Niaz Sahil

Kabul university

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Niaz SahilOutline syllabus• team• Group vs teams ,Stages of team development,• Types of teams, Team building process, How to build great teams

• Managing cross-functional teams, diverse teams, virtual teams, self managed teams.• Team building in globalized era

• Group

• What is a group, types of groups, group roles, status, size

• Formal and informal groups

• Group decision making

• Leadership

• Leadership Defined, Attributes of an effective leader

• Managing & leading teams

• Leadership vs management, Leadership Styles

Niaz SahilGroups and Teams

• Being in groups is part of everyday life and many of us will belong to a wide range of groups, for example: family groups, social groups, sports groups, committees, etc.

• There is some confusion about the difference between a group and a team; traditionally academics, communication and management theorists use the terms: group, group-working, group-interaction, group-structure etc. to refer to the dynamics of people working together towards a common cause.

• The word group however has a broader meaning – a group of passengers on a flight have a common characteristic – to travel, but they are not necessarily working towards a common cause. Groups do not even need to refer to people,

Niaz SahilContinue…• for example, a group of products in a supermarket, in this case the

group is arbitrary and could be defined by any number of variables.• A team is generally more specific. We would not refer to our airline

passengers as a team, unless they crashed on a desert island and needed to work together to survive. The distinction is that a team is working together for a common cause. A group of schoolchildren may be in the same class, whereas a team of schoolchildren may be working together on a specific project within the class.

• When we talk about groups and teams we use the terms interchangeably – it is possible to have a group without a team but not a team without a group. Although we use the word team throughout our pages we use the following definition of group:

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Two or more people

Shared goals

People see themselvesAs members

There is interactionAmong members

Group

Continue…• A group is a collection of

people with some common characteristics or purpose.

Niaz Sahilgroup dynamics

• the study or use of the processes involved when people in a group interact.

• "it is often helpful to group dynamics to introduce games and exercises into group discussion“

• Group dynamics deals with the attitudes and behavioral patterns of a group.

• Group Dynamics: it’s characteristics, stages, types, factors ,team building and other Details!

Niaz SahilTypes of group

Niaz SahilFORMAL GROUPS

• 1: FORMAL GROUPS: these groups are consciously created to serve an organizational objective. The crew of an airline flight is an example of a formal group.

Formal groups different types:• [a] Command group: It is a group determine by the

connection between individual who are a formal part of the organization. For eg, the marketing department comprising of the general manager and the other marketing staff.

• [b] Task group: A task group is created by the management to accomplish certain organizational goals. It is specifically created to solve the problem or preform a defined task.

Niaz Sahil2:Informal groups

• A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact.

different types of informal groups are:• [a] Interest groups: Interest groups consist of person

who share common interests. They may be job related interest, or such as sports, national politics or religion.

• [b] Friendship groups: friendship group consist of individual who come together because they share one or more common characteristics. They consist of people with natural affinities for one another

Niaz Sahil3:Primary Group

• A primary group is made up of a small group of people who interact regularly. A small team with a leader is an example of a primary group. A family can also be called a primary group. Within the primary group, values, beliefs and culture are all very important.

Niaz Sahil4:Secondary Group

• When a large number of people get together (who do not normally get together) it is called a secondary group. Secondary group members do not get the opportunity to get to know each other as well as primary group members because the interaction with each other is less than in a primary group. When a secondary group is formed, individuals usually have their own agenda and goals. The relationship they form is not long term and social interaction within a secondary group is likely to be low.

Niaz SahilSTAGES OF GROUP DEVELOPMENT

• Every group passes through different stages in its lifecycle. According to a popular model, every group passes through five distinct stages of group development

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• .(1) Forming: In the forming stages the members share personal information and try to know more about the tasks to be preformed.

• The stage of group development when the team discusses its purpose, defines and assigns tasks, establishes timelines, and begins forming personal relationships.

• (2) Storming: The stage of group development when the team clarifies its goals and its strategy for achieving them.

• the members compete for positions of status and control. This is a period of high emotionality and tension among group members. The storming stage is completed when the intra group conflicts are resolved and the group’s leadership is accepted.

