s. ( 9o0rs.
T9e e1er5en:e o3 en<iron1ents 89i:9 reE0ire inter=or5ani6ational :ooperation as 8ell as
:o1petition.
C9an5es in 8or@ersK e4pe:tations o3 or5ani6ational parti:ipation.
A :ontin0e; s9i3t 3ro1 pro;0:tion to ser<i:e.@no8le;5e 8or@ en<iron1ents.
In:reasin5 9ori6ontal or5ani6ation str0:t0res :9ara:teri6e; 2A str0:t0rallA an;
5eo5rap9i:allA ;istri20te; 901an reso0r:es.
Benefits of virtual teams:
So1e 1e12ers o3 <irt0al tea1s ;o not nee; to :o1e in to t9e 8or@pla:e> t9ere3ore t9e
:o1panA 8ill not nee; to o33er t9ose 8or@ers o33i:e or par@in5 spa:e.
Re;0:es tra<elin5 e4penses 3or e1ploAees.
It allo8s 1ore people to 2e in:l0;e; in t9e la2or pool.
It ;e:reases 2ot9 air poll0tion an; :on5estion 2e:a0se t9ere is less :o110tin5.
It allo8s 8or@ers in or5ani6ations to 2e 1ore 3le4i2le.
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/A 8or@in5 in <irt0al tea1s> p9Asi:al 9an;i:aps are not a :on:ern.
Problems with virtual teams
Mis0n;erstan;in5 in :o110ni:ations is t9e lea;in5 :o1plaint a1on5 1e12ers o3 <irt0al
tea1s.
'or@in5 on a pro?e:t o<er t9e <irt0al 8or@spa:e :a0ses la:@ o3 pro?e:t <isi2ilitA.
Di33i:0ltA :onta:tin5 ot9er 1e12ers. )i.e. e1ail> instant 1essa5in5> et:.*
Di33eren:es in ti1e 6ones.
It :an 2e ;i33i:0lt 3or tea1 1e12ers to o2tain t9e 1eanin5s o3 te4t=2ase; 1essa5es.
Tips to ease communication problems for team members:
Allo8 t9e tea1 1e12ers to 5et to @no8 ea:9 ot9er 2A arran5in5 o::asional 3a:e to 3a:e
1eetin5s. T9is :an also 2e a::o1plis9e; 0sin5 8e2:a1s an; <i;eo :on3eren:in5 89i:9
1aA or 1aA not ne:essitate t9at all tea1 1e12ers 0se t9e sa1e 9ar;8are an;.or so3t8are
appli:ations.
Allo8 tea1 1e12ers to 5et an i;ea o3 89ere t9e o<erall pro?e:t is 5oin5. T9is 8aA ea:9
1e12er 8ill @no8 9o8 t9eA 3it into t9e pro?e:t.
Create a :o;e o3 :on;0:t. T9is 8ill a<oi; ;elaAs an; 8ill 1a@e s0re t9at reE0ests are
ans8ere; in a ti1elA 3as9ion.
Do not allo8 tea1 1e12ers to ;isappear. Ha<e a :alen;ar 3or ea:9 tea1 1e12er so t9at
e<erAoneKs s:9e;0le is a<aila2le to <ie8.
De<elop tr0st a1on5 t9e tea1.
Store :9arts> ;ia5ra1s> et:. on t9e internet so t9at t9e 89ole tea1 :an see t9e1.
Who are the members of virtual teams?
Me12ers :an eit9er 2e sta2le or :9an5e on an on5oin5 2asis.
Me12ers :an 2e in t9e sa1e :o1panA or 3ro1 <ario0s :o1panies.
Me12ers :an li<e in t9e sa1e :o110nitA or in ;i33erent :o0ntries.
/asi: tApes o3 <irt0al tea1s
#"
Net8or@e; Tea1s :onsist o3 in;i<i;0als 89o :olla2orate to a:9ie<e a :o11on 5oal or
p0rposeL 1e12ers9ip is 3reE0entlA ;i330se an; 3l0i;.
Parallel Tea1s 8or@ in t9e s9ort ter1 to ;e<elop re:o11en;ations 3or an i1pro<e1ent
in a pro:ess or sAste1L t9e tea1 9as a ;istin:t 1e12ers9ip.
Pro?e:t or Pro;0:t=De<elop1ent Tea1s :on;0:t pro?e:ts 3or 0sers or :0sto1ers 3or a
;e3ine; perio; o3 ti1e. Tas@s are 0s0allA nonro0tine> an; t9e res0lts are spe:i3i: an;
1eas0ra2leL t9e tea1 9as ;e:ision1a@in5 a0t9oritA.
'or@ or Pro;0:tion Tea1s per3or1 re50lar an; on5oin5 8or@ 0s0allA in one 30n:tionL
t9e tea1 9as :learlA ;e3ine; 1e12ers9ip.
Ser<i:e Tea1s s0pport :0sto1ers or t9e internal or5ani6ation in tApi:allA a
ser<i:e.te:9ni:al s0pport role aro0n; t9e :lo:@.
Mana5e1ent Tea1s 8or@ :olla2orati<elA on a ;ailA 2asis 8it9in a 30n:tional ;i<ision o3
a :orporation.
A:tion Tea1s o33er i11e;iate responses a:ti<ate; in )tApi:allA* e1er5en:A sit0ations.
Reasons for virtual teams in the workplace:
=Allo8s 3or people in ;i33erent parts o3 t9e 8orl; to :o1e to5et9er to 8or@ on a pro?e:t.
=Creates allian:es an; 1er5ers 2et8een or5ani6ations.
=E4ten;s t9e 1ar@et to ;i33erent 5eo5rap9i:al lo:ations.
=Re;0:es :osts 3or an or5ani6ation.
Nine key steps to developing virtual teams:
Se:0re a pro?e:t=2ase; i;ea :on;0:i<e to :olla2oration.
/0il; a 20siness plan to in:l0;e t9e tea1 <ision> p0rpose an; 5oal.
I;enti3A :riti:al plaAers to s0pport t9e pro?e:t.
Sele:t people 89o :an :ontri20te t9eir :ore :o1peten:ies to t9e pro?e:t.
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Enlist t9eir ser<i:e.
Esta2lis9 an initial 1eetin5 8it9 1e12ers to laA ;o8n t9e 5ro0n;8or@>set
50i;elines an; pro:esses.
Strate5i:allA ali5n all 1e12ers to t9e pro?e:ts 5oal.
Set a ti1eline.
Monitor a:ti<ities an; pro5ress.
Critical success factors of virtual teams
T9e e4isten:e o3 a<aila2ilitA stan;ar;s.
A1ple reso0r:es to 20A an; s0pport state=o3=t9e=art relia2le :o110ni:ation an;
:olla2oration tools 3or all tea1 1e12ers.
T9e e4isten:e o3 :orporate 1e1orA sAste1s s0:9 as lessons learne; ;ata2ases.
T9e e4isten:e o3 8ritten 5oals> o2?e:ti<es> pro?e:t spe:i3i:ations> an; per3or1an:e
1etri:sL res0lts orientation.
Mana5ers an; tea1 1e12ers 8it9 a 2etter=t9an=a<era5e a2ilitA to a::0ratelA esti1ate.
A lo8er=t9an=nor1al ratio o3 p0s9e; to p0lle; in3or1ation.
Tea1 :o110ni:ation is prioriti6e; 2A t9e sen;er.
H01an reso0r:e poli:ies> re8ar;.re:o5nition sAste1s as 8ell as :areer ;e<elop1ent
sAste1s a;;ress t9e 0niE0e nee;s o3 <irt0al 8or@ers.
Goo; a::ess to te:9ni:al trainin5 an; in3or1ation on 9o8 to 8or@ a:ross :0lt0res.
Trainin5 1et9o;s a::o11o;ate :ontin0al an; ?0st=in=ti1e learnin5.
T9ere are stan;ar; an; a5ree;=on te:9ni:al an; Fso3tF tea1 pro:esses.
A F9i59 tr0stF :0lt0reL tea18or@ an; :olla2oration are t9e nor1.
Lea;ers set 9i59 per3or1an:e e4pe:tationsL 1o;el 2e9a<iors s0:9 as 8or@in5 a:ross
2o0n;aries an; 0sin5 te:9nolo5A e33e:ti<elA.
Tea1 lea;ers an; 1e12ers e49i2it :o1peten:e in 8or@in5 in <irt0al en<iron1ents.
Team-building key for virtual workplace
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Darleen DeRosaCs st0;ies 3o:0se; on t9e la:@ o3 tea1 20il;in5 in a <irt0al 8or@pla:e.
DeRosa earne; 9er P9D in or5ani6ational psA:9olo5AL s9e 9as in<este; 3o0r Aears o3
5ra;0ate s:9ool at t9e 1asters an; P9D le<els o2tainin5 9er ;e5ree. As part o3 Ri59t
Mana5e1ent Cons0ltants> s9e :on;0:te; t9is st0;A 2e:a0se s9e 3eels t9at e<en t9o059
or5ani6ations 9a<e in<este; so 10:9 ti1e an; 1oneA into <irt0al tea1s> or5ani6ations
are 1issin5 t9e 3o0n;ation 3or <irt0al 8or@pla:esL s0pport.
DeRosaCs st0;A in:l0;e; s0r<eAin5 an; inter<ie8in5 , ;i33erent 1a?or international
3ir1sL t8o t9ir;s a5ree; t9at t9e per3or1an:e o3 <irt0al tea18or@ is Ii1portant or <erA
i1portantJ to t9e 30n;a1ental s0::ess o3 t9eir 20siness. O3 ! <irt0al tea1s> si4tA=3i<e
per:ent :lai1e; t9at t9eAC; 9a; ne<er parti:ipate; in an e33e:ti<e tea1 20il;in5 session>
t9irtA=si4 per:ent sai; t9eA 9a; ne<er 1et t9eir tea1 1e12ers 3a:e to 3a:e. Tea1s t9at
9a; 2een to5et9er 3or less t9an a Aear 8ere 1ore pro;0:ti<e an; per3or1e; s02stantiallA
2etter t9an tea1s t9at 9a; 2een to5et9er 3or 1ore t9an a Aear. An o<erall o2ser<ation is
t9at pro;0:ti<itA an; per3or1an:e ;e:reases o<er ti1e.
A re:ent st0;A 2A t9e Gartner Gro0pL an A1eri:an resear:9 :o1panA> state; t9at 2A
!,,(> # 1illion :orporate e1ploAees 8ill operate in a <irt0al 8or@pla:e at least one ;aA
per 8ee@.
Ha<in5 e1ploAees 8or@in5 in a <irt0al 8or@pla:e poses so1e :on:erns an; :9allen5es>
1ost o3 89i:9 8o0l; 2e eli1inate; 2A 8or@in5 in a p9Asi:al o33i:e. Most o3 t9ese
:9allen5es ste1 3ro1 t9e la:@ o3 3a:e=to=3a:e intera:tions a1on5 tea1 1e12ers. Darleen
DeRosa ;is:o<ere; se<en @eA :9allen5es t9at e1ploAees are 3a:e; 8it9 89en 8or@in5 in
tea1s in a <irt0al 8or@pla:e. Here are t9e :9allen5es t9at s9e 9as i;enti3ie; in 9er
resear:9D
T Co1panies 10st :o1pensate 3or t9e la:@ o3 901an :onta:t> an; 3in; appropriate 8aAs
to s0pport tea1 spirit> tr0st an; pro;0:ti<itA.
T Lea;ers 10st 2e espe:iallA sensiti<e to interpersonal> :o110ni:ation an; :0lt0ral
3a:tors.
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T No tr0st> no tea1. Tr0st is a top 3a:tor in ;eter1inin5 <irt0al tea1 s0::ess. /0t
interpersonal tr0st> :o1pare; to tas@=le<el tr0st )a 3ait9 t9at tea1 1e12ers 8ill ;o t9eir
?o2* is 1ore ;i33i:0lt to a:9ie<e in a <irt0al en<iron1ent.
T Tea1 20il;in5 paAs o33. -irt0al tea1s t9at in<est ti1e in tea1 20il;in5 per3or1 2etter
t9an t9ose t9at ;onKt.
