MODULE-5

Teams
 TEAM

• Team consists of a small number of people

with complementary skills working towards
a common goal or objective and hold a
mutual accountability.
 ADVANTAGES OF TEAMS

• Effective utilisation of resources

• Better decisions
• Motivation
• Self development and growth
• Organisational enhancement
STAGES OF TEAM DEVELOPMENT
 ORIENTATION (FORMING STAGE)

• The first stage of group development is

the forming stage. This stage presents a
time where the group is just starting to
come together and is described with
anxiety and uncertainty.
 POWER STRUGGLE (STORMING STAGE)

• The storming stage is where dispute and competition are at its greatest because now group
members have an understanding of the work and a general feel of belongingness towards
the group as well as the group members.
• This is the stage where the dominating group members emerge, while the less
confrontational members stay in their comfort zone.
• Questions around leadership, authority, rules, policies, norms, responsibilities, structure,
evaluation criteria and reward systems tend to arise during the storming stage.
 C O O P E R AT I O N A N D I N T E G R AT I O N ( N O R M I N G S TA G E )

• In this stage, the group becomes fun and

enjoyable. Group interaction are lot more
easier, more cooperative, and productive,
with weighed give and take, open
communication, bonding, and mutual
respect.
 SYNERGY (PERFORMING STAGE)

• At this stage, the morale is high as group members actively

acknowledge the talents, skills and experience that each
member brings to the group. A sense of belongingness is
established and the group remains focused on the group's
purpose and goal.
• Members are flexible, interdependent, and trust each other.
 CLOSURE (ADJOURNING STAGE)

• This stage of a group is usually reached

when the task is successfully completed.
At this stage, the project is coming to an
end and the team members are moving
off in different directions.
 TEAM- CHARACTERISTICS

• Clarity of goals and objectives

• Communication
• Clarity of roles
• Suitable and situational leadership
• Participation
• Open discussion and conflict
• Consensus decisions
• Valued diversity
• Continiuos self assessment
 PROCESSES OF TEAMWORK

• The transition process is the phase during

which a team is formed
• Action processes comprise the phase during
which a team performs its work
• Interpersonal processes include activities that
occur during both the transition and action
processes.
 CLASSIFICATION OF TEAMS

• Based on the Nature of management

• 1. self managed teams
• 2.Supervised teams
• Based on the Period of existence
• 1. Permanent teams
• 2. Temporary teams
• Based on the Nature of work
• 1. work teams
• 2. Management teams
• 3. Task force
• 4. committees
• 5. virtual teams
• 6. cross-functional teams
 REASONS FOR TEAM FAILURE

• Unclear Roles
• Absence of team dynamics
• Inconsistent vision and goals
• Time management
• Impact of changing market scenarios
 CREATING EFFECTIVE TEAMS

• Define the Purpose

• Complementary skills
• After Assembling-deadline ,responsibility assigned
• Operating standards and the expected output should be clearly specified
• Regular meetings should be conducted
• Recognise and reward both individual and group performance
• Continous efforts to create an effective team
MODELS OF TEAM EFFECTIVENESS
 POWER

Meaning :Power is the capacity of a person , team or

organisation to influence others. Power is not the act of changing
others attitude or behaviour. It is only the potential to do so.
Power is the ability to influence other people. It refers to the
capacity to affect the behaviour of the subordinate with the
control of resources. It is an exchange relationship that occurs in
transactions between an agent and a target. The agent is the
person who uses the power and target is the receipt of the
attempt to use power.
 DISTINCTION BETWEEN POWER,
AUTHORITY AND INFLUENCE

Power is the ability to influence someone else.

