LEADING THROUGH TEAMS

BY: Prof. V.P.KAKKAR

Dr. Ashok K Chauhan, Founder President, RBEF & CEO Amity Group, strongly believes that Human Behaviour determines the success & excellence of an individual. In his words My target is to equip each and every student of the Amity Institutions with the best education and infrastructure to help them achieve nothing but the best in life. Not only do we inculcate in them the best of creative and technical qualifications we, also teach them Indispensable Human Qualities.

We nurture Talent

AUM

MODULE -I
( TEAMS & OVERVIEW)

SESSION-1
INTRODUCTION & COURSE REVIEW SHARING OF SESSION PLAN,EVALUATION CRITERIA, TEACHING PADAGOGY CURTAIN RAISING : LTT

SESSION-2

GROUPS & TEAMS EFFECTIVE TEAMS ACTIVITY- GROUP OR TEAM

GROUPS IMPORTANCE & DYNAMICS

GROUP : Collection of 2 or more persons who share some sort of commonality ( collective Identity ), know each other ,Each feels part of the group, interact with each other and have a common purpose People form groups to satisfy various needs- safety, security, belongingness, Esteem needs & identity. FORMAL GROUPS: Established by organization to achieve organizational goals like: Task groups, Project groups ,committees , Quality circles etc. INFORMAL GROUPS: Neither formally created nor controlled by organization like: Friendship groups, Interest groups , Reference groups etc. GROUP DYNAMICS: Concerned with interactions and forces ( cohesive & repulsive ) among group members in a social situation which influences their attitudes & behaviors. Interactions within the groups or between 2 groups or in an organization as a whole Group Behavior is behavior of its members within a group where each member affects the behavior of other member and is intern affected by them.

FACTORS AFFECTING GROUP BEHAVIOUR GROUP NORMS : Standards of behavior ( How to behave in a particular group. GROUP COHESION : Degree to which group members are attracted to each other GROUP ROLE : Job descriptions for each member INTER GROUP BEHAVIOR POOLED INTERDEPENDENSE: Groups belonging to some parent organisation SEQUENTIAL INTERDEPENDENCE : A groups activities may precede as pre-requisite for other group. RECIPROCAL INTERDEPENDENSE : When groups rely on each other to perform their lobs effectively TWO KINDS OF INTERACTIONS INTERGROUP OPENNESS ( cooperation ) : Healthy competition, +ve outlook INTERGROUP CLOSURE ( competition ) : Rivalry , Hostility, Enmity, Finding faults

Anatomy of groups

David J. Lawless:
[] a group (sometimes called a psychological group) consists of two or more persons interacting. This interaction requires that the behavior of each member influences the behavior of each other member and that the members share some common perceptions, beliefs, values, and objectives.

dr hab. Jerzy Supernat

STORIES
Dying old man and bundle of sticks? Synergy through teams? Little ants? Honey bees? Birds flying in formation?

TEAM Vs GROUP

EFFECTIVE WORK TEAMS

ATMOSPHERE : Open, cordial, informal, comfortable, relaxed, no tensions, no signs of boredom, members look involved / interested. LOT OF DISCUSSIONS / COMMUNICATION : Everyone participates, people feel free to express their feelings and ideas and are not afraid of putting forth even the wildest idea, listen to each other, discussion doesnt get off the task, lno hidden agenda. HEALTHY CRITICISM : Disagreements not suppressed but an attempt is made to resolve them, no signs of conflict, reasons carefully examined, no personal attack ( either openly or in hidden manner ), criticism to have a constructive flavor ( aims at removing obstacle, finding solution ). CONCENSUS : Everyone in general agreement and willing to go along. formal voting is minimum.