T Tea1 per3or1an:e ten;s to ;rop o33 a3ter one Aear. Attention 10st 2e pai; to
interpersonal> :o110ni:ation an; :0lt0ral 3a:tors to pre<ent a Fpea@=an;=;e:lineF
sAn;ro1e.
T Te:9nolo5A 1a@es <irt0al tea1in5 possi2le> 20t isnKt a per3e:t s02stit0te 3or 901an
intera:tion. Tea1s 10st 2e :are30l to 0se t9e appropriate te:9nolo5A 3or <ario0s tas@s.
T '9ile 1eetin5 in person reE0ires ti1e an; e4pense> <irt0al tea1s t9at 1eet on:e or
t8i:e a Aear per3or1 2etter o<erall t9an t9ose t9at ;onKt 1eet. To 9elp 1a@e an easA
transition 3ro1 a p9Asi:al o33i:e to <irt0al 8or@pla:es 3or e1ploAees> or5ani6ations 9a<e
:reate; I<irt0al 8ater :oolersJ an; :9at roo1s to en:o0ra5e e1ploAee intera:tion an;
:o110ni:ation.
DeRosa 9as :on:l0;e; t9at :o1panies are not opti1i6in5 t9eir <irt0al 8or@pla:es. T9ere
is an enor1o0s potential 3or in:rease; pro;0:ti<itA an; per3or1an:e> 9o8e<er
or5ani6ations 9a<e 3aile; to 20il; t9e 3o0n;ation 3or 1a@in5 an easA 1o<e to <irt0al
8or@pla:es. People ten; to 2e 1ore re:epti<e to 3a:e=to=3a:e intera:tions. A <irt0al
8or@pla:e eli1inates t9is 901an :onta:t. As a res0lt> in or;er to 20il; t9e 3o0n;ations 3or
a s0::ess30l 8or@pla:e> or5ani6ations 9a<e to 3in; a 8aA to repla:e 901an :onta:t 8it9
an eE0i<alent intera:tion. In:rease; pro;0:ti<itA an; per3or1an:e s9o0l; 2e t9e ;ri<in5
3or:es 3or 3in;in5 t9at repla:e1ent an; en;orsin5 t9e 1o<e1ent to <irt0al 8or@pla:es.
Aiding Software for Virtual Teams
-irt0al tea1s are o3ten sprea; all o<er t9e 5lo2e> ran5in5 3ro1 ;i33erent o33i:es to
;i33erent :0lt0resL so 9o8 is it t9at t9eA :an re1ain on tra:@ 8it9 o2?e:ti<es an; :o1e
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to5et9er to a:9ie<e 5oals to :ontri20te to t9e or5ani6ationO T9e ans8er is t9at t9eA 0se
:olla2orati<e te:9nolo5A==in parti:0lar t9eA 0se so3t8are t9at allo8s <irt0al tea1s to 2e
as e33i:ient as sa1e=lo:ation tea1s.
So3t8are t9at ai;s <irt0al tea1 30n:tionin5 :an 2e separate; into t8o 1ain :ate5ories==
so3t8are t9at pro<i;es ease o3 :o110ni:ation an; so3t8are t9at pro<i;es tas@ an;
;o:01ent or5ani6ation.
So3t8are t9at i1pro<es t9e ease o3 :o110ni:ation o3ten in:l0;es 3eat0res s0:9 as
presen:e a8areness> instant 1essa5in5> an; 8e2 :on3eren:in5. T9ese tools allo8 tea1
1e12er to 2e a::essi2le to t9eir tea1s !# 9o0rs a ;aA. Me12ers :an 9a<e real ti1e
:on<ersations an; ;o not 9a<e to 3ollo8 len5t9A :orrespon;en:e as ;isperse; tea1s 9a<e
9a; to in t9e past> 89i:9 lea;s to 5reater e33i:ien:A.
So3t8are appli:ations t9at or5ani6e tea1 tas@s an; ;o:01ents also i1pro<e t9eir tea1sK
e33i:ien:A. T9ese pro5ra1s :onsist o3 a :entral lo:ation 89ere all 1e12ers :an a::ess
i1portant ;o:01ents to t9e tea1> tra:@ pro5ress 1a;e> assi5n tas@s> an; e<en pro<i;e
:alen;ars 8it9 @eA ;ates an; ti1elines to @eep all 1e12ers :0rrent.
T9ere are 1anA so3t8are pro5ra1s 3or <irt0al tea1s> s0:9 as Lot0s so3t8are 2A I/M>
NetMeetin5 2A Mi:roso3t> Fa:ilitate.:o1 2A Fa:ilitate.:o1> T9in@tan@ 2A Gro0pSAste1s>
an; 1anA 1ore. So3t8are o3 t9is tApe is a 3ast=;e<elopin5 area> so or5ani6ations s9o0l;
loo@ o3ten 3or so3t8are pro5ra1s t9at s0it t9e si6e an; 30n:tionalitA o3 t9eir tea1s.
To;aA 8e 3in; all @in;s o3 tea1s in so:ietA> an; t9eA 5enerallA 3all into one o3 t8o
pri1arA 5ro0psD permanent teams an; temporary teams. Here are so1e o3 t9e :o11on
tApesD
. Task Force = a te1porarA tea1 asse12le; to in<esti5ate a spe:i3i: iss0e or pro2le1.
!. Problem Solving Team = a te1porarA tea1 asse12le; to sol<e a spe:i3i: pro2le1.
". Product Design Team = a te1porarA tea1 asse12le; to ;esi5n a ne8 pro;0:t or
ser<i:e.
#(
#. Committee = a te1porarA or per1anent 5ro0p o3 people asse12le; to a:t 0pon so1e
1atter.
$. Work Group = a per1anent 5ro0p o3 8or@ers 89o re:ei<e ;ire:tion 3ro1 a ;esi5nate;
lea;er.
%. Work Team )also :alle; Sel3=Dire:te; 'or@ Tea1 or Sel3=Mana5e; 'or@ Tea1* = an
on5oin5 5ro0p o3 8or@ers 89o s9are a common mission who collectively manage
their own affairs within predetermined boundaries.
&. Quality Circle )to;aA also 0n;er <ario0s ot9er na1es* = a 5ro0p o3 8or@ers 3ro1 t9e
sa1e 30n:tional area 89o 1eet re50larlA to 0n:o<er an; sol<e 8or@=relate; pro2le1s an;
see@ 8or@ i1pro<e1ent opport0nities.
T9e na1e o3 t9e 5ro0p or tea1 tApe is less i1portant t9an t9e p0rpose 3or 89i:9 it e4ists.
T9ese na1es si1plA 5i<e 0s a :o11on lan50a5e to 9elp 0s ;e3ine tea1 tApes.
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BASIC IMPORTANT ELEMENTS OF A TEAM
Team building
T9e ter1 Ktea1 20il;in5K :an re3er 5enerallA to t9e sele:tion an; 1oti<ation o3 tea1s> or
1ore spe:i3i:allA to 5ro0p sel3=assess1ent in t9e t9eorA an; pra:ti:e o3 or5ani6ational
;e<elop1ent.
'9en a tea1 in an or5ani6ational ;e<elop1ent :onte4t e12ar@s 0pon a pro:ess o3 sel3=
assess1ent in or;er to 5a05e its o8n e33e:ti<eness an; t9ere2A i1pro<e per3or1an:e> it
:an 2e ar50e; t9at it is en5a5in5 in tea1 20il;in5> alt9o059 t9is 1aA 2e :onsi;ere; a
narro8 ;e3inition.
T9e pro:ess o3 tea1 20il;in5 in:l0;es> )a* :lari3Ain5 t9e 5oal> an; 20il;in5 o8ners9ip
a:ross t9e tea1 an; )2*i;enti3Ain5 t9e in9i2itors to tea18or@ an; re1o<in5 or
o<er:o1in5 t9e1> or i3 t9eA :annot 2e re1o<e;> 1iti5atin5 t9eir ne5ati<e e33e:t on t9e
tea1.
To assess itsel3> a tea1 see@s 3ee;2a:@ to 3in; o0t 2ot9D
its :0rrent stren5t9s as a tea1
its :0rrent 8ea@nesses
To i1pro<e its :0rrent per3or1an:e> a tea1 0ses t9e 3ee;2a:@ 3ro1 t9e tea1 assess1ent
in or;er toD
i;enti3A anA 5ap 2et8een t9e ;esire; state an; t9e a:t0al state
;esi5n a 5ap=:los0re strate5A
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TEAMWORK
Tea18or@ is t9e :on:ept o3 Ni:ole /. per3or1in5 1an0al la2or in t9e tool roo1 89ile
8earin5 a ne8 o0t3it.
Pro?e:ts reE0ire t9at people 8or@ to5et9er> so tea18or@ 9as 2e:o1e an i1portant
:on:ept in or5ani6ations. E33e:ti<e tea1s are an inter1e;iarA 5oal to8ar;s 5ettin5 5oo;>
s0staina2le res0lts. In;0strA 9as seen in:reasin5 e33orts t9ro059 trainin5 an; :ross=
trainin5 to 9elp people to 8or@ to5et9er 1ore e33e:ti<elA an; to a::o1plis9 s9are; 5oals>
89et9er :ollea50es are present or a2sent.
A1eri:ans t9in@ t9at K2ein5 a tea1 plaAerK 8as t9e 1ost i1portant 3a:tor in 5ettin5 a9ea;
in t9e 8or@pla:e. T9is 8as ran@e; 9i59er t9an se<eral 3a:tors> in:l0;in5 K1erit an;
per3or1an:eK> Klea;ers9ip s@illsK> Kintelli5en:eK> K1a@in5 1oneA 3or t9e or5ani6ationK an;
Klon5 9o0rsK.
U'e nee; to listen to ot9er peopleKs i;eas. '9en people are allo8e; to 3reelA e4press
t9eir i;eas> t9ese initial i;eas 8ill pro;0:e ot9er i;eas. U'e nee; to as@ E0estions>
intera:t> an; ;is:0ss t9e o2?e:ti<es o3 t9e tea1. U'e nee; to treat ot9ers 8it9 respe:t an;
to s0pport t9eir i;eas. U'e nee; to 9elp oneKs :o8or@ers> 89i:9 is t9e 5eneral t9e1e o3
tea18or@. 'e nee; to s9are 8it9 t9e tea1 to :reate an en<iron1ent o3 tea18or@ UAll
1e12ers o3 t9e tea1 are en:o0ra5e; to parti:ipate in t9e tea1. UFor a tea1 to 8or@
e33e:ti<elA it is essential tea1 1e12ers a:E0ire :o110ni:ation s@ills an; 0se e33e:ti<e
:o110ni:ation :9annels 2et8een one anot9er e.5. 0sin5 e1ail> <iral :o110ni:ation>
5ro0p 1eetin5s an; so on. T9is 8ill ena2le tea1 1e12ers o3 t9e 5ro0p to 8or@ to5et9er
an; a:9ie<e t9e tea1sC p0rpose an; 5oals.
$
Team development
T9e 3or1in5=stor1in5=nor1in5=per3or1in5 1o;el ta@es t9e tea1 t9ro059 3o0r sta5es o3
tea1 ;e<elop1ent an; 1aps E0ite 8ell on to 1anA pro?e:t 1ana5e1ent li3e :A:le
1o;els> s0:9 as initiation = ;e3inition = plannin5 = realisation.
As tea1s 5ro8 lar5er> t9e s@ills an; 1et9o;s t9at people reE0ire 5ro8 as 1ore i;eas are
e4presse; 3reelA. Mana5ers 10st 0se t9ese to :reate or 1aintain a spirit o3 tea18or@
:9an5e. T9e inti1a:A o3 a s1all 5ro0p is lost> an; t9e opport0nitA 3or 1isin3or1ation an;
;isr0pti<e r01ors 5ro8s. Mana5ers 3in; t9at :o110ni:ation 1et9o;s t9at on:e 8or@e;
8ell are i1pra:ti:al 8it9 so 1anA people to lea;. Spe:i3i:allA> lea;ers 1i59t en:o0nter
;i33i:0lties 2ase; on Daglow's Law of Team DynamicsD FS1all tea1s are in3or1e;.
