Managing Team and Others

MANAGING TEAMS
AND OTHERS
Dr. Ravindra Dey

May 22, 2022
SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

• Understand how managers / leaders
can leverage the power of groups and
teams to achieve organizational goals
• Understand what leadership is, and the

role of Managers as Leaders while
managing team and others
• Understanding different team roles while

functioning in a team

SALES PUZZLE

SALES PUZZLE
SOLUTION
NORTH SOUTH EAST WEST
Singh Bhat Banerjee Gupta
I Commercial Distribution Government Industrial
II Industrial Government Distribution Commercial
III Distribution Industrial Commercial Government
IV Government Commercial Industrial Distribution

Two Modes

HIERARCHY OF FACTORS AFFECTING
TEAM EFFECTIVENESS
Interdependent Task
(Defines the team)
Goals
(Core mission; priorities; outcomes)
Roles
(Who is expected to contribute what?)
Procedures
(How will the work be organised?)
Interpersonal Relationships
(How do people feel about each other?)

TEAM BUILDING
United we stand, Divided we fall.
T Together
E Empowering each other to
A Achieve
M More

WHEN WILL A GROUP BECOME A TEAM?
Its members work as a team
They share a common goal
They have different backgrounds
Face situations where values may conflict
Choose from among various alternatives to achieve their goals
Perform complex tasks requiring high degree of interdependence / co-operation
Must perform at an extraordinarily high level in order to achieve their goals

HOW CAN I BECOME A BETTER TEAM MEMBER?
Keep the broader picture in mind rather than getting absorbed in ‘my’ ‘own’ task
My efforts should add value to the team
My goal not achieved if team goal is not
Use resources just sufficient to complete my part of the team task
‘Sail on’, rather than ‘pass on’
Create cooperative, friendly climate in team

THE MAGIC OF SYNERGY
Normally, 1+1=2.
But, sometimes when we work as a team, 1+1 may become 11, 111, or even 1111! In
fact, there is no limit
That is called synergy
It is SYNCHRONISED ENERGY
It has a multiplier effect
It grows in geometric progression, or even exponential

Exercise:
Please jot down immediately

who comes to your mind INSTANTLY ,
when you see or hear the word:

LEADER
Leadership
is like beauty.
It is hard to define,
but you know it
when you see it.

THE BOSS THE LEADER
• Drives his men • Inspires his men
• Depends on authority • Depends on goodwill
• Evokes fear • Radiates concern
• Says “I” • Says “We”
• Shows who is wrong • Shows what is wrong
• Knows how it is done • Knows how to do it
• Demands respect • Commands respect
Reported in Doris Lessing: African Laughter.

TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP
TRANSACTIONAL TRANSFORMATIONAL
Main Concerns: Main Concerns:
• Improve/maintain quality of • Arousing awareness of issues of

performance consequence
• Goal attainment • Convincing others about what is right
• Reducing resistance to actions and good
• Implementing decisions • Motivating people to accomplish
• Fulfilling expectations outstanding feats
Process: Process:
• Exchange relationship between leader • Superiors inspire followers with new

and followers goals and values
• Mutual dependence • Articulation of vision, image building,
• Effectiveness contingent on fulfillment confidence infusion, arousing
of expectations motivation
• Influence through commitment

WHAT IS LEADERSHIP?
Managers Leaders
Administer
Maintain
Control
Short-term view
Ask how and when
Initiate
Accept the status quo
Do things right

WHAT IS LEADERSHIP?
Managers Leaders
Administer Innovate
Maintain Develop
Control Inspire
Short-term view Long-term view
Ask how and when Ask what and why
Initiate Originate
Accept the status Challenge the status
quo quo
Do things right Do the right things

TRAITS OF AN EFFECTIVE LEADER
1. Intelligence
Higher than average, but not significantly higher than followers
2. Social maturity and depth
Emotionally stable, broad interests and activities, respectful self-concept
3. Inner motivation - Achievement
Striving for intrinsic rather than extrinsic rewards
4. Human Relations attitudes
Recognizing worth of followers; empathizing
Source: Keith Davis

High
BASIC STYLES OF LEADERSHIP
Supportive Behaviour - Concern for People
Low
Low Directive Behaviour - Concern for Task High

High BASIC STYLES OF LEADERSHIP
Country Club Team Leader

Leader
Supportive Behaviour - Concern for People Middle of the

Road
Abdicator Dictator
Low

Hi Support Hi Support
Lo Direction Hi Direction
Supportive Behaviour - Concern for People Mo Support

Mo Direction
Lo Support Lo Support
Lo Direction Hi Direction
Low

Which kind of Superior would you like?
A B
Highly dynamic Low key, inconspicuous
Leads from the front Now you see him/her; now you don’t
Always there where the action is Does what is necessary to keep things
The centre of attention moving
Involves but also expects to be Does not want to get involved in the
involved details
Wants to be there whenever Allows you to do things
something is happening Steps in rarely and only when really
The sun around which the planets necessary
(including you) revolve
Not a very high-profile manager

CARING SHARING/
COACHING
Supportive Behaviour - Concern for People BALANCING
ALLOWING DIRECTING
Low

Which one of the Leadership Styles is the Best/Most Effective?

EFFECTIVE STYLES
EFFECTIVE & INEFFECTIVE
LEADERSHIP STYLES

SITUATIONAL LEADERSHIP MODEL EFFECTIVE STYLES
S3
S2
S4
S1
Effectiveness Score
Subordinate Development Level

High Low
Competence: High High Some Low
Commitment: High Variable Low Low
D4 D3 D2 D1
SITUATIONAL LEADERSHIP MODEL EFFECTIVE STYLES
2
6
1
3
+1
Subordinate Development Level
High Low
Competence: High High Some Low
Commitment: High Variable Low Low
D4 D3 D2 D1
BELBIN’S NINE TEAM ROLES

A functioning team has ROLES
Key of a good team is delegating work according to

skills and ROLES

WHAT IS A TEAM ROLE?
A team role as defined by Dr Meredith Belbin is:

"A tendency to behave, contribute and interrelate with others in a
particular way."