GROUP SELF CONCIOUS ABOUT ITS ROLE : self motivated people, task well understood and accepted
LEADERSHIP ROLE : Little evidence of struggle for power, Issue not who controls but how to get job done. Motivates & creates supportive atmosphere. HIGH DEGREE OF CONFIDENCE AND TRUST IN EACH OTHER :care for each others feelings

COOPERATIVE, HELPING & SUPPORTING ATTITUDE : That promotes creativity and synergy.
ACTION : Clear assignments made and accepted , strong team commitment. ( NOBODY IS PERFECT BUT A TEAM CAN BE PERFECT )

ACTIVITY 1
(GROUP OR TEAM)
BASED ON EACH STATEMENT, IDENTIFY IT AS A CHARACTERISTIC OF GROUP OR TEAM:

1. 2

My boss conducts my performance appraisal, and I get good rating. We dont have any departmental goal, we individually just do the best to accomplish the mission. My compensation is based primarily on my departmental performance. I get the assembled product from Ms Jean; I paint it and send it to Mr Tony for packaging. There are about 30 people in my department

3 4

SESSION-3

LIFE CYCLE OF A TEAM SYNDICATE DISCUSSIONS ON SAP

( SOCIAL AWARENESS PROGRAMME )

LIFE CYCLE OF A TEAM

1. 2. 3. 4. 5. FORMING STORMING NORMING PERFORMING ADJOURNING

Forming
Typical actions
Team member introductions State why they were chosen or volunteered for the team State what they hope to accomplish within the team. Members cautiously explore the boundaries of acceptable group behavior. Transition from individual to member status Testing the leader's guidance both formally and informally.

Storming
Typical Actions Transition from the "As-Is" to the "To-Be Members emphasize own ideas about team process Personal agendas become important Realization that tasks that are ahead are different and more difficult than they previously imagined. Impatient about lack of progress Rely solely on their personal and professional experience Resist collaborating with most other team members

Norming
Typical Actions Reaches a consensus on the "To-Be" process Everyone wants to share the newly found focus Enthusiasm is high Tempted to go beyond the original scope of the process. Members reconcile competing loyalties and responsibilities Emotional conflict is reduced Transition from competitive to cooperative relationships Accept ground rules, roles, and the individuality of fellow members

Performing
Typical Actions Team settled its relationships and expectations. Begin performing by diagnosing, problem solving, and implementing changes. Discovered and accepted each other's strengths and weakness. Learned what their roles are.

Adjourning
Typical Actions Team briefs and shares the improved process during the this phase. Bittersweet sense of accomplishment Reluctance to say good-bye

SAP ASSIGNMENT
8 groups to be made. Each student to be associated with one of these group. Each group to give name of one organization that they will be visiting. Write a report on what good work organization is doing for society as a part of social responsibility and finally give a presentation for further evaluation Individually educate one underprivileged person of nearby society. Write the observations and learnings in your journal for success

MODULE II
( TEAMS & SOCIOMETRY )

SESSION-4

GROUP DYNAMICS PATTERNS OF INTERACTION IN A TEAM ( Sociometry & Sociograms) ACTIVITY : Judging cohesiveness of your work group?- a psychometric tool

GROUP DYNAMICS
Term group dynamics contains two terms: group and dynamics. Group is basically collectivity of two or more persons. Dynamics comes from Greek word meaning force Thus group dynamics refers to the interaction of forces between group members in a social situation or dynamics of interaction patterns within the group. Two forces we talk about in group dynamics are i) cohesive forces ii) Repulsive forces GROUP COHESIVENESS: A cohesive group has the following features: Number of members is small Members share the group goals and norms and have common interests and background. Members stand united against any perceived external threat Group loyalty among members is high Members interact more frequently and interpersonal comm. Is effective

REPULSIVE FORCES: Forces that break a team Different aspirations of members De-motivation Communication gap Unachievable goals Negating attitudes, bias and prejudices Lack of accountability & interest Members do not have sense of pride and satisfaction about their work Improper leadership Bad conflict management Etc.

Anatomy of groups Sociometry identifies and measures relationships within groups. According to Jacob Levy Moreno (1889-1974) sociometry is the mathematical study of psychological properties of populations, the experimental technique and the results are obtained by application of quantitative methods.