Influence is the process of affecting the thoughts, behaviour and feelings
of another person.
Authority is the right to influence another person. Authority is a legitimate
right to influence others.
 SOURCES OF POWER

According to French and Raven, a manager drives power from five sources
1.Reward Power
It is based on the agent's/manager's ability to control rewards the
target/employee wants. The common, e.g., of it are managers control
rewards of salary increases, bonuses and promotions. This power is
based on old saying that 'wealth is power’.
2.Coercive Power
It is opposite of reward power. It is based on a manager's ability to cause
an unpleasant experience for its people. In organizational situation, it may
be in the form of action for or threat for dismissal, suspension, or
demotion, for the people working in organization.
3.Legitimate Power
It is based on position and mutual agreement. Both the agent and target agree that the agent has the right to
influence the employees. It is in the form of authority which is delegated to the positions of organizational
members.
4.Referent Power
It is an elusive power that is based on interpersonal attraction. Charismatic individuals are often thought to
have referent power. Here, people take somebody as ideal and behave accordingly upto a certain stage.
5.Expert Power
It exists when the agent has information or knowledge that the target needs. It is based on the proverb,
"knowledge in power". Three conditions to be fulfilled are :
(1) The target must trust that the information given by the agent is accurate and correct.
(2) The information should be relevant and useful to the target.
(3) The target must consider the agent as an expert
 CONTINGENCIES OF POWER

1.Substitutability;
It refers to availability of alternatives. Power is strongest when some one has a monopoly over a valued resource.
Conversely , Power decreases as the number of alternative sources of the critical resources increases.
A Company known as Microsoft best demonstrates substitutability. The availability of resources in the computer industry is vast,
however Microsoft has developed a company of self-reliance. Many of their competitors have been driven out of business do to
the fact that Microsoft has developed an operating system that is easy to use. This system is one of the most widely used systems
known in North America which runs independently with it’s own software thus creating a monopoly over the computer software
industry. They have controlled tasks by buying smaller competitors and destroyed their businesses. Controlling their domain by
not letting other companies even have a chance at competing with them therefore giving Microsoft the power to charge almost
any price for their product.
2.Centrality
It refers to the degree and nature of interdependence between the power holders and others.
Employees and employers have had many battles in the past and will have many battles in the future and one key element to these battles is centrality.
This element determines how much and how many are effected by the powerholder’s decisions. Kal Tire is a great example, having a head office in
Vernon, BC, that can make decisions that effect all of the smaller outlets across the country. Whereas the individual outlets can only perform tasks and
deploy orders to it’s own small group of people of one store. Kal Tire is not a unionized company, however if it were up to the employees, they would
have a high source of centrality, because the inventory levels are very low in all areas of the company and that stockpiling costs extra money. If the
employees were to go on strike it would be very difficult to disperse the required stock to each individual outlet where the stock is actually sol d.
4. Discretion
The power to make decisions without asking. This usually deals with upper and lower management positions. It is actually the ability to follow company
protocol. Management seems to the average employee as the people who tell them what to do, but what they do not understand is that each individual is
actually being tested no matter what their position is. The only difference between the workers at the top and the workers at the bottom is their ability to
follow specified rules and regulations. If a supervisor fires a worker, the worker feels anxiety towards the man instead of himself for not following the
rules. Discretion increases as you move up in management. For instance the owner of the company has a lot more power of discretion than the
supervisor, because the owner has a lot less rules and guidelines that he must follow. Most companies have specific guidelines in which they must follow
or else their own job will be up for review. Thus making a vital role in management’s proper execution or lack of discretion, extremely important.
4.Visibility
Visibility is the key element of letting others know how much power one has within a company. Whether or not one decides to be
discrete about this is up to them. The only way others will know how much power an employee has is by several different signs one
being how well known is that person with the senior managers. People often use diplomas or trophies to display how much knowledge or
power they control. The best way to become visible to an employer or manager is to take on tasks that stand out from the rest, either in
difficulty or presentation. An example of this would be the difference between making it to management or being passed over. Blow your
own horn, this is a very advantageous technique but if used improperly can also be a hindrance to one’s career because no one likes an
arrogant loud mouth. One must take on tasks that will put them in direct line with the managers demonstrating the ability to achieve skills
that are upheld by the employer and senior personnel .
 CONSEQUENCES OF POWER

1. Commitment
2. Compliance
3. Resistance
THANKYOU