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• (3) Norming: In this stage the group really begins to come together as a coordinated unit. Members start co-operating with each other and place their competing interest in the background.

• (4) Performing: This stage is sometimes called as total integration. During this stage, the group members work effectively and efficiently towards achieving the group objectives.

• (5) Adjourning: In this stage the group prepares for disbandment. The group’s focus is now on wrapping up activities rather than achieving high task performance.

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Group Decision Making

• Decision-making is the process whereby a final but best choice is made among the alternatives available.

• Group decision making (also known as collaborative decision making) is a situation faced when individuals collectively make a choice from the alternatives before them. This decision is no longer attributable to any single individual who is a member of the group.

Niaz SahilGroup decision making• Group decision making can be defined as the

process where decisions are made by a group after complete analysis of the situation. Group decision making can be an effective way of arriving at a solution for certain types of problems.

Niaz SahilTypes of Decision Making

Consensus Mode :• When all member of the group agree to the

decision arrived at, it is called ‘consensus’. Majority Vote :• If majority of the group members agree to the

decision arrived at, it is called ‘majority vote’

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Niaz SahilProcess (Cont.…)

Diagnosing the Problem: • To identify the problems to be solved.Developing Alternatives: • Through different sources like experience, practices in other

groups, and ideas & suggestions from different parties involved Evaluating the Alternatives • To know their plus & minus points, & then the most appropriate

alternative is selected. Implementation & Monitoring the Decision • Implementation of selected alternative, checking with

reference to the expectations, & making required corrections, if any.

Niaz SahilAdvantages of Group Decision-Making

• Advantages of Group Decision-Making Compared to an individual, the groups generally have a greater knowledge, expertise, & skill base to make better decisions.

• . Larger number of members provide more perspectives of the problem.

• . With larger number of group members, the participation also increases that helps reach quality decision.

• Following increased participation, comprehension of final decision arrived at is usually high.

Niaz SahilDisadvantages of Group Decision-Making

• It is a time consuming process. • Influencing members usually manipulate the

group decision in a direction of their interest & liking.

• Sometimes decisions made by the group members are simply a compromise between the various views & options offered by the group members.

Niaz SahilTechniques of Group Decision-Making

1) Brain Storming 2) Nominal Group Technique 3) Delphi Technique 4) Consensus Mapping

Niaz Sahil(1) Brainstorming technique

• Originally adopted by Alex Osborn in 1938 in an American Company According to him, brainstorming means using the brain to storm the problem. Four Basic Guidelines:

• 1) Generate as many ideas as possible.• 2) Be creative, freewheeling, & imaginative.• 3) Build upon piggybank, extend or combine earlier ideas. • 4) Withhold criticism of others’ ideas.Two underlying principles: • 1) Deferred Judgment, by which all ideas are encouraged without

criticism. • 2) Quantity breeds quality. • Advantages: o Useful for simple & well-defined problems and

Stimulates creativity

Niaz Sahil2) Nominal Group Technique (NGT)

• A nominal group exists in name only, & the members have minimal interaction prior to making decisions.

Process:• Members brought together & presented the problem.• Each members develops solution / ideas independently &

writes them on cards. • All present their ideas in a round-robin procedure. Brief

time is allotted to clarify ideas, after the presentation by all. • Group members individually rank their preferences for the

best alternatives by secret ballot.• Group decision is announced based on this ranking

Niaz Sahil(3) Delphi Technique

• “Delphi” is a place, where the ancient Greeks used to pray for information about the future. In this technique, members selected are experts, & scattered over large distances, having no face-to-face interaction for decision-making. The effectiveness of the technique depends on the adequate time, participants’ expertise, communication skills, & motivation of the members

Niaz SahilContinue.. process• The problem is identified and a set of questions (a questionnaire)

are built relating to the problem. • Experts in the problem area are identified and contacted, to whom

the questionnaire is sent. They anonymously and independently answers the questions and sends it back to the central coordinator.

• These responses are compiled and analyzed and on their basis, a second questionnaire is developed, which is mailed back to participating members to comment, suggest and answer the questions, possibly generating new ideas.

• The responses to this second questionnaire are complied and analyzed and if a consensus has not been reached, then a third questionnaire is developed, pinpointing the issue and unresolved areas of concern.