Sociometry is based on the fact that people make choices. According to J.L. Moreno: Choices are fundamental facts in all ongoing human relations, choices of people and choices of things. It is immaterial whether the motivations are known to the chooser or not; it is immaterial whether [the choices] are inarticulate or highly expressive, whether rational or irrational. They do not require any special justification as long as they are spontaneous and true to the self of the chooser. They are facts of the first existential order.

dr hab. Jerzy Supernat

Sociometry

A method of indicating the feelings of acceptance or rejection among group members

Sociogram Depicts the choices, preferences, likes or dislikes, & interactions between individual members Displays the structure of the group & records the observed frequency & / or duration of contacts among members

WHAT IS SOCIOGRAM
A Sociogram is charting of the inter-relationships within a group. Its purpose is to discover group structure i.e. basic network of friendship patterns and sub-group organization. A sociograms value to a teacher is in its potential for developing greater understanding of group behavior in students so that he/she may operate more wisely in group management. Basic material from which a sociogram is constructed is collected from group members who answer questions such as these POSITIVE NOMINATION TECHNIQUE 1. Who are three best friends in the group? 2. Which three people in this group you admire most? 3. With what three people would most enjoy going to picnic? These questions are examples of positive nomination technique. When choices are restricted (like three in this case); the same is known as Fixed positive nomination technique

NEGATIVE NOMINATION TECHNIQUE: Some researchers recommend the

use of negative questions in order to discover interpersonal resistance. An example would be

1 Which three people you like the least?

2 Which three persons you will never like to work with? 3 Which three persons with whom you will never like to go out?

If choices are limited, it is called fixed negative nomination technique

Study of resistance or rejection is sometime accompanied by unfavorable emotional reaction. Nevertheless negative nomination information can be quite informative

Sociograms

SESSION - 5

DIMENSIONS OF TEAM LEADERSHIP ACTIVITY : Are you an effective Team Leader? - A psychometric tool

TEAM LEADERSHIP
A leader is a kind of person who has the appropriate knowledge, skills, attitudes and personality attributes to lead a group to achieve its ends effectively. A leader must give direction, provide inspiration, build teams, set an example and be accepted by others.

There are certain generic LEADERSHIP TRAITS. The seven important ones are 1. Enthusiasm 2. Integrity 3. Toughness 4. Fairness 5. Warmth 6. Humility 7. Confidence

LEADERSHIP SKILLS REQUIRED

FOR BUILDING TEAMS 1. 2. 3. 4. 5. 6. 7. 8. Planning Organizing Coordinating Controlling Communicating Motivating Evaluating Demonstrating/Setting an example

LEADING THROUGH TEAMS

(JOHN ADDAIRS THEORY)
More the alignment More the commitment level Effective team leader creates perfect alignment TASK NEEDS of these three needs Overlapping of these needs explains that these all affect INDIVIDUAL TEAM NEEDS each other. Absence of NEEDS one may render others ineffective. Effective leadership lies in developing the individual, building and maintaining his team and achieving desired task

CHALLENGES OF LEADING AN ORGANISATION

( STRATEGIC LEADERSHIP )

Influence the behavior of subordinates so that they work willingly & enthusiastically towards attainment of organizational goals. Situational leadership as per contingency of situation. Tasks involved include : Anticipating, Envisioning, Empowering, Direction. Growth & development, in addition to planning, organizing, staffing. directing, coordinating & controlling skills Determining strategic direction : Core ideology & future shape Effectively managing organization resource portfolio ( Financial capital, organization capital, Social capital & Human capital ) Sustaining an effective organization culture ( OCTAPACE CULTURE ) Charisma, vision , Drive, Desire to lead, Honesty & Integrity, Self confidence, intelligence, Job related knowledge , Energetic, assertive & sociable To lead from front and be a role -model. Sustaining a definite direction, growth, development & competitive advantage for realizing its vision, goals & objectives in a global competitive environment. Encouraging participation, recognition and maintaining high morale of employees at all times. Suitable reward & punishment system for Ethical/Unethical behavior.

