MODULE 5

Module V
Team management − Styles and skills in
leadership and communication − Power and
politics in organization − Managing differences
and conflicts − managing change − Organization
and society
 What makes a good Team?

1. Good technical expertise

2. Good problem solving ability
3. Good inter-personal skills
4. Good Decision Making
5. Good Communication Skills
 What Is a Team?
• Work Team: A collection of persons who work
intensely on a specific common goal using their
positive synergy, individual and mutual
accountability, and complementary skills.
• A team comprises a group of people linked in a
common purpose.
• Teams are especially appropriate for conducting tasks
that are high in complexity and have many
interdependent subtasks.
 Types of Teams

• Problem-solving teams: temporary teams

established to attack specific problems in the
workplace and disbands after their task is over
(usually cross-functional teams)
• Self-managed work teams: primarily concerned
with works like project execution, developing
new products, servicing customers etc.
• Management teams: comprises managers from
various functional areas to coordinate work
teams
• Virtual teams: teams that may never actually
meet together in the same premises- through
teleconferencing, conference calls etc.

• Cross-functional Teams : A hybrid grouping of

individuals who are experts in various
specialties and who work together on various
tasks.
Groups versus Teams
 Differences- (contd…)
• Information sharing, in a team it is a collective
performance and in a group it is individual.
Synergy – In a group synergy is neutral while in a
team there is a +ve synergy.
Skill Set – It is very complementary with the people
in team, whereas, it varies in a group.
Trust – Not a major role in group. In a group
resource sharing is more than trust sharing. But in a
team trust sharing is major.
Characteristics of Effective Teams
 Characteristics of Effective Teams
• Are unified in their commitment to
team goals.
• Have a clear understanding • Have good communication
of their goals. systems.
• Have competent members • Possess effective negotiating skills
with relevant technical and Problem Analysis. Preparation.
interpersonal skills. Active Listening. Emotional Control.
Verbal Communication.
• Exhibit high mutual trust in Collaboration and Teamwork.
the character and integrity Problem Solving. Decision Making
of their members. Ability.
• Have appropriate leadership
• Have both internally and externally
supportive environments
 Characteristics of a team (contd.)
• Mission: Effective teams have a clear mission and purpose. It may be a
short-term objective (select a vendor for a project) or a long, ambitious
goal (find ways to improve customer satisfaction). Missions give teams
direction and purpose 

• Commitment: Committed to the team's mission. Commitment develops as

members begin to personalize their involvement and take ownership for
the team's success. Commitment may come immediate for some team
members, and it may take some time for others. Team members must
agree to some level of commitment. 

• Norms/Ground Rules: Effective teams have clear and appropriate ground

rules and norms. Example " Team meetings will be held on Wednesday
mornings from 9 to 10:30 a.m.” Ground rules provide teams with
guidelines and a common set of procedures to operate. 

• Effective Process: Competent, goal-oriented teams agree on a process (by

which to function and make decisions) for success
• Interdependence: Teams function
interdependently (by using skills, knowledge,
abilities and perspective of other team
members)
– Every member's role and work complements
someone else,
– and individual progress depends on the help and
input of others
– Effective teams function on the strength/skills of
all members
4-stage process of creating and developing teams
1. Prework: decision to form a team or not
2. Create performance conditions: give material resources
(tools, equipment and money), human resources
(appropriate blend of skilled professionals) and support
from the organization (willingness to let the team do their
work)
3. Form and build the team: clearly establish who is a
member and who is not, members must accept the team’s
overall mission and purpose, officials should clarify the
team’s mission and responsibilities
4. Provide ongoing assistance: supervisors should help the
team to eliminate problems and perform even better-
replenish material resources, replace problem-makers etc.
 Advantages of Using Teams
• Teams outperform individuals.
• Teams provide a way to better use employee
talents.
• Teams are more flexible and responsive.
• Teams can be quickly
assembled, deployed,
refocused, and disbanded.
 Current Challenges in Managing Teams
• Getting employees to:
– Cooperate with others
– Share information
– Confront differences
– Sublimate personal
interest for the greater
good of the team
Styles and skills in leadership
communication