Team roles
Meredith Belbin (1993) basing on his research proposed nine roles that successful
teams should have:
Coordinator
T9is person 8ill 9a<e a :lear <ie8 o3 t9e tea1 o2?e:ti<es an; 8ill 2e s@ille; at in<itin5
t9e :ontri20tion o3 tea1 1e12ers in a:9ie<in5 t9ese> rat9er t9an ?0st p0s9in5 9is or 9er
o8n <ie8. T9e :oor;inator )or :9airperson* is sel3;is:ipline; an; applies t9is ;is:ipline
to t9e tea1. T9eA are :on3i;ent an; 1at0re> an; 8ill s011arise t9e <ie8 o3 t9e 5ro0p
an; 8ill 2e prepare; to ta@e a ;e:ision on t9e 2asis o3 this.
Shaper
T9e s9aper is 30ll o3 ;ri<e to 1a@e t9in5s 9appen an; 5et t9in5s 5oin5. In ;oin5 t9is t9eA
are E0ite 9appA to p0s9 t9eir o8n <ie8s 3or8ar;> ;o not 1in; 2ein5 :9allen5e; an; are
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al8aAs rea;A to :9allen5e ot9ers. T9e s9aper loo@s 3or t9e pattern in ;is:0ssions an; tries
to p0ll t9in5s to5et9er into so1et9in5 3easi2le 89i:9 t9e tea1 :an t9en 5et to 8or@ on.
Plant
T9is 1e12er is t9e one 89o is 1ost li@elA to :o1e o0t 8it9 ori5inal i;eas an; :9allen5e
t9e tra;itional 8aA o3 t9in@in5 a2o0t t9in5s. So1eti1es t9eA 2e:o1e so i1a5inati<e an;
:reati<e t9at t9e tea1 :annot see t9e rele<an:e o3 89at t9eA are saAin5. Ho8e<er> 8it9o0t
t9e plant to s:atter t9e see;s o3 ne8 i;eas t9e tea1 8ill o3ten 3in; it ;i33i:0lt to 1a@e anA
9ea;8aA. T9e plantCs stren5t9 is in pro<i;in5 1a?or ne8 insi59ts an; i;eas 3or :9an5es in
;ire:tion an; not in :ontri20tin5 to t9e ;etail o3 89at nee;s to 2e ;one.
Resource investigator
T9e reso0r:e in<esti5ator is t9e 5ro0p 1e12er 8it9 t9e stron5est :onta:ts an; net8or@s>
an; is e4:ellent at 2rin5in5 in in3or1ation an; s0pport 3ro1 t9e o0tsi;e. T9is 1e12er
:an 2e <erA ent90siasti: in p0rs0it o3 t9e tea1Cs 5oals> 20t :annot al8aAs s0stain t9is
ent90sias1.

Implementer
T9e in;i<i;0al 89o is a :o1panA 8or@er is 8ell or5anise; an; e33e:ti<e at t0rnin5 2i5
i;eas into 1ana5ea2le tas@s an; plans t9at :an 2e a:9ie<e;. S0:9 in;i<i;0als are 2ot9
lo5i:al an; ;is:ipline; in t9eir approa:9. T9eA are 9ar;8or@in5 an; 1et9o;i:al 20t 1aA
9a<e so1e ;i33i:0ltA in 2ein5 3le4i2le.
Team worker
T9e tea1 8or@er is t9e one 89o is 1ost a8are o3 t9e ot9ers in t9e tea1> t9eir nee;s an;
t9eir :on:erns. T9eA are sensiti<e an; s0pporti<e o3 ot9er peopleCs e33orts> an; trA to
$"
pro1ote 9ar1onA an; re;0:e :on3li:t. Tea1 8or@ers are parti:0larlA i1portant 89en t9e
tea1 is e4perien:in5 a stress30l or ;i33i:0lt perio;.
Completer
As t9e title s055ests> t9e :o1pleter is t9e one 89o ;ri<es t9e ;ea;lines an; 1a@es s0re
t9eA are a:9ie<e;. T9e :o1pleter 0s0allA :o110ni:ates a sense o3 0r5en:A 89i:9
5al<anises ot9er tea1 1e12ers into a:tion. T9eA are :ons:ientio0s an; e33e:ti<e at
:9e:@in5 t9e ;etails> 89i:9 is a <ital :ontri20tion> 20t so1eti1es 5et P2o55e; ;o8nC in
t9e1.
Monitor evaluator
T9e 1onitor e<al0ator is 5oo; at seein5 all t9e options. T9eA 9a<e a strate5i: perspe:ti<e
an; :an ?0;5e sit0ations a::0ratelA. T9e 1onitor e<al0ator :an 2e o<er:riti:al an; is not
0s0allA 5oo; at inspirin5 an; en:o0ra5in5 ot9ers.
Specialist
T9is person pro<i;es spe:ialist s@ills an; @no8le;5e an; 9as a ;e;i:ate; an; sin5le=
1in;e; approa:9. T9eA :an a;opt a <erA narro8 perspe:ti<e an; so1eti1es 3ail to see
t9e 89ole pi:t0re.
Finisher
A person 89o sti:@s to ;ea;line an; li@es to 5et on 8it9 t9in5s. 'ill pro2a2lA 2e irritate;
2A t9e 1ore rela4e; 1e12er o3 t9e tea1.
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What are different methods for team decision making?
ManA tApes o3 ;e:ision 1a@in5 1o;els :an 2e st0;ie; an; 0se; 2A tea1s. Un;erstan;in5
;e:ision 1a@in5 1o;els allo8s tea1s to 1a@e intentional :9oi:es a2o0t 89i:9 1o;el
1i59t 2e 1ost appropriate 3or t9e <ario0s ;e:isions t9at t9eA :on3ront.
In;i<i;0als 2ene3it 3ro1 0n;erstan;in5 ;e:ision 1o;els 2A 2e:o1in5 a8are o3 9o8
:o5niti<e an; a33e:ti<e 2iases :an 2ot9 positi<elA an; ne5ati<elA i1pa:t 9o8 8e 8or@ to
in3l0en:e o0r tea1 on 1a@in5 a ;e:ision. /ein5 a8are o3 o0r 2iases :an li1it anA
ne5ati<e i1pa:t 3ro1 o0r 2iases. T9e 1o;els 2elo8 ;es:ri2e 9o8 8e 8or@ to a33e:t an;
1anip0late t9e tea1 ;e:ision=1a@in5 pro:ess> so1eti1es in pro;0:ti<e 8aAs an; at ti1es
in ;etri1ental 8aAs 3or tea1 ;e:isions.
As a tea1> 0n;erstan;in5 ;e:ision=1a@in5 1o;els so t9at t9e tea1 :an 1a@e t9e 2est
;e:ision is <al0a2le. T9e I2est ;e:isionJ is ;es:ri2e; as a ;e:ision t9at )* 8o0l; not
9a<e 2een t9o059t o3 2A an in;i<i;0al alone> )!* is a so0n; sol0tion to t9e pro2le1> )"* is
a ;e:ision 2ase; 0pon inp0t> as 0n2iase; as possi2le> 3ro1 ea:9 tea1 1e12er> an; )#*
a;;resses t9e tea1Cs 5oal 3or t9e ;e:ision=1a@in5 pro:ess.
Go9nson an; Go9nson ;es:ri2e se<en 1et9o;s.pro:esses t9at a tea1 1i59t 0se to 1a@e a
;e:ision.$ Ea:9 1et9o;> alon5 8it9 its stren5t9s an; 8ea@nesses> is ;is:0sse; 2elo8.
$$
Method 1. Decision made by authority without group discussion
Pro:essD T9e ;esi5nate; lea;er 1a@es all ;e:isions 8it9o0t :ons0ltin5 5ro0p 1e12ers.
Stren5t9s 'ea@nesses
T Ta@es 1ini1al ti1e to 1a@e ;e:ision T No 5ro0p intera:tion
T Co11onlA 0se; in or5ani6ations )so 8e are
3a1iliar 8it9 1et9o;*
T Tea1 1aA not 0n;erstan; ;e:ision or 2e
0na2le to i1ple1ent ;e:ision
T Hi59 on asserti<eness s:ale T Lo8 on :ooperation s:ale
Appropriate Ti1es 3or Met9o;
T Si1ple> ro0tine> a;1inistrati<e ;e:isionsL little ti1e a<aila2le to 1a@e ;e:isionL tea1
:o11it1ent reE0ire; to i1ple1ent t9e ;e:ision is lo8.
Method 2. Decision by expert
Pro:essD Sele:t t9e e4pert 3ro1 5ro0p> let t9e e4pert :onsi;er t9e iss0es> an; let t9e e4pert
1a@e ;e:isions.
Strengths Weaknesses
T Use30l 89en one person on t9e tea1 9as
t9e o<er89el1in5 e4pertise
T Un:lear 9o8 to ;eter1ine 89o t9e e4pert is
)tea1 1e12ers 1aA 9a<e ;i33erent opinions*

T No 5ro0p intera:tion
T MaA 2e:o1e pop0laritA iss0e or po8er iss0e
Appropriate Times for Method 2
T Res0lt is 9i59lA ;epen;ent on spe:i3i: e4pertise> :lear :9oi:e 3or e4pert> tea1
:o11it1ent reE0ire; to i1ple1ent ;e:ision is lo8.
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Method 3. Decision by averaging individuals' opinions
Pro:essD SeparatelA as@ ea:9 tea1 1e12er 9is.9er opinion an; a<era5e t9e res0lts.
T E4tre1e opinions :an:elle; o0t
T No 5ro0p intera:tion> tea1 1e12ers are
not tr0lA in<ol<e; in t9e ;e:ision
T Error tApi:allA :an:elle; o0t
T Opinions o3 least an; 1ost @no8le;5ea2le
1e12ers 1aA :an:el
T Gro0p 1e12ers :ons0lte; T Co11it1ent to ;e:ision 1aA not 2e stron5
T Use30l 89en it is ;i33i:0lt to 5et t9e tea1
to5et9er to tal@
T Unresol<e; :on3li:t 1aA e4ist or es:alate
T Ur5ent ;e:isions :an 2e 1a;e T MaA ;a1a5e 30t0re tea1 e33e:ti<eness
T Ti1e a<aila2le 3or ;e:ision is li1ite;L tea1 parti:ipation is reE0ire;> 20t len5t9A
intera:tion is 0n;esira2leL tea1 :o11it1ent reE0ire; to i1ple1ent t9e ;e:ision is lo8.
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Method 4. Decision made by authority after group discussion
Pro:essD T9e tea1 :reates i;eas an; 9as ;is:0ssions> 20t t9e ;esi5nate; lea;er 1a@es t9e
3inal ;e:ision. T9e ;esi5nate; lea;er :alls a 1eetin5> presents t9e iss0e> listens to
;is:0ssion 3ro1 t9e tea1> an; anno0n:es 9er.9is ;e:ision.
T Tea1 0se; 1ore t9an 1et9o;s 7"
T Tea1 is not part o3 ;e:ision
T Listenin5 to t9e tea1 in:reases t9e
a::0ra:A o3 t9e ;e:ision
T Tea1 1aA :o1pete 3or t9e lea;erCs
attention

T Tea1 1e12ers 1aA tell lea;er I89at
9e.s9e 8ants to 9earJ
T Still 1aA not 9a<e :o11it1ent 3ro1 t9e
tea1 to t9e ;e:ision
T A<aila2le ti1e allo8s tea1 intera:tion 20t not a5ree1entL :lear :onsens0s on a0t9oritAL
tea1 :o11it1ent reE0ire; to i1ple1ent ;e:ision is 1o;eratelA lo8.