MODULE- III ( TEAM BUILDING )

SESSION-VI

TEAM BUILDING STAGES OF TEAM BUILDING ARE YOU A GOOD MOTIVATOR? - A psychometric tool

TEAM BUILDING
(ANXIETIES OF NEW TEAM MEMBERS )

Why are we in this group ? Why do we need to work as a team ? Even if it is necessary, would it benefit us to do so ? Are we going to collaborate or compete ? Are our objectives realistic ? How decisions are to be made ? How is our performance going to be appraised ? How are we going to grow in effectiveness ?

TEAM BUILDING

( AS COMPETITIVE STRATEGY )
WHY: Path to greatness is along with others. DEFINITION :Structural attempt to improve & development the effectiveness of group of people who work together permanently or temporarily. It influences both attitudes & behaviors of members Not so easy to build an effective team. Role of ETL(effective Team Leader) very important

ROLE OF ETL ( Effective Team Leader) Must clearly know strengths & weaknesses of its members Develops : complementary skills & commitment, an atmosphere of openness, cooperation & mutual trust, synergy, creativity & innovation and satisfactory integration of individual & organizational values and goals. Lot of discussion/communication, Healthy criticism, consensus & quick decision making, role clarity Perfect alignment of Task needs, individual needs & group needs Alignment = commitment Level. Aims at increasing cohesive forces & reducing repulsive forces Enhances all the essential characteristics of an effective team performance Focuses on individual & Group development for successful and timely completion of task. Finally development of a capable & effective team who can win a sustainable competitive advantage over its rivals.

STAGES OF TEAM DEVELOPMENT

(TUCKMANs MODEL)
LEADERSHIP STYLE
STAGE 1: FORMING:

( TELL: Directing )

Members get to know each other ( caution/confusion / Uncertainty )

STAGE 2 : STORMING ( SELL: Coaching ) STAGE 3: NORMING

( SELL : Coaching ) ( PARTICIPATE: Supporting) (DELEGATE: Monitoring)

Characterized by conflict, criticism and confrontation Development of close relationships

PERFORMING:

High level of group maturity, start working together-Team work Role clarity, effort towards task accomplishment.
ADJOURNMENT:

Completion of task , Group disbanded

TEAM BUILDING
( KENNETH BLANCHADS MODEL )
1. ORIENTATION
Feeling moderately eager with high expectation and some anxiety- where do I fit and what is expected of me?, Testing situation, needing to find a place and establish oneself. Depending upon authority and hierarchy

2. DISSATISFACTION
Experiencing a gap between hopes and reality. Feeling dissatisfied and frustrated, reacting negatively towards leaders and other members, Competing not collaborating

3. RESOLUTION Decreasing dissatisfaction, resolving discrepancies, developing trust, harmony and respect, Developing self esteem and confidence, sharing responsibility

4. PRODUCTION
Excited about team participation, working collaboratively and interdependently, believe in team strength and its success, start performing collectively at high levels

BUILDING YOUR TEAMS (QUOTES)

I want everyone of my team players to believe that he is the spark that keeps our team moving forward. Two schools of thought prevail: authoritarian and democratic You can get your team members to obey you by using strictly a dictatorial style. But to elicit real involvement, real motivation, you need something more sophisticated than Bossing. People will come happily to work together to solve mutual problems, but they expect direction. Think of yourself as not director, or manager or Boss man but as an educator or facilitator In addition to being regularly scheduled , the team meeting has got to be more focused.

TEAM BUILDING
(TASK, INDIVIDUAL & TEAM ROLES)
TASK ORIENTED ROLES

INITIATOR INFORMATION GIVER/SEEKER ELABORATOR EVALUATORS COORDINATOR

SELF ORIENTED ROLES INTEREST PLEADER

RECOGNITION SEEKER INTEGRATOR (OF INDIVIDUAL ROLES WITH TEAM & ORGANIZATIONA L ROLES)

TEAM PLAYER ROLES

CONTRIBUTOR COLLABORATOR COMMUNICATOR

SESSION 7

LEADERSHIP STYLES

LEADERSHIP
Process of influencing the behavior of others to work willingly and enthusiastically for achieving predetermined goals. Behavior can also be influenced by the use of power and authority but that may not have long term effect on motivation and morale of people.

