Influencing

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M.S Ramaiah School of Advanced Studies - Bangalore
Session Speaker
Uday Kumar J agannathan
Influencing
Session 5
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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
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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
Words
What you say: Word choice, phrasing,
filler words, etc.
9% of the
message
Voice
The way you say it
Tone, volume, pitch, speed, etc.
41% of the
message
Body
How you look when saying it
Eye contact, posture, gestures,
proximity, facial expression, etc.
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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S
O
C
I
A
B
L
I
T
Y
D O M I N A N C E
Thinking Oriented
Analyst
Nurturer Promoter
Action Oriented
Intuition Oriented Relationship Oriented
Manager
Relationships Creativity
Task Safety
DRIVER STYLE ANALYTIC STYLE
AMIABLE STYLE EXPRESSIVE STYLE
Lo
Lo Hi
Hi
CONTROL-RESPONSIVE
Introversion Quiet Not Obvious
EMOTE-RESPONSIVE
Outgoing Eye Contact Touch
TELL-ASSERTIVE ASK-ASSERTIVE
Outspoken Closed Fast Subtle Open Slower
INTERPERSONAL STYLES
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The Four Social (Interpersonal) Styles
Natural, preferred Behaviours when not under stress
ANALYTIC DRIVER
AMIABLE EXPRESSIVE
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.
THERE IS NO GOOD OR BAD ABOUT EACH STYLE
Its all about how the person behaves in any situational circumstance
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Interpersonal Styles - General Descriptions
1
2
3
4
Exacting, orderly, precise
Relies on facts and logic. Explores all
avenues beforemaking a decision.
Preferred leadership stylebased on
competence, not force. Completes
projects in a focused manner. In stressful
situations may avoid personal
involvement.
Reserved, conservative, orderly
Prefers a situation that calls for independent
analysis or expertise. Tends to lead by
example. Enjoys a leadership rolein which
know-how and technical expertiseare
important. Will strivefor a logical solution.
Controlling, task-oriented, formal
Strives for accuracy and dependability in
performance. A situation that depends on
technical expertisesatisfies control needs.
Leads by example. Analyzes efforts rather
than feelings. May downplay relationships.
Competitive, takes charge,
task-oriented
Prefers to deal with immediately relevant
issues. Will definegoals along with a
means of reaching them. Values and
rewards loyalty among teammembers.
Achievement oriented.
Moderate, restrained, methodical
Works best aloneand on clearly defined
tasks. Good listener. Tends to influence
through reason rather than power. May
bereluctant to direct others. May rely on
expertisemorethan assertion to succeed.
Task-oriented, cooperative, practical
Tend to depend on themselves to get thejob
done, but recognizes theimportanceof
relationships. Usually responds to feedback
well. Resolves conflict by reasoning and
diplomacy.
Purposeful, businesslike, moderate
Work best in a well-defined situation in
which they determinethecourseto
follow. Likes to beviewed as an authority
figure, but prefers win-win. May be
seen as single-minded. Tends to rely on
power and position.
Straightforward, aggressive,
competitive
Comfortablein directing others. Tends to
influenceby personal force. Often
perceived as single-minded and demanding.
When a situation is consistent with goals,
will support a teameffort. Recognition and
praisearemotivators.
Unpretentious, friendly,
consistent
Tends to bean effectivelistener and can
usually gain endorsement through good
diplomatic skills. Prefers to motivateby
examplerather than authority. Tends to
likewell-defined tasks. May be
uncomfortabledirecting others.
Efficient, cooperative, realistic
Tends to generateconfidenceand trust
through persuasion rather than force. Can
bedirect and assertiveto maintain support.
Generally supportiveand cooperative.
Most effectivein situations needing a
moderate, conservativestance.
Strategic, enthusiastic, practical
Usually concerned with theimportanceof
relationships. Willing to listen to the
other persons point of view. Proneto
influencethrough persuasion rather than
force. May rely too heavily on persuasive
skills.
Outspoken, outgoing, stimulating
Competition and involvement arekey
attributes. They arepersuasivecompetitors.
Will put forth a strong effort to achieve
recognition and reward. Wont hesitateto
express opinions strongly. May beoverly
aggressive.
Supportive, cooperative, informal
Tends to havestrong social drives. May
depend on feelings morethan fact or
necessity when making decisions. Prefers
to deal with present day issues. May be
seen as too trusting and accepting. May
not beableto confront tough issues.