$(
Method 5. Decision by minority
Pro:essD A 1inoritA o3 t9e tea1> t8o or 1ore 1e12ers 89o :onstit0te less t9an $,B o3
t9e tea1> 1a@e t9e tea1Cs ;e:ision
T Met9o; o3ten 0se; 2A e4e:0ti<e
:o11ittees
T Can 2e railroa;in5
T Met9o; :an 2e 0se; 2A te1porarA
:o11ittees
T MaA not 9a<e 30ll tea1 :o11it1ent to
;e:ision
T Use30l 3or lar5e n012er o3 ;e:isions an;
li1ite; ti1e
T MaA :reate an air o3 :o1petition a1on5
tea1 1e12ers
T So1e tea1 perspe:ti<e an; ;is:0ssion
T Still 1aA not 9a<e :o11it1ent 3ro1 tea1
to ;e:ision
T Li1ite; ti1e pre<ents :on<enin5 entire tea1L :lear :9oi:e o3 1inoritA 5ro0pL tea1
:o11it1ent reE0ire; to i1ple1ent t9e ;e:ision is 1o;eratelA lo8.
Method 6. Decision by majority vote
Pro:essD T9is is t9e 1ost :o11onlA 0se; 1et9o; in t9e Unite; States )not sAnonA1o0s
$+
8it9 2est 1et9o;*. Dis:0ss t9e ;e:ision 0ntil $B or 1ore o3 t9e tea1 1e12ers 1a@e t9e
;e:ision.
T Use30l 89en t9ere is ins033i:ient ti1e to
1a@e ;e:ision 2A :onsens0s
T Ta@en 3or 5rante; as t9e nat0ral> or onlA>
8aA 3or tea1s to 1a@e a ;e:ision
T Use30l 89en t9e :o1plete tea1=1e12er
:o11it1ent is 0nne:essarA 3or
i1ple1entin5 a ;e:ision
T Tea1 is <ie8e; as t9e I8inners an; t9e
losersJL re;0:es t9e E0alitA o3 ;e:ision

T MinoritA opinion not ;is:0sse; an; 1aA
not 2e <al0e;
T MaA 9a<e 0nresol<e; an; 0na;;resse;
:on3li:t
T F0ll 5ro0p intera:tion is not o2taine;
T Ti1e :onstraints reE0ire ;e:isionL 5ro0p :onsens0s s0pportin5 <otin5 pro:essL tea1
:o11it1ent reE0ire; to i1ple1ent ;e:ision is 1o;eratelA 9i59.
Method 7. Decision by consensus
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Pro:essD Colle:ti<e ;e:ision arri<e; at t9ro059 an e33e:ti<e an; 3air :o110ni:ation
pro:ess )all tea1 1e12ers spo@e an; listene;> an; all 8ere <al0e;*.
T Most e33e:ti<e 1et9o; o3 tea1 ;e:ision
1a@in5
T Ta@es 1ore ti1e t9an 1et9o;s 7%
T All tea1 1e12ers e4press t9eir t9o059ts
an; 3eelin5s
T Ta@es psA:9olo5i:al ener5A an; 9i59
;e5ree o3 tea1=1e12er s@ill ):an 2e
ne5ati<e i3 in;i<i;0al tea1 1e12ers not
:o11itte; to t9e pro:ess*
T Tea1 1e12ers I3eel 0n;erstoo;J

A:ti<e listenin5 0se;
T Ti1e a<aila2le allo8s a :onsens0s to 2e rea:9e;L t9e tea1 is s033i:ientlA s@ille; to
rea:9 a :onsens0sL t9e tea1 :o11it1ent reE0ire; to i1ple1ent t9e ;e:ision is 9i59.
Met9o; & ta@es 8ell=pra:ti:e; :o110ni:ation s@ills 2A all tea1 1e12ers. Re<ie8 prior
se:tion on en<iron1ents 3or ;e:ision 1a@in5 an; ot9er 1ini;o:01ents on effective
communication an; conflict management.
T9ese se<en 1et9o;s.strate5ies 3or ;e:ision 1a@in5 all 9a<e stren5t9s an; :9allen5es.
Ho8e<er> repeate;lA> Met9o; & )De:ision 2A :onsens0s* 9as positi<e lon5=stan;in5
res0lts re5ar;in5 tea1 ;e:ision 1a@in5.
Special Techniques to Improve Team Decision Making
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T9ere are no s0re 3ire 8aAs to pre<ent a 5ro0p 3ro1 e4perien:in5 t9e i1pre:ise> an; at
ti1es> :9aoti: pro:ess o3 ;e:ision 1a@in5. T9ere are so1e te:9niE0es t9at :an 9elp
5ro0ps.
Getting Started:
/e3ore startin5 a tea1 s9o0l; 5et a:E0ainte;> e4press e4pe:tations o3 t9e 5ro0p> e<ol<e
s9are; 5oals. Startin5 8it9 so1e Fs1all 8insF 1i59t 9elp. Ma@e s0re a;eE0ate ti1e is
5i<en to e4a1ine t9e pro2le1. /e3ore :arrAin5 o0t a tas@> it is 9elp30l to as@> F'9atKs t9e
2est 8aA to or5ani6e o0rsel<es to 5at9er all o3 t9is in3or1ationOF It :an also 9elp to ta@e a
little ti1e at t9e en; o3 ea:9 1eetin5 to tal@ a2o0t 9o8 e33e:ti<elA t9e tea1 or5ani6e;
itsel3.
Mapping the Key Outsiders:
Ma@e s0re all t9e :riti:al lin@s to e4ternal :onta:ts are 1aintaine;. t9ese 1aA in:l0;e to
1ana5e1ent> ot9er tea1s> @eA :0sto1ers> s0ppliers> :o1petitors> et:. A 5ro0p 1i59t
:reate a F1apF o3 t9ese @eA o0tsi;ers
Structuring Decision MakingD Se<eral te:9niE0es are 0se; 9ere
BrainstormingD t9is :an 9elp 5enerate :reati<e alternati<es. In 2rainstor1in5> 1e12ers
are en:o0ra5e; to spontaneo0slA t9ro8 o0t as 1anA i;eas as possi2le> no 1atter 9o8
8ile;> an; to s0spen; :riti:is1 an; e<al0ation> openin5 ne8 a<en0es o3 t9o059t.
Consensus MappingD t9is te:9niE0e is 0se; 89en a tea1 is 9a<in5 ;i33i:0ltA a5reein5 on
t9e pro2le1. Ea:9 1e12er o3 a tea1 8rites ;o8n @eA ;i1ensions o3 a pro2le1 as 9e or
s9e sees it on in;i<i;0al Post=It notes. Me12ers t9en :l0ster an; re=:l0ster t9e notes on a
8all> 0ntil t9ere is a5ree1ent
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Nominal Group Technique:= in;i<i;0als silentlA 5enerate i;eas in 8ritin5 an; t9en
re:or; i;eas ro0n;=ro2in one at a ti1e> a;;in5 i;eas an; 20il;in5 on ot9ersL ea:9 i;ea is
;is:0sse; 3or :lari3i:ation an; pros an; :onsL t9ere is preli1inarA <otin5 an; ;is:0ssion
an; t9en 3inal ran@in5. t9ere are 1anA <ariations o3 t9is 1et9o;
Overcoming Conformity: Gi<en t9e 1anA ten;en:ies in a 5ro0p to :on3or1> a 5ro0p
1aA appoint a F;e<ilKs a;<o:ate.F T9is person 1aA pro2e an; E0estion t9e 1a?oritA r0le>
trA to 3in; 3la8s in t9e tea1 lo5i:> an; 1aA :9a1pion 0npop0lar <ie8s
Making Decisions Fast and Well: Gi<en t9e ti1e press0res 8e are 0n;er> 1anA tea1s
3ail to 5at9er s033i:ient ;ata
Mixed Scanning: Li@e in 1e;i:ine> 9ere a 5ro0p tries one approa:9> tests t9e res0lts> an;
t9en re<ises t9e analAsis
Hedging betsD 9a<e ot9er possi2ilities i3 t9e ;o1inant one 3ails
Scenario construction: 5enerate possi2le s:enarios
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Obstacles to effective Teams
A Weak Sense of Direction
Not9in5 0n;er1ines ent90sias1 3or tea1s as E0i:@lA as t9e 3r0stration o3 2ein5 an
in<ol0ntarA 1e12er o3 a tea1 8it9 no 3o:0s 89en 1e12ers arenKt s0re o3 t9eir p0rpose>
5oals> an; approa:9 8ea@ lea;ers9ip
Infighting
'9ile E33e:ti<e tea1s ;onKt 9a<e to 2e 1a;e 0p o3 people 89o li@e ea:9 ot9er 20t t9ere
10st 2e respe:t 3or ea:9 ot9er 1is;ire:te; ener5A to 2i:@erin5 an; 0n;er1inin5
:ollea50es 1e12ers 10st 2e 8illin5 to set asi;e pettA ;i33eren:es
Shirking of Responsibilities
'9en 1e12er a<oi; ta@in5 responsi2ilitA 3or 2ot9 pro:ess or r0nnin5 o3 a 5ro0p an; 3or
spe:i3i: assi5n1ents a tea1s 2e:o1es a Fpse0;o tea1FL i.e.> tea1 in na1e 20t
:onsistentlA 0n;erper3or1in5
Lack of Trust
I3 tr0st is la:@in5> 1e12ers are 0na2le to ;epen; on ea:9 ot9er.
Critical Skill Gaps
'9en s@ills are la:@in5> tea1s 3lo0n;er> 1e12ers 9a<e tro02le :o110ni:atin5 8it9 ea:9
ot9er> ;estr0:ti<e :on3li:ts res0lt> ;e:isions arenKt 1a;e> an; te:9ni:al pro2le1s
o<er:o1e t9e 5ro0p
Lack of External Support
Tea1s e4ist in a lar5er or5ani6ation an; relA on t9at or5ani6ation 3or reso0r:es I3 o0tsi;e
reso0r:es li@e 3or1al r0les> re50lations> 20;5etin5 pro:e;0res> :o1pensation sAste1s>
sele:tion pro:e;0res> an; poor lea;ers9ip> t9e 5ro0p 1aA s033er
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Keys To Creating Effective Teams:
Create clear goalsD Me12ers 10st 0n;erstan; 89at t9eir 5oals are an; 2elie<e
t9eA are i1portantL t9ese 5oals 10st 2e i1portant eno059 to :a0se 1e12ers to
s02li1ate t9eir o8n personal :on:erns. Me12ers nee; to @no8 89at t9eA e4pe:t
to a::o1plis9> an; 0n;erstan; 9o8 t9eA 8ill 8or@ to5et9er to a:9ie<e t9ose
5oals.
Encourage Teams to Go for Small WinsD /0il;in5 e33e:ti<e tea1s ta@es ti1e
an; tea1s s9o0l; ai1 3or s1all <i:tories 2e3ore t9e 2i5 ones. T9is :an 2e ;one 2A
settin5 attaina2le 5oals an; 0sin5 t9ese s9ort ter1 5oals to 20il; :o9esi<eness>
:on3i;en:e
Build Mutual Trust: Tr0st is a 3ra5ile t9in5 in a 5ro0pL it ta@es a lon5 ti1e to
20il; 0p an; :an 2e ;estroAe; <erA E0i:@lA. To 20il; tr0st it is i1portant to @eep
tea1 1e12ers in3or1e;. TrA to :reate a :li1ate o3 openness 89ere people 3eel
3ree to ;is:0ss pro2le1s 8it9o0t 3ear o3 retaliation. /e :an;i; a2o0t Ao0r o8n
pro2le1s an; li1itations. /e a<aila2le an; approa:9a2leL 2e respe:t30l an; listen
to tea1 1e12ersK i;eas. /e 3air. o2?e:ti<e> :onsistent> an; ;epen;a2le.
Ensure Mutual Accountability and a sense of common purposeD For a tea1 to
2e a real tea1> all 1e12ers 10st 3eel a::o0nta2ilitA=3or 2ot9 s0::esses an;
3ail0res. T9ere 10st 2e 10t0al a::o0nta2ilitA.
Provide the Necessary External Support: I3 tea1 s0::ess is ;epen;ent on
reso0r:es 3ro1 t9e 5reater or5ani6ation> it is i1portant to 1a@e s0re t9ose
reso0r:es are t9ere.