Willing cooperation can only be achieved through right leadership. It is for this reason that it becomes imperative to understand and identify various leadership styles available

LEADERSHIP
Continuous process, not a one shot activity. To be seen in terms of long term relationship . Influences the behavior of his team to achieve common objectives No coercive force but still members work willingly and enthusiastically Leadership is exercised in a particular situation, at a given point of time. So it may be different under different circumstances Success of leading through teams lies in motivating people, creating confidence and building morale

LEADERSHIP THEORIES

1. 2. 3.

Charismatic leadership Transactional leadership Transformational leadership Trait theory Behavioral theory Situational theory Power orientation approach
Autocratic leadership Participative/democratic leadership Free-rein leadership

Managerial grid

CHARISMATIC LEADERSHIP
Also called great man theory. Based on assumption that leaders are born not made. Leader has some charisma which acts as influencer.. Charisma is a God gifted inborn leadership attributes which act as a influencer Qualities bestowed upon by divine power are of personal nature, which cant be shared and enhanced through education and training Inspire followers with some personal vision and energy. Situational factors do not have much influence Great visionary people with extremely high levels of self confidence, dominance and a strong conviction of his her beliefs

TRANSACTIONAL LEADERSHIP
Involves routine regimented activities assigning work, evaluating performance, making decisions and so forth. It determines what subordinates need to do to achieve objectives It classifies those requirements and helps subordinates become confident that they can reach their objectives

TRANSFORMATIONAL LEADERSHIP
Set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change and to execute that change effectively.

Inspires his followers through his vision and energy

TRAIT THEORY
Leadership traits are not completely inborn but can also be acquired through training and experience Trait is defined as relatively enduring quality of an individual Successful leadership comes through leaders own personal characteristics. Physical factors ( Height, weight, physique, energy, health, appearance etc..) TRAITS: Intelligence, Self confidence, Emotional stability, Empathy Dominance Initiative, Enthusiasm, ambition, Talkative, cheerfulness, enthusiasm, alertness etc.. SKILLS: Communicative, motivating, Technical, Social, Behavioral, Team playing, Networking, Planning, Organizing, coordinating and controlling skills etc..

AUTOCRATIC LEADERSHIP
Also known as authoritarian, directive style. Manager centralizes decision making power in himself He expects them to do what he wants The leadership may be negative because followers are uninformed, insecure and afraid of the leaders authority. STRICT AUTOCRATIC: Influences behavior through negative motivation by criticizing subordinates, imposing penalty etc.. BENEVOLENT AUTOCRATIC: Centralizes decision making power in himself but his motivation style is positive. INCOMPETENT AUTOCRATIC: sometime leaders adopt autocratic leadership style just to hide their incompetence; as they fear to be exposed before their leaders.

PARTICIPATIVE LEADERSHIP
Also known as democratic. or consultative leadership style
Participation is mental or emotional involvement which encourages employees to contribute to group goals.ive manager A participative manager decentralizes his decision making authority. Instead of taking unilateral decisions, he goes for consultation and participation of his Highly motivating to employees as their ideas and suggestion are given weight age Productivity is high as they are party to decision and implement decisions whole- heartedly

FREE REIN LEADERSHIP

Free rein or laissez-faire style means giving complete freedom to your subordinates. In this style manager once determines policies, programmers and limitations for action and the entire process is left to subordinates. Contribution of manager/leader is almost nil. Performance depends upon maturity and capability of subordinates. Very rarely used by business organizations

MANAGERIAL GRID
A graphic portrayal of a two-dimensional view of leadership style developed by Blake and Mouton Based on 2 parameters (i) Concern for People (ii) Concern for task A nine-by-nine matrix outlining 81 different leadership styles

Blake/Moutons Leadership Grid, (adapted by Stewart & Associates)

Blake & Mouton Managerial Grid

1,9 9,9 Laissez-faire type 1,8 1,7 1,6 1,5 5,5 1,4 1,3 1,2 1,1 2,1 3,1 4,1 5,1 6,1 7,1 8,1 9,1
(Low) Concern for Production/ Task (High)
Best

(Low) Concern for People

(High)

Authority type

Five Major Leadership Styles

Authority-Compliance Management (9,1). Country Club Management (1,9). Impoverished Management (1,1). Middle-of-the-Road Management (5,5). Team Management (9,9).