• The above process is repeated until a consensus is obtained. Then the final decision is taken.

Niaz Sahil(4) Consensus Mapping

• Here, an attempt is made to arrive at a decision by pooling the ideas together generated by several task sub-groups.

Process: • It begins with developing ideas by a task sub-group. The

facilitators encourage participants to further develop clusters of ideas.

• The ideas so generated are developed & narrowed in smaller number of ideas.

• They are consolidated into a representative structure called ‘strawman map’, which is further narrowed down to arrive at a mutually acceptable solution.

Niaz SahilTeam

• A team is a group of people who collaborate on related tasks toward a common goal.

• A team is a group of people who work together toward a common goal. Teams have defined membership (which can be either large or small) and a set of activities to take part in. People on a team collaborate on sets of related tasks that are required to achieve an objective. Each member is responsible for contributing to the team, but the group as a whole is responsible for the team's success/

Niaz SahilStages of team development

• Teams move through a series of stages, beginning when they are formed and ending when they are disbanded. Bruce Tuckman identified four distinct phases of team development: forming, storming, norming, and performing. Each has a primary purpose and a common set of interpersonal dynamics among team members. Tuckman proposed that all are inevitable and even necessary parts of a successful team's evolution.The model of group development was first proposed by Bruce Tuckman in 1965.

Niaz SahilStages of team development• Stage 1. Forming. When teams first get together, members are

generally cautious and uncertain about many things. During This stage of team development the team discusses its purpose, defines and assigns tasks, establishes timelines, and begins forming personal relationships.2. Storming. Inevitably the process begins to heat up under the pressures of work and conflicting perspectives. People jockey for influence. Patient and impatient people clash. Trust is tested, and confusions around goals and roles begin to surface. If there are heavy deadlines, this stage can be quite tense.

• Stage 3. Norming. As people get to know each other, they reconcile and agree on things like decision-making processes, resources, timing, quality standards. A "norm" is something everyone understands. Norms are the formal and informal rules that make up the operating system of productive work.

Niaz SahilContinue…• Stage 4. Performing. • The final stages of team development involve using all the

experience and understanding with each other to get results for each other and the organization

• 5: Adjourning• Many teams will reach this stage eventually. For example,

project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring.

• Team members who like routine, or who have developed close working relationships with other team members, may find this stage difficult, particularly if their future now looks uncertain.

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Types of Teams

• The development of teams and teamwork has grown dramatically in all types of organizations for one simple reason: No one person has the ability to deliver the kinds of products and services required in today's highly competitive marketplace. Organizations must depend on the cooperative nature of many teams to create successful ventures { تړل مال ته .and outcomes {سختي

• Teams can be vertical (functional), horizontal (cross‐functional), or self directed (self managed) and can be ‐ ‐used to create new products, complete specific projects, ensure quality, or replace operating departments

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• 1: Functional teams perform specific organizational functions and include members from several vertical levels of the hierarchy. In other words, a functional team is composed of a manager and his or her subordinates for a particular functional area. Accounting, personnel, and purchasing departments are examples of functional teams.

Niaz SahilCont…2: self-managing team• A self-managing team is a group of employees working

together who are accountable for all or most aspects of their task

• Self directed work teams (SDWTs) are designed to give ‐employees a feeling of “ownership” of a whole job. For example, at Tennessee Eastman, a division of Eastman Kodak Company, teams are responsible for whole product lines—including processing, lab work, and packaging. With shared team responsibilities for work outcomes, team members often have broader job assignments and cross train to master other jobs. This ‐cross training permits greater team flexibility.‐

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3: Cross functional teams‐• Cross functional teams are made up of experts in various ‐

specialties (or functions) working together on various organizational tasks.

• These days teams are made up of employees from about the same hierarchical level but from different work areas, who come together to accomplish a task. The examples of cross functional teams can be task forces and committees. A task force is a temporary cross functional team and committees are group made up of members from across departmental lines.

