Influencing

PEMP-GP-POM
Session 5
Influencing
Session Speaker
Uday Kumar Jagannathan
M.S Ramaiah School of Advanced Studies - Bangalore
PEMP-GP-POM
Session Objectives
To understand the Fundamentals of Influencing and
Communication
To learn about Leadership, Motivation, Groups and
Corporate Culture
To Explain and Predict Behaviour and Personality
To understand Group Behaviour
To appreciate the importance of teamwork in Total Quality
Management (TQM)
To discern aspects of Individual and Group Decision making
To understand emerging approaches to leadership
PEMP-GP-POM
Session Outline
Fundamentals of Influencing and Communication

Leadership, Motivation, Groups and Corporate Culture
Prediction of Behaviour and Personality
Group Behaviour characteristics
Teams and TQM
Individual vs. Group Decision making
Emerging approaches to Leadership
Session Summary
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Fundamentals of Influencing and

Communication
In order to influence via good communication one
needs to.
Plan for and distinguish between effective &
ineffective communications
Recognize how different social (interpersonal)
styles impact communications
Know how to adapt and modify own style and
communications Behaviours
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LEADERSHIP and COMMUNICATIONS
What you say: Word choice, phrasing,

Words
filler words, etc.
The way you say it

Voice
Tone, volume, pitch, speed, etc.
How you look when saying it

Body
Eye contact, posture, gestures,

proximity, facial expression, etc.
9% of the
message
41% of the
message
50% of the
message
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LEADERSHIP is the ability to
influence the thinking and Behaviour of others
and to direct them toward specific goal
outcomes.
EFFECTIVE COMMUNICATIONS
is our only means to influence,
and to achieving leadership.
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Effective communication requires:
Knowing yourself
Knowing your communications target person
Selecting correct information and approach
Planning what, how & when to deliver message
Anything less than
EFFECTIVE COMMUNICATIONS
causes disappointing outcomes
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INTERPERSONAL STYLES
Manager
CONTROL-RESPONSIVE
Introversion Quiet Not Obvious
Analyst
Lo
Thinking Oriented
Safety
S
O
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A
B
ANALYTIC STYLE
ASK-ASSERTIVE
Subtle Open Slower
Lo
Action Oriented
Task
DRIVER STYLE
D O M I NAN CE
Hi
TELL-ASSERTIVE
Outspoken Closed Fast
L
I
T
Y
AMIABLE STYLE
Relationship Oriented
EXPRESSIVE STYLE
Relationships
Creativity
Intuition Oriented
Hi
Outgoing Eye Contact Touch
EMOTE-RESPONSIVE
Nurturer
Promoter
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The Four Social (Interpersonal) Styles

Natural, preferred Behaviours when not under stress
ANALYTIC
DRIVER
AMIABLE
EXPRESSIVE
THERE IS NO GOOD OR BAD ABOUT EACH STYLE

Its all about how the person behaves in any situational circumstance
Behaviours:
Reaction / Time Use:
Approach / Action:
Rejects / Avoids:
Perspective / Point of view:
Maximum Interest / Effort:
Minimum Interest / Effort:
Structure / Rules:
STRESS VARIABLES:
Job pressures
Persons involved
Physical feelings
Emotional feelings
External conflicts
Prior experiences
etc., etc., etc.
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Interpersonal Styles - General Descriptions

D
ANALYTIC
LOWB
DRIVER
Exacting, orderly, precise
Reserved, conservative, orderly
Controlling, task-oriented, formal
Relies on facts and logic. Explores all

avenues before making a decision.
Preferred leadership style based on
competence, not force. Completes
projects in a focused manner. In stressful
situations may avoid personal
involvement.
Prefers a situation that calls for independent

analysis or expertise. Tends to lead by
example. Enjoys a leadership role in which
know-how and technical expertise are
important. Will strive for a logical solution.
Strives for accuracy and dependability in

performance. A situation that depends on
technical expertise satisfies control needs.
Leads by example. Analyzes efforts rather
than feelings. May downplay relationships.
Task-oriented, cooperative, practical
Purposeful, businesslike, moderate
Tend to depend on themselves to get the job

done, but recognizes the importance of
relationships. Usually responds to feedback
well. Resolves conflict by reasoning and
diplomacy.
Work best in a well-defined situation in

which they determine the course to
follow. Likes to be viewed as an authority
figure, but prefers win-win. May be
seen as single-minded. Tends to rely on
power and position.
Moderate, restrained, methodical