SESSION 8
MANAGING CONFLICT IN TEAMS

MISCONCEPTIONS ABOUT CONFLICT

Conflict, if left alone, will take care of itself.
Confronting an issue or a person is always

unpleasant.
Conflict in an organization is a sign of poor management Anger is always negative and destructive

PRINCIPLES
Conflict is normal. Conflict can be desirable when controlled. Uncontrolled conflict is costly.

COSTS
Time Productivity Harmony Team Atmosphere Your Image

61

How to Handle Conflicts Quickly and Effectively

Deal with the conflict immediately. Identify the source of the problem. Handle it face-to-face. Consider the personality traits involved. Ask for input and proposed solutions. Avoid emotionsuse logic. Schedule a follow-up meeting.

62

A PLAN FOR RESOLVING TEAM CONFLICT

1) Define the issue
2) Define the parties 3) Get the parties to the table 4) Help the parties define their interests 5) Brainstorm options

6) Test options against interests and modify as necessary

7) Finalize an action plan an ask for commitment

CONFLICT RESOLUTION STRATEGIES

Depending on how it is managed, conflict can have a positive or negative effect on a team. Disruptive conflict can slow or completely stall productive team work. Understanding why conflict occurs can help in both avoiding it and in dealing with it when it happens. Usually the result of:
- - A lack of understanding of the other persons viewpoint. - - Interpersonal resentment between individuals. - - A competitive win/lose climate between individual members. - - No constructive means of channeling it into deliberations.

STRATEGIES FOR RESOLVING CONFLICTS

Avoid personal attacks by taking a problem-oriented approach. Describe how the conflict is affecting team performance. Schedule a joint meeting between the involved parties. Allow each person to objectively state his or her viewpoint. Encourage each person to recognize that the problem needs resolution. Allow each person to provide input into possible solutions.

Get agreement on what each person will do to resolve the

conflict.

High

Styles of Conflict Management

Pickering, P How to Handle Conflict & Confrontation. National Press Series 2000

Concern for Others

Low

Obliging placating

Collaborating win-win Compromise

Avoiding dont rock the boat

Dominating playing hardball

Concern for Self

High

SUMMARY
Recognize that conflict can be either constructive and destructive Recognize the stages of conflict and respond accordingly Recognize your style of conflict management Avoid using trigger words

SESSION 9

UNIVERSAL HUMAN VALUES & SPIRITUALITY

HUMAN VALUES
Building blocks of human personality Endowment of every human being and adornment of human spirit. Human values in conjunction with the development of skills, abilities, concept and attitude empowers us to transform both ourselves and society. Human values can transform negative(unjust & violent) behavioral patterns into positive ones. Help to create loving, harmonious as-well-as just family/community life and long lasting good relationships. Help in non-violent conflict resolution.

HUMAN VALUES
Once we identify values which are meaningful to us, develop strategies and make a sincere and determined effort to implement these, we come across unexpected +ve life responses, where good fortunes suddenly comes to us from nowhere. Without human values, we are machine like or animal like beings. But when we cherish and take to human values, we live a purposeful , respectful and dynamic life.