Niaz SahilCont…

• 4: Problem solving teamsThese are the traditional types of teams and in the beginning almost all teams of this form. Generally there are five to ten employees in every department who meet for a few hours every week to discuss the methods to improve efficiency and the quality of work. The purpose of these teams is to share the ideas and listen to the suggestion about the methods of improving the work processes. These teams usually give the suggestions only and do not have the authority to implement these suggestions. The quality circles are the most common form of problem solving teams

Niaz SahilCont..5: Virtual (مجازی ) Team• A virtual team is a temporary group created to accomplish

specific tasks by using technology to collaborate remotely. • A virtual team is a group of individuals in different

geographic locations who use technology to collaborate on work tasks and activities. The use of this kind of team has become prevalent in organizations due to the reduced costs of technology, the increased availability of collaborative technologies, the shift toward globalization in business, and greater use of outsourcing and temporary workers. Virtual teams require effective project management to facilitate communication and coordinate member activities.

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Types of Virtual Teams

1: Networked teams are loosely organized; they are usually formed to address a short-term objective and are dissolved after they accomplish that objective. Similar to task forces and cross-functional teams.2: Parallel teams are highly task-focused and draw on individuals from different functional areas and locations. While they generally complete their work on a defined schedule, parallel teams may not be disbanded but may instead remain to take on a subsequent set of tasks.

3: Project development teams work on complex sets of activities over a long time period. They may be formed to develop new products, deliver a new technology system, or redesign operational processes.

Niaz SahilTypes of Virtual Teamscont…

• 4: Functional teams are comprised of people from the same department or area who collaborate on regular and ongoing activities, examples of which include providing training, executing marketing initiatives, and conducting research and development.

• 5:Service teams work with customers to address their purchasing and post-purchase needs. These teams enable a company to provide consistent service, often 24/7, to support customers wherever they are.

• 6: information systems development (ISD) teams make use of lower-cost labor, typically offshore, to develop software. They are typically created by dividing up the work of larger projects and assigning specific pieces to independent contractors or teams of developers.

Niaz Sahildiverse team { ډول ډول { مختلف،

diverse team• With increasing globalization, many organisations face

tougher competition at the same time they are working in a more complex environment, needing to coordinate geographically dispersed operations and a cross-cultural workforce.

• This leads to diverse teams becoming more common at all levels of the organisation. Diversity can be based on various characteristics such as gender, age, nationality, ethnic and/ or cultural group etc, or on indicators of cognitive diversity such as international experience, education, industry and work experience that can all lead to different perspectives.

Niaz Sahildiverse team

• Example• In 2011, Nokia’s leadership group is an example of a

diverse team of thirteen members. This includes three women, one non-white, six Finns, four Americans, one Canadian, one British and one Australian. Three were born in the ‘50s, one in the 70’s and the rest in the ‘60s. Their work experience covers Europe, North American and East Asia and their educational backgrounds include engineering, technology, psychology, law, economics and finance from a variety of institutions while the team members represent many functions.

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How can build a successful team?Six items are crucial to help teams function effectively.

• 1. Mission• It is the shared commitment to a specific mission that helps define a

team. A mission statement can provide powerful documentation about the team's purpose. Creating a mission statement requires team members to think about, discuss and come to agreement on the following questions:

• What is the work we were brought together to do?• Why can this work best be done as a team?• What will be different as a result of our working together?• What will our work create for our organization, our team and

ourselves?• For standing teams: How will we measure our success in an on-going

way?

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2. Goals• Mission statements give a team guiding

principles, but goals give the team a real target for their activity. Goals should be something worth striving for -- important results that the team can provide for the organization.

• The best goals are S-M-A-R-T goals:• Specific, Measurable, Achievable, Relevant and

Time-bound.

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• 3. Roles and responsibilities• It's particularly important in a team environment that team

members know what is expected of each of them. Without these expectations, members can't develop mutual accountability or trust in the team. When a team's expectations are clear and members meet (or exceed) expectations, trust and an increased sense of "teamness" are natural by-products

• 4. Ground rules• To be effective, teams need to be explicit about the ways they

will work together. Ground rules are guidelines for specific behaviors. Teams don't need a lot of groundrules to work together well, but everyone on the team should agree to the ground rules and share responsibility for ensuring that they are followed.