Works best alone and on clearly defined
tasks. Good listener. Tends to influence
through reason rather than power. May
be reluctant to direct others. May rely on
expertise more than assertion to succeed.
LOW
DOMINANCE
Unpretentious, friendly,
consistent
Tends to be an effective listener and can
usually gain endorsement through good
diplomatic skills. Prefers to motivate by
example rather than authority. Tends to
like well-defined tasks. May be
uncomfortable directing others.
Efficient, cooperative, realistic
Strategic, enthusiastic, practical
Tends to generate confidence and trust

through persuasion rather than force. Can
be direct and assertive to maintain support.
Generally supportive and cooperative.
Most effective in situations needing a
moderate, conservative stance.
Usually concerned with the importance of

relationships. Willing to listen to the
other persons point of view. Prone to
influence through persuasion rather than
force. May rely too heavily on persuasive
skills.
Competitive, takes charge,

task-oriented
Straightforward, aggressive,
competitive
Comfortable in directing others. Tends to
influence by personal force. Often
perceived as single-minded and demanding.
When a situation is consistent with goals,
will support a team effort. Recognition and
praise are motivators.
Outspoken, outgoing, stimulating

Competition and involvement are key
attributes. They are persuasive competitors.
Will put forth a strong effort to achieve
recognition and reward. Wont hesitate to
express opinions strongly. May be overly
aggressive.
Supportive, responsive, agreeable
Enthusiastic, visionary supportive
Spontaneous, enthusiastic, futuristic
Tends to have strong social drives. May

depend on feelings more than fact or
necessity when making decisions. Prefers
to deal with present day issues. May be
seen as too trusting and accepting. May
not be able to confront tough issues.
Especially responsive to others points of

view. Generally thought of as a team player.
May go with the consensus rather than take
an independent stand. Relaxed with others
and listens well. Responds well to
constructive criticism.
Sensitive to the importance of relationships.

Can deal with a variety of views tactfully,
particularly in a group setting. A team
player. Skillful at getting consensus
decisions. Responds well to input from
others.
Tends to be strongly extroverted. Will

emphasize interaction and involvement
when working toward a goal. Often focuses
on high-visibility tasks directed at a future
goal. Can elicit a strong response,
particularly in stressful situations.
HIGH
HIGH
Supportive, cooperative, informal
AMIABLE
Prefers to deal with immediately relevant

issues. Will define goals along with a
means of reaching them. Values and
rewards loyalty among team members.
Achievement oriented.
EXPRESSIVE
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Influencing People of the 4 Styles

To Influence
the
DRIVER
To Influence
the
EXPRESSIVE
Avoid small talk

Get to the point quickly
Be brief
Be confident, firm and direct
Be prepared with recommendations
Ask direct questions and wait for a response
Respond to questions/challenges in a straight-forward,
confident and succinct manner
If you disagree, argue facts, not feelings
Keep the relationship businesslike
Stress whats unique or new
Allow them to talk make it a conversation
Instead of disagreeing, explore options
Show some enthusiasm for the topic or request
Use testimonials and references from well-known
authorities
Dont hurry the discussion develop stimulating
ideas/approaches together
Invite him/her to talk about his /her goals or ideas
see if/how you can support them and still accomplish
what you want (show linkage between your goals)
Follow-up to ensure action or approval
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Influencing People of Other Styles

To Influence
the
ANALYTIC
To Influence
the
AMIABLE
Present facts and data, not feelings or hype

Emphasize statistical or comparative data
Be systematic and organized
Show both sides of the situation/proposal both the
advantages and disadvantages, preferably in chart form
To minimize the risk, emphasize guarantees or
contingencies if Plan A doesnt work
Present your idea/proposal in writing to support your
discussion
Allow him/her time to think so he/she can be cautious,
methodical and meticulous
Present your ideas in a calm, low-key manner
Show your sincere interest in him as a person
Match his/her pace dont rush or pressure for quick
decisions
Demonstrate that you are listening and that you are open
to his/her ideas
Listen for and discuss how he feels about ideas
support his/her feelings
Emphasize any positive effects of your idea/proposal on
the people or work groups involved
Emphasize personal security, service and dependability
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MOTIVATION
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Motivation
Definition of Motivation
Factors Affecting Staff Motivation
Motivational techniques
Motivational theories
Motivational process
Motivation & Job satisfaction
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Definition
It is a process of inspiring Behaviour, sustaining
Behaviour & channeling Behaviour in specific
course. It explains why some people work hard &
well whereas others perform poorly.
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Factors Affecting Motivation of Staff:

Motivation of staff is affected by three critical
factors.....
1- The individual needs.
2- Job Design.
3- Work Environment.
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1. Individual Needs
The needs of an individual are important
motivators. These make the person work with
enthusiasm and interest.
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The significant individual needs are:

a) Need for Power:
Which results in a strong desire to influence staff, stimulate
them to work, making them achieve positions of leadership.
b) Need for achievement:
results in a desire to do something better or more efficiently
than others. All the staff working in a particular area should
be given equal chance to attend the refresher courses related
to that particular area.
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2- Job Design
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Job design is another motivator to

satisfy, signify and give value to
employees encouraging them to
perform well.
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3-Work Environment
There are many conditions in the environment which could
possibly effect the motivation of staff. It is seen by Behaviour
Modification Theorist that employees perform positively if
environment is favorable which is made by democratic
leadership style, peer group interaction....etc.
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A Manager can accomplish this by

using motivational techniques:
*Positive Reinforcement: Annual reward for better performance
in the form of money, recognition, praise, promotion . etc.
* Avoidance Learning: Some staff improve their Behaviour in
order to avoid criticism
* Punishment: Manager, for example, can withhold reward or
promotion so as to change the Behaviour of staff. Scolding in front
of others or humiliating should be avoided
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* Making the staff participate in different activities which give

them affiliation, acceptance and recognition, e.g. in conferences,
Staff-Day, Company Annual Day.. etc.
* Giving feeling of personal responsibility or keeping
interactions. The newly appointed staff should be left independent
but be observed closely.
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Motivational theories
Can be classified into at least two groups: a) Content theories and
b) Process theories
a) Content theories:
In general Content theories emphasize individual needs or the
reward that may satisfy those needs. There are two types of
Content Theories
There two type of Content theories:

1- Instinct : inherited or innate tendencies that predisposing
individual to behave in certain ways.
2- Need: Further can be subdivided into three theories
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There are three need theories:

1)Hierarchy of need theory(Abraham Maslow)
2) Existence, Relatedness and Growth - ERG theory (Clayton
Alderfer's)
3)Two-factor theory(Frederick Harzbreg)
Maslow
Alderfer
Herzbreg
Self-actualization
Growth needs
Motivating factors
Esteem needs
Belongingness
(social needs)
Safety needs
Physiological
needs
Relatedness needs
Hygiene factors
Existence needs
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Need Theories: Hygiene versus Motivation Factors

Hygiene factors in job context
affect job dissatisfaction
Organizational policies
Quality of supervision
Working condition
Base wage or salary
Relationship with peers
Relationships with subordinate
Status
Security
Motivator factors in job context

affect job satisfaction
Achievement
Recognition
Work itself
Responsibility
Advancement
growth
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Process Theories
Process Theories
1- Equity Theory or (Adams Equity Theory) :
Equity theory is based on the phenomenon of social
comparison and is best applied to the workplace.
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How to restore perceived equity :

*Change work inputs (e.g reduce performance efforts)*
* Change the outcomes (rewards) received (e.g ask for a raise)
* Leave the situation (e.g quit)
* Chang the comparison points (e.g compare self to a different
coworker)
* Psychologically distort the comparisons ( e.g rationalize that the
inequity is only temporary and will be resolved in the future)
* Take action to change the inputs or of the comparison person (e.g
get a coworker to accept more work).
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2- Expectancy Theory or (Vrooms

Expectancy Theory) :
Expectancy theory argues that work motivation is determined by
individual beliefs regarding effort performance relationship
and work outcomes.
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Components of Expectancy Theory

a) Expectancy :
Expectancy is the probability that work effort will be followed
by performance accomplishment.
b) Instrumentality :
Instrumentality is the probability that performance will lead to
various work outcomes.
c) Valence :
Valence is the value to the individual of various work outcomes
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Managerial Implications of Expectations Theory :