Supportive, responsive, agreeable
Especially responsiveto others points of
view. Generally thought of as a teamplayer.
May go with theconsensus rather than take
an independent stand. Relaxed with others
and listens well. Responds well to
constructivecriticism.
Enthusiastic, visionary supportive
Sensitiveto theimportanceof 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.
Spontaneous, enthusiastic, futuristic
Tends to bestrongly extroverted. Will
emphasizeinteraction 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.
D C B A
ANALYTIC DRIVER
EXPRESSIVE AMIABLE
DOMINANCE
LOW HIGH
LOW
HIGH
S
O
C
I
A
B
I
L
I
T
Y
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Influencing People of the 4 Styles
To Influence
the
DRIVER
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
To Influence
the
EXPRESSIVE
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
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
To Influence
the
AMIABLE
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 & J ob 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- J ob 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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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.
The significant individual needs are:
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2- J ob Design
J ob 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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*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
A Manager can accomplish this by
using motivational techniques:
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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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Maslow
Alderfer Herzbreg
Self-actualization Growth needs Motivating factors
Esteem needs
Belongingness
(social needs)
Relatedness needs Hygiene factors
Safety needs Existence needs
Physiological
needs
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)
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Hygiene factors in job context
affect job dissatisfaction
Motivator factors in job context
affect job satisfaction
Organizational policies
Quality of supervision
Working condition
Base wage or salary
Relationship with peers
Relationships with subordinate
Status
Security
Achievement
Recognition
Work itself
Responsibility
Advancement
growth
Need Theories: Hygiene versus Motivation Factors
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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.
Process Theories
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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 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
Leadership Style vs. Employee Motivators
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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
He separated cultures into five dimensions:
Power Distance
Individualism
Uncertainty Avoidance
Masculinity
Short and long-term orientation
Contributions of Geert Hofstede
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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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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
Important qualities of strategic leaders
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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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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
Corporate Culture
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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
Corporate Culture
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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
Do Attitudes DetermineBehaviour?
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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. Students should read
2. Poverty is a problem
3. I should exercise
4. I should recycle
5. I should not be
dishonest
6. I should vote
7. Should change strategy
to fight corruption
0
20
40
60
80
100
1 2 3 4 5 6 7
Yes, Important Yes, I acted
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When doattitudes 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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PersonYou 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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Situationin 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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J ob 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
I nterest Groups
Friendship Groups
Informal
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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
External
Conditions
Performance
and
Satisfaction
Group
Task
Group
Structure
Group
Member
Resources
Group
Processes
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External Conditions
Imposed on the Group
Overall strategy
Authority structures
Formal regulations
Resources
Employee selection
Evaluation-rewards
Culture
Work setting
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The Resources
of Group Members
Knowledge,
Skills, and
Abilities
Personality
Characteristics
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Identity
Group
Roles
Expectations
Conflict Perception
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Performance
Group
Norms
Appearance
Resources Arrangement
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Status in the Group
Culture
Equity
Norms
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Size of the Group
Small groups
Large groups
Social loafing
Individual effort
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Group Structure - Size
Group Size
Performance
Other conclusions:
Odd number groups do better
than even.
Groups of 7 or 9 perform
better overall than larger or
smaller groups.
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
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The Composition
of the Group
Diversity Cohorts Demography
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High
Productivity
Moderate
Productivity
Moderate to Low
Productivity
Low
Productivity
Cohesiveness
P
e
r
f
o
r
m
a
n
c
e

N
o
r
m
s
High Low
Cohesiveness-Productivity Relationship
High
Low
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Effects of Group Processes
Potential
Group
Effectiveness
Potential
Group
Effectiveness
Process Losses
Social Loafing
Process Gains
Synergy
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Group Decision Making
Advantages
More Diversity of Views
Increased information
Higher-quality decisions
Improved Commitment
Disadvantages
Dominant Individuals
Unclear Responsibility
Time and money costs
Conformity pressures
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Group Effectiveness
and Efficiency
Accuracy Creativity
Acceptance Speed
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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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Electronic Nominal
Brainstorming Interacting
Techniques for Group
Decision Making
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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 High High Moderate Low
group cohesiveness
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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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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
Emerging Approaches to
Leadership
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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
Leadership
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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
Leadership
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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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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
Leadership
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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,
J ob 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)
Summary
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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 fast-
changing 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-to-
Behaviour 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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