Niaz SahilCont..5. Decision-making• Teams may choose different models for making decisions; the most

important factor is that the decision-making model be explicit and understood by all team members. A clear decision making model describes who makes the decision and how others will be involved.

6: Effective Group Process• A) Communication:

Using groundrules as a starting point, teams need to develop practices for open communication

• B) Mutual Accountability:Each member of a team is responsible for the success of the team as a whole.

• C) Appropriate self-evaluation:It is be helpful for team members to "stop action" at regular intervals and check out how the team is working.

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Leadershipunit 3

Niaz SahilLeadership

• Leadership is defined as the process by which an individual influences others in ways that it helps in attaining group or organizational goals.

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The Attributes of an Effective Team Leader

• An effective team leader has attributes that can instill confidence in her team as well as contribute to the growth of the company through improved team productivity. When you are hiring or promoting people into managerial positions, you need to look for the attributes that make effective team leaders. Hiring the right leaders is one way in which you insure the success of your company.

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The Attributes of an Effective Team Leader

1: Vision• An effective leader needs to be able to envision team

success and be able to put that vision into action. The ability to act on an idea or make decisions that are in line with the company mission is what separates an effective leader from an ineffective leader. The ineffective leader may have ideas and understand the company's vision, but he is unable to translate those ideas into actions. The effective leader envisions the results that will bring success and creates plans that will bring about those results.

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2: Constitution• An effective team leader has a level-headed

constitution. She does not get rattled every time there is a problem, and her ability to remain calm helps her to make good decisions. Your company managers will deal with issues and problems all day long. Panicking each time a decision needs to be made leads to rash actions, and it also erodes the staff's confidence in management. The ability to rationally analyze a situation and make important decisions is a strong attribute in an effective team leade

Niaz SahilCont….3: Delegation• One of the traits of an effective team leader is the ability to use

available team resources to create maximum productivity. Rather than dictating team actions, a leader analyzes the situation and delegates responsibility to team members who are best equipped to handle the tasks. This means that an effective team leader spends time understanding the strengths and weaknesses of his staff members and helps employees to realize their potential.

4: Energy• An effective leader offers more than enthusiasm to her team. She

becomes a source of positive energy that inspires and motivates team members to be productive. The competent leader understands that positive energy needs to be tempered by realistic expectations. There is a difference between being energetic and trying to inspire employees to do things they are not qualified for or capable of doing.

Niaz SahilHow to Lead a team Effectively

• Companies hire employee team leaders to help run their organizations. Employee team leaders act as a bridge between company management and its employees. Effective team leaders monitor budgets, track operations and keep managers aware of problems. An effective employee team leader must know how to communicate and should respect all employees. One employee team leader responsibility involves keeping the team productive and satisfied. Effective leaders find ways to interact with their team, such as through meetings.

• Follow the below steps for managing the team effectively :

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Step 1:• Develop an open-door communication policy as a team leader.

Effective leaders allow their employees to communicate any issues. Some of your team members may resist having discussions. As a team leader, keep the communication opportunity available. Offer different ways for your team to communicate. Employee team members can send you emails or use the telephone.

Step 2:• Hold employee team meetings. The meeting should be held on a

regular basis, such as every Friday. Create an agenda for your employee team. Before you create the agenda, know the issues for discussion. Bring enough copies for all employee team members. The team should concentrate on company-related issues.

Niaz SahilCont…Step 3:• Learn the work style of each team member. Effective leaders

recognize how their team members work. Some team members want someone to delegate. Other team members thrive on leading. When you have the option, match assignments to the employee's work style. Your team members can concentrate on what they like, and you get a more productive worker.

Step 4:• Allow each team member to participate. Leaders make sure

everyone has a voice. Do not exclude anyone. Each member must feel he is contributing to the team's goals. When a team member's contribution has a positive effect, discuss this information during the next meeting. Team employee recognition helps maintain a productive work setting.

Niaz SahilCont…Step 5:• Give employee team members ways to communicate with

each other. As a leader, explain the importance of team members communicating. Team communication helps identify work-related problems. Having a set time for employees to meet offers a solution. Busy offices can use emails to communicate throughout the work day. Your employees can send you copies of their team communication emails.