TEAM ROLES
1. The Plant
2. The Coordinator
3. The Resource Investigator
4. The Monitor Evaluator
5. The Shaper
6. The Team Worker
7. The Completer-Finisher
8. The Specialist
9. The Implementer

BELBIN'S TEAM ROLES

1. THE PLANT
The Plant is creative and innovative.

Responsible for the production of ingenious new ideas
and novel strategies.
Are not very ‘team orientated’, though their contribution
to the team is very likely to improve the team's success

2. THE CO-ORDINATOR
The Co-ordinator's role is to direct the group
Stops the discussion from becoming uncontrolled & draws other

team members back to the intended purpose
The Co-coordinator’s enthusiasm tends to be goal orientated.
Co-ordinator tends to be tolerant and will demonstrate that they

have faith in their team members.

3. THE RESOURCE INVESTIGATOR
Has a critical role to play in the team's new innovations
Is skilled interpersonally
Facilitates liaisons
Looks into every corner for some valuable piece of

information, which may facilitate improvisation

4. THE MONITOR EVALUATOR
Is intelligent, discerning objective and free from influence of emotional

factors.
Takes a back-seat role, but will come into prominence when a crucial
decision is to be made.
Is very good at weighing up the facts, carefully considering the pros and
cons of each option, and finally coming to a well considered decision.
Shows little enthusiasm or personal commitment to teams goals.

5. THE SHAPER
Is highly motivated.
Has a high degree of nervous energy and a great need for achievement.
The Shaper may lead the team, is single minded and critical.
Tends to be an aggressive extrovert and as such may elicit an
aggressive response from other team members.
Can create interpersonal problems as a result of his open criticism of
others.

5. THE SHAPER…
May lack the interpersonal understanding and warmth

The Shaper's directive approach is more orientated towards achieving
objectives than towards the stable maintenance of the team.
Shapers are excellent when it comes to sparking life into a team but
not useful in a team that is functioning well.

6. THE TEAM WORKER
Is a good communicator, trusting, sensitive, caring and not dominant.

Is perceptive and diplomatic not critical of other team members.
The presence of a Team Worker may contribute greatly to the team's
success simply by allowing better co-operation amongst team
members.
Places the group's objectives and the smooth running maintenance of
the group itself before their own personal ambition.

7. THE COMPLETER - FINISHER
Are hard working and conscientious.

Are concerned to ensure that the detailed aspects of a project, such as
testing, trialing and general administrative matters, are planned into
schedules.
Have great self-discipline and thus reflect discipline and orderliness in
others
Is reluctant to let a matter go unfinished.

8. THE SPECIALIST
Specialists have specialized knowledge in a particular area

Their job within the team is to be an expert in the area, and they
commit themselves fully to their field of expertise.
This may limit their contribution, and lead to a preoccupation
with technicalities at the expense of the bigger picture

9. THE IMPLEMENTER
Is concerned with detail.

Is an excellent implementer of schemes which others have devised.
Is a good organizer, and capable of directing subordinates.
Tend to be well controlled emotionally, and have a preference for
orderliness and routine.
Is driven by their identification with the organisation, together with a set
of principles

Thinking/Problem-solving
1. Plant
4. Motivator/Evaluator
8. Specialist
People Oriented/Feelings
2. Coordinator
6. Team worker
3. Resource/Investigator
Action
9. Implementer
5. Shaper
7. Completer/Finisher


Managing Team and Others

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Managing Team and Others

Uploaded by

Copyright:

Available Formats

MANAGING TEAMS

Dr. Ravindra Dey

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

• Understand what leadership is, and the

• Understanding different team roles while

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

NORTH SOUTH EAST WEST

Singh Bhat Banerjee Gupta

I Commercial Distribution Government Industrial

II Industrial Government Distribution Commercial

III Distribution Industrial Commercial Government

IV Government Commercial Industrial Distribution

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

Its members work as a team

They share a common goal

They have different backgrounds

Face situations where values may conflict

Choose from among various alternatives to achieve their goals

Perform complex tasks requiring high degree of interdependence / co-operation

Must perform at an extraordinarily high level in order to achieve their goals

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

My efforts should add value to the team

My goal not achieved if team goal is not

Use resources just sufficient to complete my part of the team task

‘Sail on’, rather than ‘pass on’

Create cooperative, friendly climate in team

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

That is called synergy

It has a multiplier effect

It grows in geometric progression, or even exponential

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

Please jot down immediately

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

but you know it

when you see it.

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

• Drives his men • Inspires his men

• Depends on authority • Depends on goodwill

• Evokes fear • Radiates concern

• Says “I” • Says “We”

• Shows who is wrong • Shows what is wrong

• Knows how it is done • Knows how to do it

• Demands respect • Commands respect

Reported in Doris Lessing: African Laughter.

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

Main Concerns: Main Concerns:

• Improve/maintain quality of • Arousing awareness of issues of

• Exchange relationship between leader • Superiors inspire followers with new

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

Source: Keith Davis

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

Supportive Behaviour - Concern for People

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

Country Club Team Leader

Supportive Behaviour - Concern for People Middle of the

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org

Supportive Behaviour - Concern for People Mo Support

SP JAIN GLOBAL EXECUTIVE EDUCATION | executive_education@spjain.org