Training: Tea1 1e12ers an; t9e tea1 itsel3 1aA nee; so1e trainin5 to 20il;
s@ills. T9e trainin5 1aA 2e in pro2le1 sol<in5> :o110ni:ation> ne5otiation s@ills>
:on3li:t=resol0tion s@ills> an; 5ro0p pro:essin5 s@ills.
Change the Team's Membership: At ti1es it 1aA 2e ne:essarA to :9an5e t9e
:o1position o3 a 5ro0p i3 t9at is possi2le.
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'9en tea1 an; t9e aspe:ts relate; to a tea1 are ;is:0sse; tea1 :oa:9 is one o3 t9e 1ost
i1portant ele1ent 3or 20il;in5 an e33e:ti<e tea1 9en:e t9e role o3 a :oa:9 is <ital 89i:9
is ;is:0sse; 2elo8D=
The Role of a Coach in a Team
pro<i;e ;ire:tion an; <ision
in:rease t9e :apa2ilities o3 t9e tea1 an; tea1 1e12ers
9elp 8it9 pro2le1s an; 2rea@;o8ns
:reate a s0pporti<e an; res0lts oriente; :li1ate
pro<i;e reso0r:es an; in3or1ation
1ana5e 2o0n;aries
re1o<e 2arriers
:9allen5eD p0s9 1e12ers o0t o3 t9eir :o13ort 6one
;o 89at t9e tea1 is not rea;A an; a2le to ;o
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TEAM VERSUS GROUP
INTRODUCTION
ManA people 0se; t9e 8or;s team an; group inter:9an5ea2lA> 20t t9ere are a:t0allA a
n012er o3 ;i33eren:es 2et8een a tea1 an; a 5ro0p in real 8orl; appli:ations. A n012er
o3 lea;ers9ip :o0rses ;esi5ne; 3or t9e :orporate 8orl; stress t9e i1portan:e o3 tea1
20il;in5> not 5ro0p 20il;in5> 3or instan:e. A tea1Ks stren5t9 ;epen;s on t9e :o11onalitA
o3 p0rpose an; inter:onne:ti<itA 2et8een in;i<i;0al 1e12ers> 89ereas a 5ro0pKs stren5t9
1aA :o1e 3ro1 s9eer <ol01e or 8illin5ness to :arrA o0t a sin5le lea;erKs :o11an;s.
It is o3ten 10:9 easier to 3or1 a 5ro0p t9an a tea1. I3 Ao0 9a; a roo1 3ille; 8it9
pro3essional a::o0ntants> 3or e4a1ple> t9eA :o0l; 2e 5ro0pe; a::or;in5 to 5en;er>
e4perien:e> 3iel;s o3 e4pertise> a5e> or ot9er :o11on 3a:tors. For1in5 a 5ro0p 2ase; on a
:ertain :o11onalitA is not parti:0larlA ;i33i:0lt> alt9o059 t9e e33e:ti<eness o3 t9e 5ro0ps
1aA 2e <aria2le. A 5ro0pKs interpersonal ;Ana1i:s :an ran5e 3ro1 :o1plete
:o1pati2ilitA to :o1plete intoleran:e> 89i:9 :o0l; 1a@e :onsens0s 20il;in5 <erA
;i33i:0lt 3or a lea;er.
A tea1> on t9e ot9er 9an;> :an 2e 10:9 1ore ;i33i:0lt to 3or1. Me12ers o3 a tea1 1aA
2e sele:te; 3or t9eir :o1ple1entarA s@ills> not a sin5le :o11onalitA. A 20siness tea1
1aA :onsist o3 an a::o0ntant> a sales1an> a :o1panA e4e:0ti<e an; a se:retarA> 3or
e4a1ple. Ea:9 1e12er o3 t9e tea1 9as a p0rpose an; a 30n:tion 8it9in t9at tea1> so t9e
o<erall s0::ess ;epen;s on a 30n:tional interpersonal ;Ana1i:. T9ere is 0s0allA not as
10:9 roo1 3or :on3li:t 89en 8or@in5 as a tea1.
T9e s0::ess o3 a 5ro0p is o3ten 1eas0re; 2A its 3inal res0lts> not ne:essarilA t9e pro:ess
0se; to arri<e at t9ose res0lts. A 5ro0p 1aA 0se eE0al parts ;is:0ssion> ar501entation an;
peer press0re to 50i;e in;i<i;0al 1e12ers to8ar;s a :onsens0s. A trial ?0rA 8o0l; 2e a
5oo; e4a1ple o3 a 5ro0p in a:tion> not a tea1. T9e 3oreperson plaAs t9e lea;ers9ip role>
atte1ptin5 to t0rn ot9er opinions into one 0nani1o0s ;e:ision. Sin:e t9e ?0rA
%&
1e12ers 0s0allA ;onKt @no8 one anot9er personallA> t9ere is rarelA an e33ort to 20il; a
tea1 ;Ana1i:. T9e ;e:ision pro:ess 3or a <er;i:t is t9e res0lt o3 5ro0p :ooperation.
A tea1> 2A :o1parison> ;oes not relA on F5ro0pt9in@F to arri<e at its :on:l0sions. An
a::i;ent in<esti5ation tea1 8o0l; 2e a 5oo; e4a1ple o3 a real 8orl; tea1 ;Ana1i:. Ea:9
1e12er o3 t9e tea1 is assi5ne; to e<al0ate one aspe:t o3 t9e a::i;ent. T9e tea1Ks e4pert
on :ras9 s:ene re:onstr0:tion ;oes not 9a<e to :ons0lt 8it9 t9e tea1Ks e4pert on 3orensi:
e<i;en:e> 3or e4a1ple. T9e 1e12ers o3 a tea1 0se t9eir in;i<i;0al a2ilities to arri<e at a
:o9esi<e res0lt. T9ere 1aA 2e a tea1 1e12er 8or@in5 as a 3a:ilitator 3or t9e pro:ess> 20t
not ne:essarilA a spe:i3i: lea;er.
Gro0p 20il;in5 :an literallA ta@e onlA a 3e8 1in0tes> 20t tea1 20il;in5 :an ta@e Aears.
In;i<i;0al 1e12ers o3 a 5ro0p o3ten 9a<e t9e a2ilitA to 8al@ a8aA 3ro1 t9e 5ro0p 89en
t9eir ser<i:es or inp0t 2e:o1e 0nne:essarA. A tea1 1e12erKs a2sen:e :an serio0slA
9a1per t9e a2ilities o3 ot9er tea1 1e12ers to per3or1 e33e:ti<elA> so it is not 0n:o11on
3or in;i<i;0al 1e12ers to 3or1 an e4:eptionallA stron5 alle5ian:e to t9e tea1 as a 89ole.
Alt9o059 t9e ter1 Itea1J is 3reE0entlA 0se; 3or anA 5ro0p> espe:iallA to 5et in;i<i;0als
to 8or@ to5et9er an; to 1oti<ate t9e1> so1e tea1 e4perts 1a@e a ;istin:tion 2et8een
tea1s an; tra;itional 8or@ 5ro0ps. For e4a1ple> t9e a0t9ors o3 a re:ent 2oo@s on t9e 0se
o3 a tea1s 3or :reatin5 9i59=per3or1an:e or5ani6ations note t9at t9e ;i33eren:e 2et8een a
8or@ 5ro0p an; a tea1 relates to per3or1an:e res0lts. T9eA noteD
A 8or@in5 5ro0pCs per3or1an:e is a 30n:tion o3 89at its 1e12ers ;o as in;i<i;0als. A
tea1Cs per3or1an:e in:l0;es 2ot9 in;i<i;0al res0lts an; 89at is :o11onlA @no8n
I:olle:ti<e 8or@=pro;0:tsJ. A :olle:ti<e 8or@=pro;0:t is 89at t8o or 1ore 1e12ers
10st 8or@ on to5et9er. It re3le:ts t9e ?oint> real :ontri20tion o3 tea1 1e12ers.
T9ere are spe:i3i: ;i33eren:es 2et8een 8or@ 5ro0ps an; tea1sD
. T9e 8or@ 5ro0p 9as a stron5> :learlA 3o:0se; lea;erL t9e tea1 9as s9are;
lea;ers9ip roles.
!. T9e 8or@ 5ro0p 9as in;i<i;0al a::o0nta2ilitAL t9e tea1 9as in;i<i;0al an; 10t0al
a::o0nta2ilitA.
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". T9e 8or@ 5ro0pCs p0rpose is t9e sa1e as t9e or5anisationCsL t9e tea1 9as a
spe:i3i: p0rpose.
#. t9e 8or@ 5ro0p 9as in;i<i;0al 8or@=pro;0:tsL t9e tea1 9as :olle:ti<e 8or@=
pro;0:ts.
$. t9e 8or@ 5ro0p r0ns e33i:ient 1eetin5sL t9e tea1 en:o0ra5es open=en;e;> a:ti<e
pro2le1=sol<in5 1eetin5s.
%. t9e 8or@ 5ro0p 1eas0res e33e:ti<eness in;ire:tlA) 3or e4a1ple> 3inan:ial
per3or1an:e o3 t9e o<erall 20siness*L t9e tea1 1eas0res per3or1an:e ;ire:tlA 2A
assessin5 :olle:ti<e 8or@=pro;0:ts.
&. t9e 8or@ ;is:0sses> ;e:i;es> an; ;ele5atesL t9e tea1 ;is:0ssesL ;e:i;es an; ;oes
real 8or@.
T9e p0rpose o3 asse12lin5 a tea1 is to a::o1plis9 2i55er 5oals t9an anA t9at 8o0l; 2e
possi2le 3or t9e in;i<i;0al 8or@in5 alone. T9e ai1 an; p0rpose o3 a tea1 is to per3or1>
5et res0lts an; a:9ie<e <i:torA in t9e 8or@pla:e an; 1ar@etpla:e. T9e <erA 2est
1ana5ers are t9ose 89o :an 5at9er to5et9er a 5ro0p o3 in;i<i;0als an; 1o0l; t9e1 into a
tea1.
Here are ten key differentials
Understandings. In a 5ro0p> 1e12ers t9in@ t9eA are 5ro0pe; to5et9er 3or
a;1inistrati<e p0rposes onlA. In;i<i;0als so1eti1es :ross p0rpose 8it9 ot9ers.
In a tea1> 1e12ers re:o5nise t9eir in;epen;en:e an; 0n;erstan; 2ot9 personal
an; tea1 5oals are 2est a::o1plis9e; 8it9 10t0al s0pport. Ti1e is not 8aste;
str055lin5 o<er FT0r3F or atte1ptin5 personal 5ain at t9e e4pense o3 ot9ers.
Ownership. In a 5ro0p> 1e12ers ten; to 3o:0s on t9e1sel<es 2e:a0se t9eA are
not s033i:ientlA in<ol<e; in plannin5 t9e 0nitKs o2?e:ti<es. T9eA approa:9 t9eir ?o2
si1plA as a 9ire; 9an;. FCastle /0il;in5F is :o11on. In a tea1> 1e12ers 3eel a
sense o3 o8ners9ip 3or t9eir ?o2s an; 0nit> 2e:a0se t9eA are :o11itte; to <al0es
2ase; :o11on 5oals t9at t9eA 9elpe; esta2lis9.
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Creativity and Contribution. In a 5ro0p> 1e12ers are tol; 89at to ;o rat9er
t9an 2ein5 as@e; 89at t9e 2est approa:9 8o0l; 2e. S055estions an; :reati<itA are
not en:o0ra5e;. In a tea1> 1e12ers :ontri20te to t9e or5anisationKs s0::ess 2A
applAin5 t9eir 0niE0e talents> @no8le;5e an; :reati<itA to tea1 o2?e:ti<es.
Trust. In a 5ro0p> 1e12ers ;istr0st t9e 1oti<es o3 :ollea50es 2e:a0se t9eA ;o
not 0n;erstan; t9e role o3 ot9er 1e12ers. E4pressions o3 opinion or ;isa5ree1ent
are :onsi;ere; ;i<isi<e or non=s0pporti<e. In a tea1> 1e12ers 8or@ in a :li1ate
o3 tr0st an; are en:o0ra5e; to openlA e4press i;eas> opinions> ;isa5ree1ents an;
3eelin5s. V0estions are 8el:o1e;.