JOHARI WINDOW
• The Johari Window is a communication model
• used to improve understanding between
individuals.
• Developed by Joseph Luft and Harry Ingham in
1955.
• There are two key ideas behind the tool:
– That you can build trust with others by disclosing
information about yourself. (sharing & being open)
– That, with the help of feedback from others, you
can learn about yourself
 The 4 quadrants
• 1. Open Area (Quadrant 1): represents the things that you
know about yourself, and the things that others know
about you. This includes your behavior, knowledge, skills,
attitudes, and "public" history.
• 2. Blind Area (Quadrant 2): represents things about you
that you aren't aware of, but that are known by others.
– can include simple information that you do not know, or deep
issues (for example, feelings of inadequacy, incompetence,
unworthiness, or rejection), which are often difficult for
individuals to face directly, and yet can be seen by others.
• 3. Hidden Area (Quadrant 3): represents things that you
know about yourself, but that others don't know.
• 4. Unknown Area (Quadrant 4): represents things that are
unknown by you, and are unknown by others.
Characteristics of people based on quadrants

• People who have a large Open Area are usually very easy to
talk to, they communicate honestly and openly with others,
and they get along well with a group.
• People who have a very small Open Area are difficult to talk
to, they seem closed off and uncommunicative, and they often
don't work well with others, because they're not trusted.
• Other people might have a large Blind Area, with many issues
that they haven't identified or dealt with yet.
– However, others can see these issues clearly. These people might
have low self-esteem, or they may even have anger issues when
working with others.
The ultimate goal of the Johari Window
• To enlarge the Open Area, without disclosing
information that is too personal.
– The Open Area is the most important quadrant, as,
generally, the more your people know about each
other, the more productive, cooperative, and
effective they'll be when working together.
– The process of enlarging the Open Area quadrant is
called "self-disclosure," and it's a give-and-take
process that takes place between yourself and the
people that you're interacting with.
• As you share information & provide
feedback your Open Area expands vertically
and your Hidden Area & Blind area gets
smaller. .
• the process of give and take, sharing, and
open communication builds trust within the
group.
 Power and politics in organisation; Conflict
Management

• SEMINAR TOPICS
– collect the slides
 The Meaning of Power
Power is the capacity of a person,
team, or organization to influence
others in a desired manner.
– The potential to influence others
– People have power they don’t use
and may not know they possess
– Power requires one person’s
perception of dependence on
another person

Southland Times, New Zealand

 Advantages of having power
With power you can…
• Negotiate favorably on behalf of someone in trouble
• Get a desirable placement for a talented subordinate
• Get approval for expenditures beyond the budget
• Get items on and off agendas
• Get fast access to decision makers
• Maintain regular, frequent contact with decision
makers
• Acquire early information about decisions and policy
shifts
 Types of Individual Power:
A Summary
Individual Power

Position Power
Personal Power
• Referent power
• Legitimate power
• Expert power
• Reward power
• Coercive power
Legitimate, Reward and Coercive Power
• Legitimate Power: The power a person receives as a
result of his or her position in the formal hierarchy
of an organization
• Reward Power: Power that achieves compliance
based on the ability to distribute rewards that
others view as valuable
• Coercive Power: the opposite of reward power: the
power that is based on fear of negative results-
power obtained by punishing (reprimand, demote,
fire etc.) undesirable behaviours
 Expert and Referent Power
• Expert power: Influence of a person based on
special skills or knowledge or abilities which
make him/her an expert and
– this expertise influences behaviours of others
• Referent power: An individual’s ability to
influence others’ behaviour as result of being
respected, admired or liked
– Influence is based on possession by an individual
of desirable resources or personal traits
 Consequences of Power
Sources Consequences
of Power of Power

Expert
Power
Commitment
Referent
Power
Legitimate
Power Compliance

Reward
Power
Coercive Resistance
Power
• Harassment and Power: Harasser stereotypes the
victim as subservient and powerless
• Harasser threatens job security or safety through
coercive or legitimate power
• harassment continues when the victim lacks
power to stop the behaviour

• Office Romance and Power: Co-workers believe

that employees in relationships abuse their power
to favour each other.
• Higher risk of sexual harassment when relationship
breaks off.
 Organizational Politics
• The term POLITICS relates to the ways
people use and gain power in organisations
• Attempts to influence others using
discretionary behaviours to promote
personal objectives
– Discretionary behaviours — neither explicitly
prescribed nor prohibited