Expectancy logic argues that a manager must try to intervene actively
in work situations to maximize work expectancies, instrumentalities,
and valences that support organizational objective. To influence
expectancies, managers should select people with proper abilities, train
them well, support them with needed resources, and identify clear
performance goals. To influence instrumentality, managers should clarify
performance reward relationships and confirm these relationships when
rewards are actually given for performance accomplishments. To
influence valences, managers identify the needs that are important to
each individual and then try to adjust available rewards to match these
needs.
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Motivation Leads To
1) Motivation satisfaction : Is the degree to which individuals feel
positively or negatively about their jobs.
2) Organizational commitment: Refers to the degree to which a
person strongly identifies with and feels a part of the organization.
3) Job involvement: Refers to the willingness of a person to work
hard and apply effort beyond normal job expectation.
4)Cause High Performance: Rewards Cause Both Satisfaction and
Performance. It suggests that a proper allocation of rewards can
positively influence both performance and satisfaction.
5) Reduced Absenteeism: Is the failure of people to attend work.
6) Reduced Turnover: Results when people terminate their
employment
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Leadership Style vs. Employee Motivators

Leadership Style
Assumed Employee Motivators
Authoritarian (autocratic)
External forces, e.g., power and authority,

needs for approval
Democratic (participative)
Internal drives and impulses
Permissive (laissez-faire)
Internal drives and impulses
Bureaucratic
External forces
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GROUPS AND CULTURE

UNDERSTANDING
RELATIONSHIP BETWEEN
NATIONAL AND CORPORATE
CULTURE
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What is national culture?
National culture is the mental programming

of a group of people. It is comprised of the
values, customs, and belief systems shared by a
particular group of individuals.
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Cultural Understanding can translate

to better Business Practices
Contributions of Geert Hofstede
He separated cultures into five dimensions:
Power Distance
Individualism
Uncertainty Avoidance
Masculinity
Short and long-term orientation

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Business Ethics
It can be argued that some dimensions of business ethics are fluid.
Cultural norms can differ between countries. What is
unacceptable in one country may be perfectly acceptable in another.
Thus
A healthy corporate culture will encourage employees to
observe, learn, and avoid passing judgment too quickly.
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Global Strategy and Culture
Effective Strategic Leaders

Craft global strategies that nurture a healthy corporate culture
Encourage employees to understand and appreciate other national
cultures
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Important qualities of strategic leaders
Determination to nurture a healthy corporate culture

Courage
Self-confidence
Integrity
The capacity to deal with uncertainty and complexity
A willingness to hold people (and themselves) accountable
for their work
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Corporate Culture
Managements Responsibility
1. Corporate culture refers to the character of a
companys internal work climate and personality
2. In a strong-culture company, culturally-approved
Behaviours and ways of doing things are nurtured
while culturally-disapproved Behaviours and work
practices are discouraged
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Corporate Culture
3. In adaptive cultures, there is a spirit of doing what is
necessary to ensure long-term organizational success
4. Adaptive cultures are exceptionally well suited to companies
with fast-changing strategies and market
5. The tighter the culture-strategy fit, the more the culture
steers company personnel into displaying behaviours and
adopting operating practices that lead to successful strategy
execution
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Corporate Culture
6. It is in managements best interest to dedicate
considerable effort to building a corporate culture that
encourages Behaviours and work practices conducive to
good strategy
7. A companys culture is grounded in and shaped by its
core values and the bar it sets for ethical Behaviour
8. A multinational company needs to build its corporate
culture around values and operating practices that travel
well across borders
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Do Attitudes Determine Behaviour?
An underlying assumption in persuasion

research is: Shift a persons attitude in the right
direction and Behaviour will follow
Examples:
1. If people see the value of wearing their seatbelt
then they are more likely to actually wear it
2. If people think that smoking is bad for their
health then they will quit
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Attitudes & Behaviour
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Do Attitudes Determine
Behaviour?
An underlying assumption in persuasion research is:

Shift a persons attitude in the right direction and
Behaviour will follow
Examples:
1. If people see the value of wearing their seatbelt then
they are more likely to actually wear it
2. If people think that smoking is bad for their health
then they will quit
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Basic Questions
Is there a relationship between attitudes and
Behaviour and, if so, how strong is it?
When might such a relationship exist?
How do attitudes influence Behaviour? In
other words, what is the psychological process?
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Do Attitudes Predict Behaviour?