Common Understandings. In a 5ro0p> 1e12ers are so :a0tio0s a2o0t 89at
t9eA saA> t9at real 0n;erstan;in5 is not possi2le. Ga1e plaAin5 1aA o::0r an;
:o110ni:ation traps 2e set to :at:9 t9e 0n8arA. In a tea1> 1e12ers pra:ti:e
open an; 9onest :o110ni:ation. T9eA 1a@e an e33ort to 0n;erstan; ea:9 ot9erKs
point o3 <ie8.
Personal Development. In a 5ro0p> 1e12ers re:ei<e 5oo; trainin5 20t are
li1ite; in applAin5 it to t9e ?o2 2A t9e 1ana5er or ot9er 5ro0p 1e12ers. In a
tea1> 1e12ers are en:o0ra5e; to :ontin0allA ;e<elop s@ills an; applA 89at t9eA
learn on t9e ?o2. T9eA per:ei<e t9eA 9a<e t9e s0pport o3 t9e tea1.
Conflict Resolution. In a 5ro0p> 1e12ers 3in; t9e1sel<es in :on3li:t sit0ations
t9eA ;o not @no8 9o8 to resol<e. T9eir s0per<isor.lea;er 1aA p0t o33
inter<ention 0ntil serio0s ;a1a5e is ;one> i.e. a :risis sit0ation. In a tea1>
1e12ers realise :on3li:t is a nor1al aspe:t o3 901an intera:tion 20t t9eA <ie8
s0:9 sit0ations as an opport0nitA 3or ne8 i;eas an; :reati<itA. T9eA 8or@ to
resol<e :on3li:t E0i:@lA an; :onstr0:ti<elA.
Participative Decision Making. In a 5ro0p> 1e12ers 1aA or 1aA not
parti:ipate in ;e:isions a33e:tin5 t9e tea1. Con3or1itA o3ten appears 1ore
i1portant t9an positi<e res0lts. 'in.lose sit0ations are :o11on. In a tea1>
1e12ers parti:ipate in ;e:isions a33e:tin5 t9e tea1 20t 0n;erstan; t9eir lea;er
&,
10st 1a@e a 3inal r0lin5 89ene<er t9e tea1 :annot ;e:i;e> or an e1er5en:A
e4ists. Positi<e 8in.8in res0lts are t9e 5oal at all ti1es.
Clear Leadership. In a 5ro0p> 1e12ers ten; to 8or@ in an 0nstr0:t0re;
en<iron1ent 8it9 0n;eter1ine; stan;ar;s o3 per3or1an:e. Lea;ers ;o not 8al@
t9e tal@ an; ten; to lea; 3ro1 2e9in; a ;es@. In a tea1> 1e12ers 8or@ in a
str0:t0re; en<iron1ent> t9eA @no8 89at 2o0n;aries e4ist an; 89o 9as 3inal
a0t9oritA. T9e lea;er sets a5ree; 9i59 stan;ar;s o3 per3or1an:e an; 9e.s9e is
respe:te; <ia a:ti<e> 8illin5 parti:ipation.
Commitment. In a 5ro0p> 1e12ers are 0n:o11itte; to8ar;s e4:ellen:e an;
personal pri;e. Per3or1an:e le<els ten; to 2e 1e;io:re. Sta33 t0rno<er is 9i59
2e:a0se talente; in;i<i;0als E0i:@lA re:o5nise t9at
)a* personal e4pe:tations are not 2ein5 30l3ille;
)2* t9eA are not learnin5 an; 5ro8in5 3ro1 ot9ers an;
):* t9eA are not 8or@in5 8it9 t9e 2est people.
In a tea1> onlA t9ose :o11itte; to e4:ellen:e are 9ire;. Prospe:ti<e tea1 1e12ers are
E0e0in5 at t9e ;oor to 2e re:r0ite; on t9e 2asis o3 t9eir 9i59 le<els o3 9ar; an; so3t s@ill
sets. E<erAone 8or@s to5et9er in a 9ar1onio0s en<iron1ent
&
Conflict management
Con3li:t 1aA 2e ;e3ine; as a str055le or :ontest 2et8een people 8it9 opposin5 nee;s>
i;eas> 2elie3s> <al0es> or 5oals.
Con3li:t 1ana5e1ent is t9e pro:ess o3 plannin5 to a<oi; :on3li:t 89ere possi2le an;
or5ani6in5 to resol<e :on3li:t 89ere it ;oes 9appen> as rapi;lA an; s1oot9lA as possi2le.
For anA or5ani6ation to 2e e33e:ti<e an; e33i:ient in a:9ie<in5 its 5oals> t9e people in t9e
or5ani6ation nee; to 9a<e a s9are; <ision o3 89at t9eA are stri<in5 to a:9ie<e> as 8ell as
:lear o2?e:ti<es 3or ea:9 tea1 . ;epart1ent an; in;i<i;0al. Yo0 also nee; 8aAs o3
re:o5ni6in5 an; resol<in5 :on3li:t a1on5st people> so t9at :on3li:t ;oes not 2e:o1e so
serio0s t9at :o=operation is i1possi2le. All 1e12ers o3 anA or5ani6ation nee; to 9a<e
8aAs o3 @eepin5 :on3li:t to a 1ini101 = an; o3 sol<in5 pro2le1s :a0se; 2A :on3li:t>
2e3ore :on3li:t 2e:o1es a 1a?or o2sta:le to Ao0r 8or@. T9is :o0l; 9appen to anA
or5ani6ation> 89et9er it is an NGO> a C/O> a politi:al partA> a 20siness or a 5o<ern1ent.
Common causes of conflict
Ca0ses or so0r:es o3 or5anisational :on3li:t :an 2e 1anA an; <arie;. T9e 1ost :o11on
:a0ses are t9e 3ollo8in5D
s:ar:itA o3 reso0r:es )3inan:e> eE0ip1ent> 3a:ilities> et:*
;i33erent attit0;es> <al0es or per:eptions
;isa5ree1ents a2o0t nee;s> 5oals> priorities an; interests
poor :o110ni:ation
&!
poor or ina;eE0ate or5anisational str0:t0re
la:@ o3 tea18or@
la:@ o3 :laritA in roles an; responsi2ilities
Conflict between individual
People 9a<e ;i33erin5 stAles o3 :o110ni:ation> a12itions> politi:al or reli5io0s <ie8s
an; ;i33erent :0lt0ral 2a:@5ro0n;s. In o0r ;i<erse so:ietA> t9e possi2ilitA o3 t9ese
;i33eren:es lea;in5 to :on3li:t 2et8een in;i<i;0als is al8aAs t9ere> an; 8e 10st 2e alert
to pre<entin5 an; resol<in5 sit0ations 89ere :on3li:t arises.
Conflict between groups of people
'9ene<er people 3or1 5ro0ps> t9eA ten; to e1p9asise t9e t9in5s t9at 1a@e t9eir 5ro0p
F2etter t9anF or F;i33erent 3ro1F ot9er 5ro0ps. T9is 9appens in t9e 3iel;s o3 sport> :0lt0re>
reli5ion an; t9e 8or@pla:e an; :an so1eti1es :9an5e 3ro1 9ealt9A :o1petition to
;estr0:ti<e :on3li:t.
Conflict within a group of people
E<en 8it9in one or5anisation or tea1> :on3li:t :an arise 3ro1 t9e in;i<i;0al ;i33eren:es
or a12itions 1entione; earlierL or 3ro1 ri<alrA 2et8een s02=5ro0ps or 3a:tions. All
lea;ers an; 1e12ers o3 t9e or5anisation nee; to 2e alert to 5ro0p ;Ana1i:s t9at :an spill
o<er into :on3li:t.
How to identify signs and stages of conflict?
&"
"Disputes of right" and "disputes of interest"
Espe:iallA in t9e 8or@pla:e> t8o 1ain tApes o3 ;isp0tes 9a<e 2een note; )alt9o059 t9ese
t8o tApes 1aA also 9appen in ot9er sit0ations*.
T9ese areD
F;isp0tes o3 ri59tF> 89ere people or 5ro0ps are entitle; 2A la8> 2A :ontra:t> 2A
pre<io0s a5ree1ent or 2A esta2lis9e; pra:ti:e to :ertain ri59ts. Disp0tes o3 ri59t
8ill 3o:0s on :on3li:t iss0es s0:9 as e1ploA1ent :ontra:ts> le5allA en3or:ea2le
1atters or 0nilateral :9an5es in a::epte; or :0sto1arA pra:ti:es. A ;isp0te o3
ri59ts is> t9ere3ore> 0s0allA settle; 2A le5al ;e:ision or ar2itration an; not 2A
ne5otiation.
F;isp0tes o3 interestF> 89ere t9e :on3li:t 1aA 2e a 1atter o3 opinion> s0:9 as
89ere a person or 5ro0p is entitle; to so1e reso0r:es or pri<ile5es )s0:9 as a::ess
to propertA> 2etter 8or@in5 :on;itions> et:*. /e:a0se t9ere is no esta2lis9e; la8 or
ri59t> a ;isp0te o3 interest 8ill 0s0allA 2e sol<e; t9ro059 :olle:ti<e 2ar5ainin5 or
ne5otiation.
Stages of conflict
T9e 9an;lin5 o3 :on3li:t reE0ires a8areness o3 its <ario0s ;e<elop1ental sta5es. I3
lea;ers in t9e sit0ation :an i;enti3A t9e :on3li:t iss0e an; 9o8 3ar it 9as ;e<elope;> t9eA
:an so1eti1es sol<e it 2e3ore it 2e:o1es 10:9 1ore serio0s. TApi:al sta5es in:l0;eD
89ere potential 3or :on3li:t e4ists = in ot9er 8or;s 89ere people re:o5nise t9at
la:@ o3 reso0r:es> ;i<ersitA o3 lan50a5e or :0lt0re 1aA possi2le res0lt in :on3li:t i3
people are not sensiti<e to t9e ;i<ersitA.
&#
latent :on3li:t 89ere a :o1petiti<e sit0ation :o0l; easilA spill o<er into :on3li:t =
e.5. at a politi:al rallA or in t9e 8or@pla:e 89ere t9ere are o2<io0s ;i33eren:es
2et8een 5ro0ps o3 people.
open :on3li:t = 89i:9 :an 2e tri55ere; 2A an in:i;ent an; s0;;enlA 2e:o1e real
:on3li:t.
a3ter1at9 :on3li:t = t9e sit0ation 89ere a parti:0lar pro2le1 1aA 9a<e 2een
resol<e; 20t t9e potential 3or :on3li:t still e4ists. In 3a:t t9e potential 1aA 2e e<en
5reater t9an 2e3ore> i3 one person or 5ro0p per:ei<es itsel3 as 2ein5 in<ol<e; in a
8in=loose sit0ation.
Signs of conflict between individuals
In t9e or5anisation lea;ers an; 1e12ers s9o0l; 2e alert to si5ns o3 :on3li:t 2et8een
:ollea50es> so t9at t9eA :an 2e proa:ti<e in re;0:in5 or resol<in5 t9e :on3li:t 2A 5ettin5
to t9e root o3 t9e iss0e. TApi:al si5ns 1aA in:l0;eD
:ollea50es not spea@in5 to ea:9 ot9er or i5norin5 ea:9 ot9er
:ontra;i:tin5 an; 2a;=1o0t9in5 one anot9er
;eli2eratelA 0n;er1inin5 or not :o=operatin5 8it9 ea:9 ot9er> to t9e ;o8n3all o3
t9e tea1
Signs of conflict between groups of people
Si1ilarlA> lea;ers an; 1e12ers :an i;enti3A latent :on3li:t 2et8een 5ro0ps o3 people in
t9e or5anisation or t9e :o110nitA an; plan a:tion 2e3ore t9e :on3li:t 2e:o1es open an;
;estr0:ti<eD
:liE0es or 3a:tions 1eetin5 to ;is:0ss iss0es separatelA> 89en t9eA a33e:t t9e
89ole or5anisation
&$
one 5ro0p 2ein5 le3t o0t o3 or5anisin5 an e<ent 89i:9 s9o0l; in:l0;e e<erA2o;A
5ro0ps 0sin5 t9reatenin5 slo5ans or sA12ols to s9o8 t9at t9eir 5ro0p is ri59t an;
t9e ot9ers are 8ron5
How to manage and resolve conflict situations?