• Politics may be good or bad for the

organization
Organizational Politics: More Likely at the
Top
Extent to Which Political Activity is Likely (range 0-3)

1.3 Political activity (1.22)

1.2 is perceived to
increase at higher (1.07)
1.1
organizational levels
1.0
.9
.8
(.73)
.7
(.54)
.6 (.50)
.5
.4
.3 (.18)
.2
.1
Production and Clerical and Technical and Lower Middle Upper
blue collar white collar professional management management management
Organizational Level
Types of Organizational Politics
1. Managing 2.Attacking and
impressions blaming

6.Creating
Types of 3.Controlling
obligations Organizational information
Politics

5.Cultivating 4.Forming
networks coalitions
Controlling Political Behaviour
Provide
Remove
Sufficient
Political Norms
Resources

Hire
Introduce
Low-Politics
Clear Rules
Employees

Increase
Free Flowing
Opportunities
Information
for Dialogue

Manage Change Peer Pressure

Effectively Against Politics
Managing differences and conflicts
• Conflict: a process in which one party
perceives that another party has taken or will
take actions that are incompatible with one’s
own interests
• E.g.: arguments, criticisms, disagreements etc.
 Types of conflict
• Intrapersonal conflict
• Interpersonal conflict
• Intragroup conflict
• Intergroup conflict
 Causes of conflict
1. Grudges
2. Malevolent (wicked) attributions
3. Destructive criticism
4. Distrust
5. Competition over scarce/limited resources
6. Changes in work patterns
7. Differences in perceptions
8. Difference in values
 Consequences of conflict
Positive effects Negative effects
• Increase in involvement and • Unresolved anger
cohesion • Personality clashes
• Clarification of issues • Less self esteem
• Increase in creativity • Diversion of energy from
work
• Negative climate
 Managing conflict
• Negotiations:

Popular conflict resolution styles

• Competition
• Collaboration
• Avoidance
• Accommodation
• Compromise

• Alternative Dispute Resolution (ADR)- mediation, arbitration,

agreement etc.
Managing Change in an Organization
• Organizational change is the process by which
organisations move from their present state to
some desired future state to increase their
effectiveness
– Planned or unplanned transformations in an
organisation’s structure, technology and/or people
 Levels of change
• Individual-level change: changes in job
assignment, transfer etc.
• Group-level change: affects workflows, job
design, status systems, communication etc.
• Organisational-level changes: reorganizing the
organizational structure and responsibilities,
revamping employee remuneration system
etc.
 Causes of change
External causes Internal causes
1. Globalization 1. Crisis
2. Workforce diversity 2. Changing employee
3. Technological change expectations
4. Managing ethical 3. Change in the work climate
behaviour
5. Government policies
6. Competition
7. Scarcity of resources
 Managing Organisational Change
• Assess need for change
• Decide on the change
• Implement the change
• Evaluate change
Methods of Introducing Change
• Use of group forces
– The behaviour, attitudes, beliefs and values of the
individual is grounded in group to which he or she
belongs.
– The characteristics a person hold is highly
influenced by the group to which he or she belongs.
• Use of change agent
– The change agent must himself change then only he will be able to
create a climate of support for change

• Shared rewards
– People who accepting the change get reward for that change.

• Concern for employees

– Change should only be introduced when it brings some benefit to
the employees
KURT LEWINS 3 STAGE MODEL OF CHANGE
MANAGEMENT
• REFREEZING MEANS STABILIZING THE CHANGE
INTRODUCED i.e making it permanent
 Sources of resistance to change
• Organisational level forces- structure, culture,
strategy
• Subunit level forces- power and conflict
• Group level forces- norms, cohesiveness,
groupthink
• Individual level forces- uncertainty, fear of loss,
selective perception, habit, misunderstanding,
lack of trust, different assessments and bias, low
tolerance for change
 Why is change important?