Yes, but not strongly.
Classic Study of Cheating
Relationship between attitudes toward cheating and actual cheating
Behaviour
Students took True-False exam then asked to assign themselves a score
Instructor also graded the exam
Discrepancy between students self-assigned score and instructors score
was measure of cheating Behaviour
Relationship between attitude toward cheating and actually

cheating close to zero
Those who did poorly more likely to cheat
Analysis of attitude studies showed less than .30 correlation
between attitudes and Behaviour
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Attitude-Behaviour Survey
1.
2.
3.
4.
5.
6.
7.
Students should read

Poverty is a problem
I should exercise
I should recycle
I should not be
dishonest
I should vote
Should change strategy
to fight corruption
Yes, Important
Yes, I acted
100
80
60
40
20
0
1
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When do attitudes predict Behaviour?

Are there factors that make attitudes more or less
predictive of Behaviour?
4 Factors that Impact the Relationship:
Qualities of the
Behaviour (General vs. specific)
Person (Who is being asked)
Situation (When and how are they being asked?)
Attitude (How was the attitude formed?)
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Behaviour Being Predicted

Attitudes and behaviours must be measured at
the same level of specificity
Example: A persons attitude toward their
general health will not predict their propensity
to jog
Specific attitudes will predict specific
Behaviours
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Person You Ask

Certain peoples attitudes are more consistent with their
Behaviours than others
Example: High Self Monitors
A high self monitor changes their Behaviour depending on the
situation. A low self monitor behaves the same way across
situations
Are you a high self monitor?
The Behaviour of low self monitors is consistent with their
expressed attitudes
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Situation in Which You Ask Them

Whether attitudes predict Behaviour may depend on
the context in which you ask the question
Norms can be so strong that it is unlikely that overt
Behaviour will reflect private attitudes
Example: People who hate their jobs will still go to work
because of normative and financial incentives
Attitudes toward work predict attendance when obligation to
attend is removed
Question: How many people would show up if I made one
class optional?
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Additional Situational Factors

Attitudes are more predictive of Behaviour
when:
People have a vested interest in the issue
When people are under time pressure
When situational cues make your attitude
salient (a focus of attention)
Situations can be changed to make attitudes

more predictive
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Job Satisfaction and Performance

Studies have shown consistently that happy workers
are not necessarily more productive
Why do think this is the case?
How can job attitudes become more predictive of
Behaviour at work?
Recent study shows that happy workers dont make firms
more successful, but successful firms make their employees
happier
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How do Attitudes Actually Predict

Behaviour?
Two theoretical models that explain why attitudes
predict Behaviour
Theory of Reasoned Action:
Theory relevant when the Behaviour is thoughtfully planned
in advance
Attitude-To-Behaviour Process Model

Theory relevant when Behaviour is a spontaneous reaction to
ones immediate situation
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Decision to Protest New Building

Attitude Formation:
Saving trees is important to me. Environmental
protests are effective
Social Pressure:
My friends are going to protest and they might not
talk to me if I dont
Result: I intend to protest and my intention will

result in action
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Decision to Stay Home

Attitude Formation:
Protests never work and there are enough trees in
this city anyway
Social Pressure:
My friends think protesting is stupid and they will
think I am weird if I go
Result:
I intend to stay home
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Spontaneous Behaviour
Sometimes peoples attitudes will result in a
spontaneous (unplanned) Behaviour
Example: If you hate cockroaches then you dont
have to think about what to do when you see one
Reason: Some attitudes are more accessible
(memorable) than others
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Attitude Accessibility
Attitudes guide our interpretation of an object or
a situation
If the attitude is memorable than it will have an
immediate impact on our behavior
If the attitude is not memorable than it will
impact our behavior only when recalled
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In Sum
In general, the relationship between attitude
and behavior is weak
However, it is possible to strengthen this
link
Combine attitude with social pressure
Make attitude memorable
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Foundations of Group Behavior
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Defining and
Classifying Groups
Formal
Command Groups
Task Groups
Interest Groups
Informal
Friendship Groups
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Stages of Group Development

Prestage I
Stage I
Forming
Stage II
Storming
Stage III
Norming
Stage IV
Performing
Stage V
Adjourning
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Group Behavior Model