Collective bargaining
Espe:iallA in 8or@pla:e sit0ations> it is ne:essarA to 9a<e a5ree; 1e:9anis1s in pla:e 3or
5ro0ps o3 people 89o 1aA 2e anta5onisti: )e.5. 1ana5e1ent an; 8or@ers* to :olle:ti<elA
;is:0ss an; resol<e iss0es. T9is pro:ess is o3ten :alle; F:olle:ti<e 2ar5ainin5F> 2e:a0se
representati<es o3 ea:9 5ro0p :o1e to5et9er 8it9 a 1an;ate to 8or@ o0t a sol0tion
:olle:ti<elA. E4perien:e 9as s9o8n t9at t9is is 3ar 2etter t9an a<oi;an:e or 8it9;ra8al>
an; p0ts ;e1o:rati: pro:esses in pla:e to a:9ie<e Finte5rati<e pro2le1 sol<in5F> 89ere
people or 5ro0ps 89o 10st 3in; 8aAs o3 :o=operatin5 in t9e sa1e or5anisation> ;o so
8it9in t9eir o8n a5ree; r0les an; pro:e;0res.
Conciliation
T9e ;i:tionarA ;e3ines :on:iliation as Ft9e a:t o3 pro:0rin5 5oo; 8ill or in;0:in5 a
3rien;lA 3eelin5F. So0t9 A3ri:an la2o0r relations le5islation pro<i;es 3or t9e pro:ess o3
:on:iliation in t9e 8or@pla:e> 89ere2A 5ro0ps 89o are in :on3li:t an; 89o 9a<e 3aile; to
rea:9 a5ree1ent> :an :o1e to5et9er on:e a5ain to atte1pt to settle t9eir ;i33eren:es. T9is
is 0s0allA atte1pte; 2e3ore t9e 1ore serio0s step o3 a stri@e 2A 8or@ers or a lo:@=o0t 2A
1ana5e1ent is ta@enL an; it 9as 2een 3o0n; 0se30l to in<ol<e a 3a:ilitator in t9e
:on:iliation pro:ess. Si1ilarlA> anA ot9er or5anisation )e.5. sports :l02> Ao0t9 5ro0p or
:o110nitA or5anisation* :o0l; trA :on:iliation as a 3irst step.
&%
T9ree 1et9o;s o3 resol<in5 sit0ations t9at 9a<e rea:9e; t9e sta5e o3 open :on3li:t are
o3ten 0se; 2A 1anA ;i33erent or5anisations. It is i1portant to 0n;erstan; t9ese 1et9o;s>
so t9at people :an ;e:i;e 89i:9 1et9o;s 8ill 8or@ 2est 3or t9e1 in t9eir spe:i3i: :on3li:t
sit0ationD
Negotiation: t9is is t9e pro:ess 89ere 1an;ate; representati<es o3 5ro0ps in a
:on3li:t sit0ation 1eet to5et9er in or;er to resol<e t9eir ;i33eren:es an; to rea:9
a5ree1ent. It is a ;eli2erate pro:ess> :on;0:te; 2A representati<es o3 5ro0ps>
;esi5ne; to re:on:ile ;i33eren:es an; to rea:9 a5ree1ents 2A :onsens0s. T9e
o0t:o1e is o3ten ;epen;ent on t9e po8er relations9ip 2et8een t9e 5ro0ps.
Ne5otiations o3ten in<ol<e :o1pro1ise = one 5ro0p 1aA 8in one o3 t9eir
;e1an;s an; 5i<e in on anot9er. In 8or@pla:es Unions an; 1ana5e1ent
representati<e 0s0allA s0e ne5otiations to sol<e :on3li:ts. Politi:al an; :o110nitA
5ro0ps also o3ten 0se t9is 1et9o;.
Mediation: 89en ne5otiations 3ail or 5et st0:@> parties o3ten :all in an;
in;epen;ent 1e;iator. T9is person or 5ro0p 8ill trA to 3a:ilitate settle1ent o3 t9e
:on3li:t. T9e 1e;iator plaAs an a:ti<e part in t9e pro:ess> a;<ises 2ot9 or all
5ro0ps> a:ts as inter1e;iarA an; s055ests possi2le sol0tions. In :ontrast to
ar2itration )see 2elo8* 1e;iators a:t onlA in an a;<isorA :apa:itA = t9eA 9a<e no
;e:ision=1a@in5 po8ers an; :annot i1pose a settle1ent on t9e :on3li:tin5
parties. S@ille; 1e;iators are a2le to 5ain tr0st an; :on3i;en:e 3ro1 t9e
:on3li:tin5 5ro0ps or in;i<i;0als.
Arbitration: 1eans t9e appoint1ent o3 an in;epen;ent person to a:t as an
a;?0;i:ator )or ?0;5e* in a ;isp0te> to ;e:i;e on t9e ter1s o3 a settle1ent. /ot9
parties in a :on3li:t 9a<e to a5ree a2o0t 89o t9e ar2itrator s9o0l; 2e> an; t9at t9e
;e:ision o3 t9e ar2itrator 8ill 2e 2in;in5 on t9e1 all. Ar2itration ;i33ers 3ro1
1e;iation an; ne5otiation in t9at it ;oes not pro1ote t9e :ontin0ation o3
:olle:ti<e 2ar5ainin5D t9e ar2itrator listens to an; in<esti5ates t9e ;e1an;s an;
&&
:o0nter=;e1an;s an; ta@es o<er t9e role o3 ;e:ision=1a@er. People or
or5anisations :an a5ree on 9a<in5 eit9er a sin5le ar2itrator or a panel o3
ar2itrators 89o1 t9eA respe:t an; 89ose ;e:ision t9eA 8ill a::ept as 3inal> in
or;er to resol<e t9e :on3li:t.
Case study
Company profile
Ks9iti? in<est1ent a;<isorA :o1panA li1ite; is part o3 t9e real estate asset 1ana5e1ent
20siness pro1ote; 2A 30t0re :apital 9ol;in5s. )30t0re 5ro0ps*. F0t0re 5ro0p 89i:9 8as
earlier @no8n as PANTALOON RETAIL INDIA LIMITED )PRIL* starte; operations in
t9e Aear +(&. its 9ea;E0arter is sit0ate; in M012ai. Its 3irst o0tlet opene; in t9e Aear
++& in @ol@ata :a1a: street .
T9e ;i33erent 3or1ats o3 30t0re 5ro0ps are D
Retail or5ani6ation )pantaloon> 2i5 2a6aar*
Goint <ent0res
/l0e s@A> :olle:tion i > E=6one> ;epot> et:
Ks9iti? in<est1ent a;<isorA :o1panA li1ite; is a #", 1illion 0sW 30n;. T9ere are t8o
30n;s in @s9iti?D
Do1esti: 30n; )@s9iti? <ent0re :apital* 30n; :o1prises o3 (, 1illion 0sW.
International 30n; )9ori6on 30n;* :o1prises o3 "$, 1illion 0sW.
INVESTORS
T9e in<estors 3or t9e @<: 30n; are D
Corporate=#+B
HNI =!"B
/an@s =(B
Finan:ial instit0tions=,B
In<estors 3or 9ori6on are all 3orei5n in<estors.
&(
T9is 30n; 8ill 3o:0s on ;e<elopin5 retail oriente; real estate in In;ia. It 9as 2een
:onstit0te; as a pri<ate tr0st 0n;er t9e In;ian Tr0st A:t> ((!. an; 9as 2een re5istere;
8it9 SE/I
T9e entire port3olio o3 1alls 1ana5e; 2A Ks9iti? 8ill 2e 2ran;e; as
~KSHITI1 RETAIL DESTINATIONS
Ks9iti? is ?0st a ! Aear ol; enterprise a sister :o1panA o3 F0t0re Gro0ps. It is in;ee; a
ne8 or5ani6ation 20t a learnin5 instit0te 3or all its e1ploAees as I:9an5e is :onstantJ is
t9eir 1otto. T9eA are an or5ani6ation 89o are open to all sort o3 s055estion an; i;eas.
T9eA 5i<e :o1plete 3ree;o1 to t9eir sta33 an; e1ploAees 3or :reati<itA an; en:o0ra5e
:9an5e 89ere<er ne:essarA. T9is is an or5ani6ation 89o is open 3or e4peri1entin5 ne8
t9in5s. As retail in;0strA an; 1alls 89i:9 are e1er5in5 at a 3aster pa:e @s9iti? 9as a lo15
8aA to 5o. It is ne8 20t t9e rate at 89i:9 it is 5ro8in5 is a1a6in5. It 9as a <erA
pro3essional approa:9 an enterprise 89o ta@es e<erA :9allen5e as an opport0nitA an;
1a@es it 8ort9.
MISSION
I To :reate E0alitA retail in3rastr0:t0re 3or :ons01ers an; <al0e to in<estors. It is onlA
t9ro059 E0alitA retail real estate t9at or5ani6e; retail in In;ia :an 5ro8 to its tr0e
potential. /A partnerin5 8it9 0s> 8e o33er t9e In;ian retailer t9e opport0nitA o3 a pan
In;ian presen:e an; 5ro8t9.J
PRIME PURPOSE OF KSHITI1
&+
To 1ana5e t9e real estate port3olio t9e 30n; 2A pro<i;in5 pro3essional in<est1ent
a;<ise.
T9e tea1 :o1prises o3 pro3essionals 8it9 rele<ant e4pertise in retail real estate>
pro?e:t e4e:0tion an; in3rastr0:t0re 3inan:e.
KIACL======= @s9it? ;o1esti: 30n;
Hori6on international 30n;.
LIFE CYCLE OF THE ORGANISATION
ACQUISITION
PRO1ECT EXECUTION
LEASING
MALL MANAGEMENT
EXIT
HUMAN RESOURCE IN KSHITI1
Vision
~human beings as the most valuable asset
HR APPROACH AT KSHITIG
ATTRACT
Ro20st re:r0it1ent 1a:9inerA
Attra:t talent 3ro1 ;Ana1i: ?o2 1ar@et
E1ploAee re3erral pro5ra1
(,
Ca1p0s :a1pai5ns
MOTI-ATE
A:
Go2 ;es:ription
Or5ani6ation str0:t0r
Co1pensation str0:t0res
Career pat9in5
B:
In;0:tion
Per3or1an:e 1ana5e1ent sAste1s
Appropriate :o110ni:ation :9annels
Re8ar;s an; re:o5nitions
Career pat9in5
EMCITE
Cele2rations
Kno8le;5e series an; li2rarA
E1ploA1ent in<est1ent :o11ittee= SPICE
DE-ELOP
S@ill en9an:e1ent 3or present role
Co1peten:A
Lea;ers9ip ;e<elop1ent
(
COMPETENCIES REVUIRED IN THE GORNEY
/0siness a:01en
Pro:ess orientation
Reso0r:e opti1i6ation
E4e:0tion e4pertise
Open :o110ni:ation
C0sto1er 3o:0s
Tea1 lea;ers9ip
E1ploAee 8ell 2ein5
Interpersonal relations in kshitij
As 1entione; earlier t9is is a ! Aear ol; 3ir1. T9eA 8or@ 8it9 :9an5e in t9eir 1in; as to
:onstantlA i1pro<e on t9eir 8or@in5 an; 2ene3it t9e people. T9e e1ploAees at all t9e
le<els s9are a <erA 3or1al Aet a :o13orta2le pro3essional relation.
T9ere are <ario0s 2an;s)le<els*in t9e or5ani6ation.