Step 6:• Monitor your team's performance. If you have team members

who perform poorly, you can meet with them in private. Decide upon a periodic time to measure your team's performance. For example, a well organized and productive team may need monthly monitoring. Let your team members know about chronic employee-related issues in writing.

Niaz SahilLeadership vs management• – The manager administers; the leader innovates.• – The manager is a copy; the leader is an original.• – The manager maintains; the leader develops.• – The manager focuses on systems and structure; the leader focuses on

people.• – The manager relies on control; the leader inspires trust.• – The manager has a short-range view; the leader has a long-range

perspective.• – The manager asks how and when; the leader asks what and why.• – The manager has his or her eye always on the bottom line; the

leader’s eye is on the horizon.• – The manager imitates; the leader originates.• – The manager accepts the status quo; the leader challenges it.• – The manager is the classic good soldier; the leader is his or her own

person.• – The manager does things right; the leader does the right thing.

Niaz SahilLeadership styles

• The total pattern of leaders’ actions as perceived by their employees is called leadership style. It represents the leaders’ philosophy, skills and attitudes in practice.

• It is necessary to study the different leadership styles from which an appropriate style can be selected, depending upon the situation in which leadership is to be exercised and the nature of the followers involved.

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• 1. Autocratic or Authoritarian leadership• An autocratic leader centralizes power and decision-making in

himself. He gives orders, assigns tasks and duties without consulting the employees. The leader takes full authority and assumes full responsibility.

• Autocratic leadership is negative, based on threats and punishment. Subordinates act as he directs. He neither cares for their opinions nor permits them to influence the decision. He believes that because of his authority he alone can decide what is best in a given situation.

• the leader tells his or her employees what to do and how to do it, without getting their advice

Niaz SahilCont…• 2: participative or democratic - the leader includes one or more

employees in the decision making process, but the leader normally maintains the final decision making authority.

• Democratic leaders make the final decisions, but they include team members in the decision-making process. They encourage creativity, and people are often highly engaged in projects and decisions.

Advantages for democratic leadership are as • (i) higher motivation and improved morale;• (ii) increased co-operation with the management;• (iii) improved job performance;• (iv) reduction of grievances and • (v) reduction of absenteeism and employee turnover

Niaz SahilCont…3.The Laissez-faire / delegative or Free-rein leadership• the leader allows the employees to make the decisions,

however, the leader is still responsible for the decisions that are made.

• leaders give their team members a lot of freedom in how they do their work, and how they set their deadlines. They provide support with resources and advice if needed, but otherwise they don't get involved. This autonomy can lead to high job satisfaction, but it can be damaging if team members don't manage their time well, or if they don't have the knowledge, skills, or self motivation to do their work effectively. (Laissez-faire leadership can also occur when managers don't have control over their work and their people.)

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• 4. Paternalistic leadership• Under this management style the leader

assumes that his function is fatherly or paternal. Paternalism means papa knows best. The relationship between the leader and his group is the same as the relationship between the head of the family and the members of the family. The leader guides and protects his subordinates as members of his family.

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theories

•

Niaz Sahiltrait theories

trait theories assume that people inherit certain qualities and traits that make them better suited to leadership. It is based on the belief that 'Leaders are born & not made‘.Trait theories argue that effective leaders share a number of common personality characteristics, or "traits.• People are born with inherited traits.• Some traits are particularly suited to leadership.

Niaz SahilThe big five personality traits

• Neuroticism - A tendency to easily experience unpleasant emotions such as anxiety, anger, or depression.

• Extroversion - Energy, surgency, and the tendency to seek stimulation and the company of others.

• Agreeableness - A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others.

• Conscientiousness - A tendency to show self-discipline, act dutifully, and aim for achievement.

• Openness to experience - Appreciation for art, emotion, adventure, and unusual ideas; imaginative and curious.

Niaz SahilBehavioral Theories(Managerial Grid)

Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.• Leaders can be made, rather than are born.• Successful leadership is based in definable,

learnable behavior

Niaz SahilSituational/ Path goal theory

• Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate. In other instances where group members are skilled experts, a democratic style would be more effective.