• Change is inevitable
• “Resistance to change can be regarded as an
irrational/ illogical response”
• organizations need to suppress resistance to
change
• Because change is important/ useful to the
organization in many ways such as :
1. Change is important for any organization
because, without change, businesses would likely
lose their competitive edge and fail to meet the
needs of their customers.
– As the world evolves, customer needs change and
grow, creating new demand for new types of products
and services -- and opening up new areas of
opportunity for companies to meet those needs.
2. Change that results from the adoption of new
technology is common in most organizations and
while it can be disruptive at first, ultimately the
change tends to increase productivity and service
3. Change allows the employees to
– learn new skills,
– explore new opportunities and
– contribute their creativity in ways that ultimately
benefit the organization through new ideas and
increased commitment. 
 4. Outcomes of change
• Structural changes: work simplification,
departmentalization etc.
• Behavioural changes: team building, cross-
cultural understanding etc.
• Technological changes: automation, wireless
connectivity etc.
So, overall an Organization benefit from change as it
results in
– new ways of looking at customer needs,
– new ways of delivering customer service,
– new ways of strengthening customer interactions and
– new products that might attract new markets.
– New employees joining an organization are especially
valuable because they can often point to areas of
opportunity for improvement that those who have been
long involved in the company might have overlooked.
 Education & Communication

• The starting point for successful change is to

communicate effectively the reasons why change is
needed!
• Honest communication about the issues and the
proposed action helps people see the logic of change
• Effective education helps address misconceptions about
the change, including misinformation or inaccuracies
• Education and communication are unlikely to achieve
very short-term effects. They need to be delivered
consistently and over a long-period for maximum impact
 Participation & Involvement

• Involvement in a change programme can be an

effective way of bringing “on-board” people who
would otherwise resist
• Participation often leads to commitment, not just
compliance
• A common issue in any change programme is just
how much involvement should be permitted.
Delays and obstacles need to be avoided
 Facilitation & Support

• Kotter & Schlesinger identified what they called

“adjustment problems” during change programmes
• Most people will need support to help them cope with
change
• Key elements of facilitation and support might include
additional training, counseling and mentoring as well
as simply listening to the concerns of people affected
• If fear and anxiety is at the heart of resistance to
change, then facilitation and support become
particularly important
 Co-option & Manipulation

• Co-option involves bringing specific individuals into

roles that are part of change management (perhaps
managers who are likely to be otherwise resistant to
change)
• Manipulation involves the selective use of information
to encourage people to behave in a particular way
• Whilst the use of manipulation might be seen as
unethical, it might be the only option if other methods
of overcoming resistance to change prove ineffective
 Negotiation & Bargaining

• The idea here is to give people who resist an incentive

to change – or leave
• The negotiation and bargaining might involve offering
better financial rewards for those who accept the
requirements of the change programme
• Alternatively, enhanced rewards for leaving might also
be offered
• This approach is commonly used when a business
needs to restructure the organisation (e.g. by
delayering)
 Explicit & Implicit Coercion

• This approach is very much the “last resort” if other

methods of overcoming resistance to change fail
• Explicit coercion involves people been told exactly
what the implications of resisting change will be
• Implicit coercion involves suggesting the likely negative
consequences for the business of failing to change,
without making explicit threats
• The big issue with using coercion is that it almost
inevitably damages trust between people in a business
and can lead to damaged morale (in the short-term)
• OD techniques can also
be used to manage
change in an
organisation
» Refer module 6
 Organization and Society
• Society: a community or a large group of people having common
or different traditions, cultures and values
• The social framework in which the organisation exits is known as
macroenvironment and it is composed of four segments namely:
– social, economic, political and technological
• Social environment focuses on demographics, lifestyles and
social values
• Economic environment focuses on the economy
• Political environment focuses on the legislative process, election
process and the interaction between firms, politics and
government
• Technological environment focuses on the changes in
technological advancement
• Organisations interact within their community in
different ways
• In the past that interaction was largely limited to their
local environment, consisting of the people from whom
the business drew its employees and where it mostly
sold its goods and services. There was a local relationship
• Now, they have started to concentrate on improving
working conditions and in the development of wider
social infrastructure, such as housing, education and
health care
 Benefit to society from organisation

• Supplying goods and services that

customer cannot, or do not want to,
produce themselves
• Creating jobs for customers, suppliers,
distributors and coworkers.
• Continually developing new goods,
services and processes
• Investing in new technologies and in the skills
of employees
• Building up and spreading international
standards, e.g. for environmental practices
• Spreading “good practice” in different areas,
such as environment and workplace safety
End of module V