Group
Member
Resources
External
Conditions
Group
Task
Group
Processes
Performance
and
Satisfaction
Group
Structure
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External Conditions
Imposed on the Group
Overall strategy
Employee selection
Authority structures Evaluation-rewards

Formal regulations
Culture
Resources
Work setting
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The Resources
of Group Members
Knowledge,
Skills, and
Abilities
Personality
Characteristics
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Expectations
Identity
Group
Roles
Conflict
Perception
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Performance
Appearance
Group
Norms
Resources
Arrangement
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Status in the Group

Equity
Norms
Culture
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Size of the Group

Small groups
Large groups
Social loafing
Individual effort
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Group Structure - Size

Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
Performance
Other conclusions:
Odd number groups do better
than even.
Groups of 7 or 9 perform
better overall than larger or
smaller groups.
Group Size
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The Composition
of the Group
Diversity Demography Cohorts
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Cohesiveness-Productivity Relationship
Performance Norms
High
Cohesiveness
Low
High
High
Productivity
Moderate
Productivity
Low
Low
Productivity
Moderate to Low
Productivity
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Effects of Group Processes

Process Gains
Synergy
Potential
Group
Effectiveness
Potential
Group
Effectiveness
Process Losses
Social Loafing
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Group Decision Making

Advantages
Disadvantages
More Diversity of Views
Dominant Individuals
Increased information
Unclear Responsibility
Higher-quality decisions
Time
Improved Commitment
and money costs
Conformity pressures
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Accuracy
Creativity
Group Effectiveness
and Efficiency
Speed
Acceptance
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Group Tasks
Decision-making
Large groups facilitate the pooling of information
about complex tasks
Smaller groups are better suited to coordinating
and facilitating the implementation of complex
tasks
Simple, routine standardized tasks reduce the
requirement that group processes be effective in
order for the group to perform well
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Techniques for Group

Decision Making
Interacting
Brainstorming
Nominal
Electronic
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Groupthink
Groupshift
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Group Decision Making (contd)

Groupthink
Phenomenon in which the norm for consensus overrides
the realistic appraisal of alternative course of action.
Groupshift
A change in decision risk between the groups decision
and the individual decision that member within the group
would make; can be either toward conservatism or greater
risk.
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Evaluating Group Effectiveness

TYPE OF GROUP
Effectiveness Criteria
Interacting
Brainstorming
Nominal
Electronic
Number and quality of ideas
Low
Moderate
High
High
Social pressure
High
Low
Moderate
Low
Money costs
Low
Low
Low
High
Speed
Moderate
Moderate
Moderate
Moderate
Task orientation
Low
High
High
High
Potential for interpersonal conflict
High
Low
Moderate
Low
Commitment to solution
High
Not applicable
Moderate
Moderate
Development of
group cohesiveness
High
High
Moderate
Low
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The Importance of Teams in Total

Quality Management (TQM)
Teamwork enables various parts of the
organization to work together in meeting customer
needs that can seldom be fulfilled by employees
limited in one specialty
TQM recognizes interdependence of various parts
of the organization and uses teams as a way to
coordinate work
Teams provide the capacity for rapid response to
changes in customer demands
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Types of TQM Teams

Steering Committees:
Responsible for establishing policy for TQM
Guiding implementation and evolution of TQM
Reviews and adjusts when necessary
Top manager overall responsibility
Problem-Solving Teams:
Most common
Identify and solve specific quality-related problems
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Types of TQM Teams

Cross-functional teams:
Members come from several departments and/or
functions
Problems include a wide variety of functions
Teams dismantle after completion of problem
Teams receive training in problem-solving, identify
and solve problems, and implement solutions
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Types of TQM Teams

Departmental problem-solving teams:
Limited in membership to employees of a specific department
Standardized problem-solving methodology
Group implements own solution
Team stays intact
Problems are diverse
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Types of TQM Teams

Self-Managed Teams:
SMT replace, rather than complement the traditional
organization of work
SMT manage themselves; budgeting, scheduling, goal-setting,
ordering supplies performance evaluation and hiring
Members must possess interpersonal as well as technical skills
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Criteria for Effective Teamwork