• Two common situational theories include Fiedler's contingency model and House's path-goal theory.

Niaz SahilContingency Theory -Hersey Blanchard

• Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.

• Fiedler's contingency model suggests that leadership effectiveness depends on both leadership style (being task or human orientation) and the degree to which the situation gives the leader control and influence.

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path-goal theoryThe path-goal theory proposes that the effectiveness of leadership is influenced by the interaction of leadership behaviour and contingency factors, including employee characteristics (ability, experience, need for achievement, etc.) and environmental factors (task structure, authority system, team dynamics, etc.). Path-goal theory suggests that leaders should support their team by setting a clear path to follow and removing roadblocks in order to allow them to achieve their goals. The leader is expected to adopt different leadership behaviours fluidly according to the situation.• Four leader behaviours are identified:• Directive path-goal clarification• Supportive leadership• Participative leadership• Achievement oriented leadership• In path-goal theory, the effectiveness of different styles of leadership style is

dependant on the combination of a particular set of employee characteristics, task and environmental factors. This suggests that an effective leader will utilise aspects from various leadership styles, depending on the individual situation.

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Unit--5Conflict

•

Niaz Sahilconflict

• Many people try to avoid conflict at all costs. Others tend to blame someone or something else for causing it. These responses do not resolve conflict and may make the situation worse.

• Conflict is a normal part of life and there are many issues that could cause conflicts to arise within community organisations. Conflict can occur between employees, committee members, ordinary members, volunteers, clients or the community.

• If not resolved, conflict can be highly destructive. However, committees can take steps to minimise potential situations of conflict before they arise or to resolve conflict constructively

Niaz Sahil types of conflict:

• Task Conflict: It refers to the conflicts and disagreements among individuals related to a certain task, its content, direction and goal.

• Relationship Conflict: Relationship conflict focuses on interpersonal relationships and hostilities among individuals of an organization.

• Process Conflict: Process conflicts refer to the disagreements about how the work should get done.

Niaz SahilFIVE STAGES OF CONFLICT:

• 1. Potential opposition or incompatibility.• 2. Cognition and personalization.• 3. Intentions.• 4. Behavior.• 5. Outcomes.

Niaz Sahil1: Potential Opposition or Incompatibility:

It includes the presence of a condition that creates opportunities for conflicts to arise.• The conditions that can cause conflict are of 3 types.• Communication: Insufficient exchange of information and noise in the

communication channel are all barriers of communication and create conditions for conflicts

• Structure: Size and specialization act as a force to stimulate conflict. The larger the group, the more specialized their activities, the greater the likelihood of conflict.

•Personal variables: This includes the value systems each person has and personality characteristics each possess. Difference in value systems are a source of conflict, as they result in disagreement between members of the group.

Niaz Sahil2: Cognition and Personalization• This step in the conflict process is important because it is in the

step the parties decide what the conflict is done. Awareness by one or more parties about the existence of conditions that create opportunities for conflict to arise is called perceived conflict. Emotional involvement in the conflict creating anxiety, frustration and enimity is called felt conflict. Positive emotions help in finding solutions to solve conflicts while a negative emotion enhances the conflict.

3: Intensions• These are the decisions to act during conflict. There are five

conflict handing intensions. They are:• Competing:• Collaborating• Avoiding• Accommodating

• Compromising:

Niaz Sahil 4:Behavior• In this stage, each party's intentions are implemented. This

is an interactive stage.5: Outcome• The action-reaction between conflicting parties results in

two kinds of outcomes.• i) Functional outcomes: Conflict results in improved

performance of the group. It improves the quality of decisions, brings about creativity and innovations, encourage interests and curiosity among group members.

• ii) Dysfunctional outcomes: It reduces the effectiveness of the group. It is as a result of uncontrolled opposition. It leads to destruction of the group. It reduces group communication and group coordination.

Niaz SahilSummary of the 5 stages

• Latent Stage: Participants not yet aware of conflict

• Perceived Stage: Participants aware a conflict exists

• Felt Stage: Stress and anxiety• Manifest: Conflict is open and can be observed• Aftermath: Outcome of conflict, resolution or

dissolution

Niaz SahilThe causes of conflict• 1. Individual Difference:• Inn society, men are not alike in their nature, attitudes, ideal, interest

and aspirations. Due to this difference, they fail to accommodate themselves which may lead to conflict among them.