HUMAN VALUES
Human value have power to shape our lives. Each one of us is motivated to move our lives in certain directions. Motivation is determined by the values we cherish. Basic human values are inexhaustible source of inner power that energizes and drives us to greater heights of success and self- fulfillment. Successful people continuously evaluate their values and are constantly driven to turn them into reality. Finally, human values are the call of divine to our minds to seek a better life and to pursue a life of ultimate delight, bliss and self-fulfillment

ETHICS & VALUES

ETHICS: Study of conduct both right and wrong Focuses on moral conduct Has a basis for human values Ethical principles come from values that society deems good or desirable

ETHICS & VALUES

VALUES A value is a belief, mission or a philosophy that is meaningful Criteria a people use to evaluate actions, people and events and are basic beliefs that people follow. Each one of us holds numerous values. Whether we are consciously aware or not , we all have a core set of personal values including basic human values. Values can range from belief in punctuality and hard work to more psychological ones such as self reliance, love and concern for others.

FUNDAMENTAL HUMAN VALUES

Love/ care Peace Truthfulness Right conduct Non violence Self direction/ discipline Social justice, equality Helpfulness / cooperation Obedience Tolerance / Patience Respect for dignity & potential of others

FUNDAMENTAL HUMAN VALUES

Selflessness Sacrifice Team player Spirit of forgive and forget Humbleness / politeness Spirituality Emotional stability Integrity / fairness Patriotism Loyalty Purity Etc ..

Sources of Value Priorities

Peoples background: Age, Gender, Education

Life circumstances

Value Priorities

SPIRITUALITY
Term spirituality is drawn from religion Spirituality is the philosophical orientation that nothing is real but only the soul. At work place , concept of spirituality can not be practiced in this form. Workplace spirituality is not about organized religious practices Workplace spirituality is the recognition that that people have an inner life that nourishes and is nourished by meaningful work takes place in the context of community. Organizations that promote spiritual culture recognize that people have a mind and spirit therefore seek to find meaning and purpose in their work and desire to connect this with ultimate goal of life.

CHARACTERISTICS OF SPIRITUAL ORGANIZATIONS

1. 2. 3. 4. 5. Strong sense of purpose: Profits are important but they are not the primary values of the organization Focus on individual development Mutual trust, honesty and openness: Managers are not afraid to admit mistakes Employee empowerment Toleration of employee expression: Spirituality based organizations do not stifle with employee emotions. They allow people to be themselves- to express their moods and feelings without guilt or fear of reprimand . Humanistic work practices: Flexible work schedules, group and organization based rewards, narrowing pay and status differentials, guarantee of individual workers rights, job security etc..

6.

REASONS FOR GROWING INTEREST IN SPIRITUALITY

As a counter balance to the pressures and stress of a turbulent pace of life

To replace lack of faith and growing feeling of emptiness.

Desire to integrate personal life values with ones professional life. Pursuit of more material acquisitions leaving life unfulfilled. With continued pressures of job demands, people continue to question the meaning of work

SESSION 10

BUILDING GLOBAL TEAMS

GLOBAL VIRTUAL TEAMS

Years ago before the advent e-mail, instant messaging or live video conferencing, work teams used to be in the same locations or persons from nearby locations reaching through plane or train to become part of the team. Today ,however the reach of corporations spans many countries. So the need for teams to work together across the globe has increased in the form of emerging Global Teams. To deal with this challenge multinationals use Virtual Global Teams Global virtual teams have both advantages and disadvantages

ADVANTAGES: As team members come from different countries with different knowledge and point of view. they may develop creative ideas and solutions and problems that work for multiple cultures DISADVANTAGES: Global virtual teams face more challenges than traditional teams that meet face to face. Miscommunication can lead to misunderstandings, which can crate stress and conflicts among team members. Members who do not accept individuals from other countries, may hesitate to share information openly, which can create problems of trust.

 To create and implement effective global virtual teams, managers must carefully select employees who can thrive in such an environment. Employees must be comfortable with communicating electronically with others Must be open to diversity of ideas While dealing with team members in other countries, speaking and understanding multiple languages may also be necessary Team members must realize that the values they hold may be vastly different from their team mates values Although global virtual teams face many challenges, companies that implement them effectively can realize tremendous rewards through the diverse knowledge they gain.

SESSION 11

TEST

SESSION 12

PRESENTATIONS