Teams must achieve their goal for quality improvement
Teams that improve quality performance quickly are
more effective than those that take a long time
Team must maintain or increase its strength as a unit
Team must preserve or strengthen its relationship with
the rest of the organization
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Team Membership
Members most important in teams
Members must be representative of the
department
Members must possess the technical knowledge
Members must have problem-solving skills
Members must have strong interpersonal skills
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Team Processes
Problem Selection:
New teams not skilled enough to solve massive
problems
New teams often select problems not associated
with quality
Problem Diagnosis:
Understanding the symptoms
Theorizing as to causes
Testing the theories
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Team Processes
Work Allocation:
Team needs to assign people tasks that will utilize
their skills to the greatest extent possible
Teams need to be aware of status differences
Communication:
Carefully assign people to key communication tasks
and training people in communication
Use a variety of media
Communication is a series of steps that can be
improved
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Team Processes
Organizational Support:
Management needs to support team effort
Management issues a clear charge to the group
Team members need adequate training
Performance appraisals need to be changed
Management must provide team with necessary
resources
Selection processes for team members might be
changed
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Emerging leadership perspectives and why are they

especially important in todays organizations?
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Emerging Approaches to
Leadership
Charismatic approaches to leadership.
Charismatic leaders, by force of their personal
abilities, can have a profound and
extraordinary effect on followers
Characteristics of charismatic leaders include:
High need for power
High feelings of self-efficacy
Conviction in the moral rightness of their beliefs
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Leadership
Negative side versus positive side of
charismatic leadership
Negative side
Emphasizes personalized power
Leaders focus on themselves
Positive side.
Emphasizes socialized power
Leaders empower followers
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Leadership
Conger and Kanungos three-stage charismatic
leadership model
Stage 1: the leader critically evaluates the status quo
Stage 2: the leader formulates and articulates future
goals and a idealized future vision

Stage 3: the leader shows how the goals and vision
can be achieved
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Leadership
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Leadership
Transactional leadership
Involves leader-follower exchanges necessary
for achieving routine performance that is
agreed upon by leaders and followers
Leader-follower exchanges involve:
Use of contingent rewards

Active management by exception
Passive management by exception
Abdicating responsibilities and avoiding decisions
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Leadership
Transformational leadership.
Leaders broaden and elevate followers
interests, generate awareness and acceptance
of the groups mission, and stir followers to
look beyond self-interests
Dimensions of transformational leadership
Charisma
Inspiration
Intellectual stimulation
Individualized consideration
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Leadership
Leadership in self-managing work teams.
Leaders provide resources or act as liaisons with other
units but without the trappings of authority associated
with traditional first-line supervisors
Conditions for creating and maintaining team
performance
Efficient, goal-directed effort
Adequate resources
Competent, motivated performance
A productive, supportive climate
Commitment to continuous improvement and adaptation
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Leadership
Can people be trained in the new
leadership?
People can be trained to adopt new leadership
approaches
Leaders can devise improvement programs to
address their weaknesses and work with

trainers to develop their leadership skills
Leaders can be trained in charismatic skills
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Leadership
Is new leadership always good?
Not always good
Negative-side charismatics can have negative
effects on followers
Not always needed
Needs to be used in conjunction with
traditional leadership
Applies at all levels of organizational
leadership
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Summary
Distinguish between effective and ineffective communications
Voice and Body communication
Leadership implies effective influence which means effective
communications
Four interpersonal styles, axes = Dominance and Sociability
Methods of Influencing people of the 4 styles
What is Motivation and Factors Affecting Motivation (individual needs,
Job design and Work Environment)
Manager can motivate staff using motivational techniques like Positive
Reinforcement, Avoidance Learning, Punishment, Staff Participation,
Empowering by giving responsibility
Motivational Theories : Content Theories and Process Theories
Content Theories are mostly related to three need theories (Maslow,
Alderfer, Herzbreg)
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Summary
Process theories include Adams Equity Theory (Less => frustration and More
=> guilt and Vrooms Expectancy Theory (Expectancy, Instrumentality and
Valence)
Important effects of motivation include high satisfaction, high commitment,
reduced absenteeism and turnover
The definition of National Culture alludes to mental programming and
behaviour of a group of people
Culture can be categorized into five dimensions (Power Distance,
Individualism, Uncertainty avoidance , Masculinity and Short vs. Long Term
Orientation)
Adaptive cultures are exceptionally well suited to companies with fastchanging strategies and market
Analysis of attitude studies showed less than .30 correlation between attitudes
and Behaviour
A high self monitor changes their Behaviour depending on the situation. A
low self monitor behaves the same way across situations
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Summary
Recent study shows that happy workers dont make firms