• 2. Cultural Difference: Culture is the way of life of a group. It differs from society to society. The culture of one group differs from the culture of the other group. These cultural differences among the group, sometimes cause tension and lead to conflict.

• 3. Clashes of Interests: The clash of interests of different people makes conflict inevitable. The interests of the workers clash with those of employers lead to conflict among them.

• 4. Social Change: Conflict also arises due to the difference between rates of social change. The change in the moral norms of a society and man's hopes, aspirations and demands leads to conflict .The conflict between the old and new generations is owing to social changes. Conflict is an expression of social disequilibrium.

Niaz SahilConflict Management

• ‘Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of non-productive escalation. Conflict management involves acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment.’ All members of every organisation need to have ways of keeping conflict to a minimum – and of solving problems caused by conflict, before conflict becomes a major obstacle to your work.

Niaz Sahil5 conflict management techniques

1. Collaborating: win/win2. Compromising: win some/lose some3. Accommodating: lose/win4. Competing: win/lose5. Avoiding: no winners/no losers

Niaz SahilCollaborating: win/win

Collaborating I win, you win • Collaboration involves an attempt to work with the other person to find

a win-win solution to the problem in hand - the one that most satisfies the concerns of both parties. The win-win approach sees conflict resolution as an opportunity to come to a mutually beneficial result.

When to use:• When there is a high level of trust• When you don't want to have full responsibility• When you want others to also have "ownership" of solutions• When the people involved are willing to change their thinking as more

information is found and new options are suggested• When you need to work through animosity and hard feelingsDrawbacks:• The process takes lots of time and energy• Some may take advantage of other people's trust and openness

Niaz SahilCompromising Winning something while losing a little is OK.• Compromising looks for an expedient and mutually acceptable

solution which partially satisfies both parties.Examples of when compromise may be appropriate:• When people of equal status are equally committed to goals• When time can be saved by reaching intermediate

settlements on individual parts of complex issues• When goals are moderately importantDrawbacks:• Important values and long-term objectives can be derailed in

the process• May not work if initial demands are too great• Can spawn cynicism, especially if there's no commitment to

honor the compromise solutions

Niaz SahilAccommodating• I lose, you win• This is when you cooperate to a high-degree, and it may be

at your own expense, and actually work against your own goals, objectives, and desired outcomes. This approach is effective when the other party is the expert or has a better sol

When to use:• When an issue is not as important to you as it is to the

other person• When you realize you are wrong• When you are willing to let others learn by mistake• When you know you cannot win• When harmony is extremely important

Niaz SahilCompeting/Forcing

• I win, you lose• This is the “win-lose” approach. You act in a very

assertive way to achieve your goals, without seeking to cooperate with the other party, and it may be at the expense of the other party. This approach may be appropriate for emergencies when time is of the essence, or when you need quick, decisive action, and people are aware of and support the approach.

• is used When goals are extremely important, one must sometimes use power to win.

Niaz SahilCont..

When to use Competing/Forcing style:• When you know you are right• When time is short and a quick decision is needed• When a strong personality is trying to steamroller

you and you don't want to be taken advantage of• When you need to stand up for your rightsDrawbacks:• Can escalate conflict• Losers may retaliate

Niaz SahilAvoiding/Withdrawing

• Avoiding conflict involves one of the conflicted parties avoiding communicating about or confronting the problem, hoping it will go away. By not participating in the problem-solving process, she is effectively removing herself from it. When employing this approach, the conflict might go away if the other party doesn't press for a resolution. The underlying differences between the parties are never resolved.

Niaz SahilC0nt…

When to use Avoiding/Withdrawing style of conflect :• When the conflict is small and relationships are at stake• When you're counting to ten to cool off• When more important issues are pressing and you feel you don't

have time to deal with this particular one• When you have no power and you see no chance of getting your

concerns met• When you are too emotionally involved and others around you

can solve the conflict more successfully• When more information is neededDrawbacks: Important decisions may be made by default Postponing may make matters worse