T9e lo8est le<el is 1ana5e1ent trainee 3ollo8e; 2AD
/an; ):oor;inator*
/an; ! )spe:ialist*
/an; " )1i; 1ana5e1ent*
/an; # )1ana5e1ent a;<isorA*
/an; $ )strate5i:*
T90s t9e 9i59est le<el 2ein5 t9e post o3 9o;Cs an; ;epart1ental 9ea;s.
It is <erA interestin5 to noti:e a2o0t t9e interpersonal relations in t9is or5ani6ation is t9at
t9ere are 2rie3in5 sessions in t9e or5ani6ation on e<erA alternate Sat0r;aA to s9are t9e
0p;ates a2o0t t9e 1ar@et an; also so t9at anA an; e<erA in;i<i;0al 9as t9e 0p;ates a2o0t
89at is 9appenin5 in as 8ell as o0t t9e or5ani6ation.t9e people are 5i<en a lot o3 attention
(!
at all t9e le<els 89oe<er is la:@in5 2e9in; in per3or1in5 2est or 0p to t9e 1ar@ t9e areas
are i;enti3ie; on t9at 2asis t9e e1ploAees are sent 3or trainin5.
Interpersonal relations in tea1s an; 5ro0ps in @s9iti?
Ks9iti? 9as a 1i4t0re o3 2ot9 t9e set o3 tea1s an; 5ro0ps i.e. 3or1al an; in3or1al
respe:ti<elA in its or5ani6ation .
Groups
T9ere are in3or1al 5ro0ps li@e people o3 t9e sa1e post or 9ierar:9A s9are :o11on
attri20tes i.e. t9eA li@e to spen; ti1e 8it9 ea:9 ot9er 89ene<er t9eA 9a<e a 3ree ti1e or
e<en ;0rin5 t9e l0n:9 2rea@s> :o33ee 2rea@s et:.
T9e 3or1al 5ro0ps :o1prises o3 t9e 1i4t0re 89i:9 :annot 2e ter1e; as 5ro0ps in 5eneral
20t ;epart1entali6ation o3 t9e 30n:tions an; a33airs is ;one in 89i:9 3alls <ario0s s1all
tea1s an; 5ro0ps 3or e4a1pleD
/0siness ;e<elop1ent ;epart1ent
T9ere is a tea1 3or 5oo; net8or@in5 an; :o110ni:ations .
A tea1 3or i;enti3Ain5 :ities an; lo:ations.
Lan; a:E0isitions an; 1ar@et ;t0;ies et:.
T9en t9ere are ;epart1ents 3or 30n;s an; in<est1ent> pro?e:t> leasin5> :orporate
:o110ni:ations> a;1inistration> in3or1ation te:9nolo5A.
Teams
Tea1s on t9e ot9er 9an; are ;o1inatin5 o<er 9ere as 1a?or 8or@ is allotte; to tea1s. T9e
1ost i1portant tea1 is t9e
Corporate tea1 89i:9 :o1prises 9ea; 3ro1 1all 1ana5e1ent> :9ie3 1ar@etin5 o33i:er>
5eneral 1ana5er 3inan:e.
A tea1 o3 $ people appro4i1atelA 8or@s 3or t9e li3e :A:le o3 t9e 1all i.e. 3ro1 t9e spa:e
i;enti3i:ation to 1all 1ana5e1ent. T9e 8or@ a1on5 t9e tea1s is ;i<i;e; a1on5
t9e1sel<es so t9ere is no 5ro0pis1 as s0:9
For t9e 1oti<ation o3 t9e e1ploAee to en:o0ra5e t9e1 to al8aAs ;o t9e t9in5s in an
e4tra=or;inarA 8aA t9ere is a tea1 89i:9 is @no8n as D=
("
EMPLOYEE INVOLVEMENT COMMITTEE
SPICE
Smart program for intelligent and cultured employees.
Objectives of spice :-
Learnin5 t9ro059 30n
=t9is a:ti<itA in:l0;es 1ont9lA e<ents 20t t9eA are not ?0st 1ere :ele2rations t9ere is a
3or1al attit0;e to8ar;s it i.e. t9eA 8or@ on a t9e1e 3or e4a1ple 3or t9e 1ont9 o3 O:to2er
t9eA 8or@ on 3ree;o1 3i59ters t9e1e> as it is Gan;9i ?aAanti on !
n;
o3 O:to2er so t9eA
;ress 0p li@e 3ree;o1 3i59ters s9are ;i33erent e4perien:es an; t9is also 9elps 3or 20il;in5
tea1 spirit as t9ere is 2elon5in5 to8ar;s t9e or5anistion an; e33e:ti<e :o110ni:ation
ta@es pla:e.
Enri:9in5 t9e 1in;.2o;A.so0l
Kno8le;5e series t9is is :arrie; o0t on e<erA alternate Sat0r;aA it is li@e sa5e 8is;o1
s9are ;i33erent pra:ti:al stories an; s9are Ao0r <ie8 point.
Sense o3 2elon5in5
Cele2rate 3esti<als 7t9eA ;o t9e :ele2ration o3 ;i33erent 3esti<als.
SPICE TEAM ) 1e12ers*
T9ere are aro0n; " 1e12ers in t9e tea1 3ro1 <ario0s ;epart1ents li@e le5al>
a;1inistration>leasin5> pro?e:ts> IT> HR et: t9e responsi2le 1e12ers 3ro1 t9ese
;epart1ents 3or1 a tea1 3or t9e ;e3ine; o2?e:ti<e.
T9is is t9e pi:t0re o3 a tea1 an; 5ro0p 8or@in5 in @s9iti?.
Conflict management
T9er are no 1a?or :on3li:ts 89i:9 9a<e 9appene; in t9ese ! Aears an; neit9er ;o t9eA
9a<e 9a1pere; t9e or5anisatioal :0lt0re.
I3 at all t9e :on3li:ts ta@e pla:e t9eA are resol<e; internallA or i3 9as 2lo8n o0t o3
proportion t9e t9eA 0se te:9niE0es s0:9 as 2rainstor1in5> 5ro0p ;is:0ssions>2rie3in5 et:.
(#
Ks9iti? 9as 1anA ne8 opport0nities 3or itsel3 as its ?0st ! Aear ol;> a lon5 8aA to 5o. It 9as
its 0p:o1in5 pro?e:ts :o1in5 in In;ia i.e.$% 1alls a:ross nations. T9e HR ;epart1ent is
8or@in5 on t9e 5ro0ps an; tea1s an; 9o8 to train 1ore e33i:ientlA an; e33e:ti<elA. t9e
onlA t9reat is retail is in 2oo1 so 1anA ne8 as 8ell as ol; :o1panies are plaAin5 in t9is
1ar@et. /0t 3ro1 1A st0;A an; t9e 5i<en 3a:ts 3or a :o1panA 89o is alrea;A ;ealin5
internationallA it is not at all i1possi2le to 5o 8aA a9ea; in t9is 3iel; an; e4plore ne8
9ori6ons.
Conclusion :-
'9en ;oes a 5ro0p 2e:o1e a tea1O '9at are t9e ;istin50is9in5 :9ara:teristi:s o3 a tea1
t9at are ;i33erent 3ro1 a 5ro0pO T9e 2e9a<iors o3 a real tea1 are ;e:i;e;lA ;i33erent 3ro1
a 5ro0p.
'e 2elie<e t9e 2est ;e3inition o3 a tea1 is 3ro1 t9e 2oo@ 'is;o1 o3 Tea1s. "A team is
a small group of people with complementary skills and abilities who are committed to a
common goal and approach for which they hold each other accountable." LetKs pi:@
t9is ;e3inition apart. T9e 2est si6e 3or tea1s is &=! in;i<i;0als. Lar5er tea1s reE0ire
1ore str0:t0re an; s0pportL s1aller tea1s o3ten 9a<e ;i33i:0ltA 1eetin5 89en 1e12ers
are a2sent. Me12ers 9a<e s@ills an; a2ilities t9at :o1ple1ent t9e tea1Ks p0rpose. Not all
1e12ers 9a<e t9e sa1e s@ills> 20t to5et9er t9eA are 5reater t9an t9e s01 o3 t9eir parts.
On tea1s> 1e12ers s9are roles an; responsi2ilities an; are :onstantlA ;e<elopin5 ne8
s@ills to i1pro<e t9e tea1Ks per3or1an:e. Tea1s i;enti3A an; rea:9 :onsens0s on t9eir
:o11on 5oal an; approa:9> rat9er t9an loo@in5 to a lea;er to ;e3ine t9e 5oal an;
approa:9. Most i1portantlA> tea1s 9ol; t9eir 1e12ers a::o0nta2le. '9at ;oes t9is 1ean
in pra:ti:al ter1sO '9en t9eA e4perien:e :on3li:t 8it9 a 1e12er> t9eA spea@ to t9at
($
1e12er ;ire:tlA rat9er t9an to a s0per<isor. '9en a 1e12er isnKt per3or1in5 to t9e le<el
reE0ire;> t9e tea1 a;;resses t9e per3or1an:e pro2le1.
No8 letKs loo@ at 9o8 a 5ro0p 30n:tions. A 5ro0p :an 2e ;e3ine; as a small group of
people with complementary skills and abilities who are committed to a leader's goal
and approach and are willing to be held accountable by the leader . A 5ro0p s0pports
t9e lea;erKs 5oals an; t9e lea;er=;o1inate; approa:9 to 5oal attain1ent. A 5ro0p ;ri<es
in;i<i;0al a::o0nta2ilitA rat9er t9an s9are; a::o0nta2ilitA. Lea;ers9ip is pre;o1inantlA
9el; 2A one person rat9er t9an t9e s9are;> 3l0i; lea;ers9ip on a tea1. In a 5ro0p> t9e
;o1inant <ie8point is represente;L in a tea1> 10ltiple> ;i<erse <ie8points are
represente;. De:isions in a 5ro0p are 1a;e 2A <otin5 or i1plie; a5ree1entL ;e:isions on
a tea1 are tApi:allA 1a;e 2A :onsens0s.
So, would it be right to say that teams are good and groups are bad?
Absolutely not.
A 2etter E0estion to as@ isD 89en ;o Ao0 0se a 5ro0p an; 89en ;o Ao0 1a@e t9e e4tra
e33ort to ;e<elop a tea1O LetKs 3a:e it> 5ro0ps are 3ar easier to :reate t9an tea1s> so it
1a@es sense to 2e a 5ro0p 89en t9e 3ollo8in5 e4istD t9e ;e:isions an; pro:ess are alrea;A
;eter1ine;> 20A=in is not ne:essarA> ti1e is a :riti:al 3a:tor an; t9ere is split or 1ini1al
1ana5e1ent s0pport 3or tea1in5. To 3or1 t9e 5ro0p> i;enti3A a stron5> e33e:ti<e lea;er
an; e1po8er t9e person to re:r0it 5ro0p 1e12ers> 3or10late t9e 5oal an; approa:9 an;
;ri<e ;e:ision 1a@in5. T9is approa:9 8o0l; 2e pra:ti:al 3or s9ort=ter1 pro?e:ts 8it9
o0t:o1es alrea;A ;e3ine;.
Tea1in5> on t9e ot9er 9an;> s9o0l; 2e 0se; 89en Ao0 nee; 2roa; 20A=in 3or t9e 2est
res0lts> 89en no one person 9as t9e ans8er an; 89en s9are; responsi2ilitA is i1portant
to t9e s0::ess o3 t9e 5oal. To a:9ie<e a real tea1 is ;i33i:0lt an; ti1e=:ons01in5. T9ere
is no 1a5i: 20llet t9at 8ill trans3or1 a 5ro0p into a tea1 o<erni59t. It ta@es ti1e to
;e<elop t9e s@ills to 8or@ 8ell to5et9er an; 0n;erstan; 9o8 to sol<e pro2le1s an; 1a@e
;e:isions e33e:ti<elA.
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M.L.

DAHANUKAR COLLEGE OF COMMERCE

M.L. DAHANUKAR COLLEGE OF COMMERCE

F0rt9er in t9is pro?e:t I 9a<e 9i59li59te; on t8o 1a?or aspe:ts o3 pro3essional

M.L. DAHANUKAR COLLEGE OF COMMERCE

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