more successful, but successful firms make their employees
happier
Two theoretical models that explain why attitudes predict
Behaviour : Theory of reasoned action and Attitude-toBehaviour Process Model
Relationship between Attitude and Behaviour, though weak
can be strengthened by combining with social pressure and
by making attitude memorable
Groups can be classified into formal (command and task
groups) or informal groups (interest group and friendship
groups)
Stages of Group development include forming, storming,
norming, performing and adjourning
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Summary
Group behaviour model : External Conditions (Overall Strategy,

Authority Structures, Regulations, Employee Selection etc) while
Resources comprise Knowledge, Skills and Abilities
Size of Group has an impact on output and can range from small to
large to social loafing to individual effort
Group Decision making advantages versus disadvantages
GroupThink (Consensus) and Group Shift (Individuals risk versus
Groups risk taking attitude)
Interacting type of group scores high marks on several dimensions
Nominal group scores moderate while Electronic and Brainstorming
groups score moderate to low on several dimensions
TQM recognizes interdependence of various parts of the organization
and uses teams as a way to coordinate work
Types of TQM teams include Steering Committee, Problem Solving
Teams, Cross Functional Teams, Departmental Problem Solving
Teams
Team Process includes Problem selection, diagnosis, work allocation,
communication and Organizational Support
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Summary
Emerging forms of Leadership include charismatic (personal

characteristics of leader) Transactional Leadership (active
and passive management techniques) Transformational
Leadership (leaders broaden and elevate followers interest to
look beyond self-interest)
Another type of emerging leadership form is Leadership in
self-managing work teams
Leaders provide resources or act as liaisons with other units but without
the trappings of authority associated with traditional first-line

supervisors
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PEMP-GP-POM

Fundamentals of Influencing and Communication

M.S Ramaiah School of Advanced Studies - Bangalore

Fundamentals of Influencing and

LEADERSHIP and COMMUNICATIONS

What you say: Word choice, phrasing,

filler words, etc.

The way you say it

Tone, volume, pitch, speed, etc.

How you look when saying it

Eye contact, posture, gestures,

M.S Ramaiah School of Advanced Studies - Bangalore

LEADERSHIP and COMMUNICATIONS

LEADERSHIP and COMMUNICATIONS

Outgoing Eye Contact Touch

M.S Ramaiah School of Advanced Studies - Bangalore

The Four Social (Interpersonal) Styles

THERE IS NO GOOD OR BAD ABOUT EACH STYLE

M.S Ramaiah School of Advanced Studies - Bangalore

Interpersonal Styles - General Descriptions

Exacting, orderly, precise

Reserved, conservative, orderly

Controlling, task-oriented, formal

Relies on facts and logic. Explores all

Prefers a situation that calls for independent

Strives for accuracy and dependability in

Task-oriented, cooperative, practical

Purposeful, businesslike, moderate

Tend to depend on themselves to get the job

Work best in a well-defined situation in

Moderate, restrained, methodical

Efficient, cooperative, realistic

Strategic, enthusiastic, practical

Tends to generate confidence and trust

Usually concerned with the importance of

Competitive, takes charge,

Outspoken, outgoing, stimulating

Supportive, responsive, agreeable

Enthusiastic, visionary supportive

Spontaneous, enthusiastic, futuristic

Tends to have strong social drives. May

Especially responsive to others points of

Sensitive to the importance of relationships.

Tends to be strongly extroverted. Will

Supportive, cooperative, informal

Prefers to deal with immediately relevant

M.S Ramaiah School of Advanced Studies - Bangalore

Influencing People of the 4 Styles

Avoid small talk

M.S Ramaiah School of Advanced Studies - Bangalore

Influencing People of Other Styles

Present facts and data, not feelings or hype

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

Factors Affecting Motivation of Staff:

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore

The significant individual needs are:

M.S Ramaiah School of Advanced Studies - Bangalore

Job design is another motivator to

M.S Ramaiah School of Advanced Studies - Bangalore

M.S Ramaiah School of Advanced Studies - Bangalore