INTRA TEAM PROCESS IN LEADERSHIP

LEADERSHIP

1. TEAM PROCESS

2. TWELVE C’S FOR TEAM BUILDING Clear Expectations Context Commitment Competence Charter Control Collabration Communication Creative Coordination Cultural Change Consequences

3. Intra team process (Task Related) Intra team process  represent interactions that take place among team members   Mission & Goals Training & Action Plan

4. Teamwork Process T he tasks involved in teamwork may vary from team to team, there are three processes that are common to how teamwork gets done: the transition process, action processes, and interpersonal processes. During each of these processes, specific sets of activities occur . 1.The  transition process 2.  Action processes 3.  Interpersonal processes

5. 1. The  transition process  is the phase during which a team is formed. Activities include: Mission analysis: establishing an understanding of the overall objective Goal specification: identifying and prioritizing the tasks and activities needed to achieve the mission Strategy formulation: developing a course of action to reach the goals and achieve the mission

6. 2.  Action processes  comprise the phase during which a team performs its work. Activities include: Monitoring milestones and goals: tracking progress toward completion of tasks and activities Monitoring systems: tracking the use of resources such as people, technology, and information Coordination: organizing and managing the flow of team activities and tasks Team monitoring and support: assisting individuals with their tasks by, for example, providing feedback and coaching

7. 3.  Interpersonal processes  include activities that occur during both the transition and action processes. These include: Conflict management: establishing conditions to avoid disagreement and resolving conflict when it occurs Motivation and confidence building: generating the willingness and ability of individuals to work together to achieve the mission Affect management: helping team members to regulate their emotions as they work together

8. Creating a Team Mission Statement Creating a team mission statement can help you focus your team effort and do a lot of good in bringing your team together behind a common theme. The key to success is not just creating a team mission statement but it is living the mission statement. A mission statement identifies the major purpose that your team fulfills when providing products and services to customers. The mission statement should: Include the reason for your team Identify your team’s unique ‘value added’ Reflect your teams’s core business activity Provide a focus for your team Identify the team purpose

9. Step One : Develop the Team Mission Statement By Identifying • Stakeholders - Those people who are directly affected by the team’s successes and failures. Stakeholders could be employees, internal customers, organizational customers, external customers. • Products and Services - Items that your team produces for its customers. Products and services might include consulting, training, products or services for individual use, products or services for business use. • Value Added - The key advantage your team provides over the competition

10. Step Two: Construct a First Draft The name of the team must meet the needs of stakeholders

11. Step Three. Refine the Team Mission Statement Whether the mission statement is too wordy, too brief, and to the point. Whether the team members will remember it. Would the mission statement make sense to the stakeholders? Is it a true mission statement and not a goal? Does it inspire the organisation’s team and whether it describes the focus and effort of the team? It is important to know if the mission statement Is unique.

12. Step Four: Make It Visible Post the mission statement for easy review by all team members and customers. Step Five. Live it! To make a mission statement one must be involved in the entire team process. The mission statement must be used as a guide for everything the team does. Bounce team goals and activities against it to ensure the organization is doing the right thing. .

13. Establishing Team Goals Enhance personal Commitment to achieve goals Drives Performance Strenghts Job Commitment & satisfaction Promotes shared responsibility The process for establishing goal is Write goals Categorize it Discuss the categories and clarify it Create a single goal for each category

14. SMART – CRITERIA S - Specific M –Measurable A - Attainable R – Results focused T – Time based Goals

15. STEPS FOR EFFECTIVE TRAINING APPROACH FOR TEAM There are mainly ten steps for effective training approach for team. These are: 1) Establish credibility. 2) Ventilation of emotionality. 3) Orientation about team building. 4) Problem identification. 5) Setting up group goals. 6) Facilities the group process. 7) Establish intra-group procedures. 8) Establish inter-group procedure. 9) Change the active role of the trainer (active to passive). 10) Put an end on the trainers’ involvement (self-managing team).

16. Intra team Process (Relationship related)

17. Conflict Communication Trust Decision Making

18. Conflict Intragroup Conflict Intragroup conflicts, are the conflicts that happens within the members of a single group. Intragroup conflicts may affect the whole project as each group of the project Causes of Intra group Conflict Following may become the reason of intra group conflicts in an organization: As a team contains the members from various parts of the countries or even may be from different countries having different culture and thoughts, thus, the members will have different perspectives about the same problems. When the solutions by two members of a team are totally different. The intra group conflict may occur when the team leader is not following the principle of equality means a team leader should treat each member of the team equally. Team members have different talent level .

19. Types of Intra group Conflict There are actually two types of intra group conflict, Relationship conflict and Task Conflict . Relationship Conflict: When two persons do not have good relations with each other, then they may not work together within the same group. Thus, that may lead to generate a conflict within a group. This type of conflict is called relationship conflict. In relationship conflict, two persons may have a bad relationship or a negative relationship may arise by working together within the same team

20. Task Conflicts Task conflicts are related to the task performed by the group. These types of conflicts occur when two people want to perform the same task or two members have different solutions for performing those tasks . In the second reason, if there is mutual understanding between the members of the team then that may lead to benefit the team. There are various other situations where the task conflict may occur. Task conflicts may be beneficial as well as harmful that depends on the situation of the team and the mutual understanding of the group members

21. Intra team communication Intra-team communication is a process through which team members communicate with one another. It is made up of the communication strategies and styles of each member of the team. Like interpersonal communication skills, a team can improve its intrateam communication skills through knowledge, practice, feedback, and reflection.

22. Communication Problems in Teams Interrupters Overtalkers Groupthinking Dominant Members Withdrawn members

23. TRUST In The Workplace

24. Trust The word Trust came from the word True came from the word Tree What is trust? Trust is the confidence or belief a person feels toward a particular person or group. Trust is, therefore, one of the primary binding forces in any interpersonal relationship. It permits people to overcome doubts and unknowns and enjoy peace of mind. “ Why we trust ? In the workplace, trust is a prerequisite for effective interpersonal communications. Without trust, employees may feel uncertainty, worry, and a sense of insecurity. Trust is an essential leadership training ingredient that binds any human relationship into an effective, working partnership .

25. Trust = Business Competence + People Orientation Business Competence Leadership Competence - Ability in managing organization, marketing strategies and awareness Action Orientation - A competent leader who is unwilling to take action is like a “ hose without water ”- useless. People Orientation Fundamental Belief Open Communication Consistent Behaviour Type-1and Type-2 leaders ( “The Human Side of Enterprise” – McGregor ) Be Positive, Seek others Ideas, Listen, Disclose. Many leaders know what they should do, but doing it everyday is difficult.

26. Creating Trust Among the Team Members S t e p -1 S t e p -2 S t e p -3 S t e p -4 S t e p -5 S t e p - 6 Maintain one another's self-esteem. Support and praise one another. Keep sensitive information confidential. Stand up for one another. Avoid gossip or unfair criticism of others. Appreciate one another's skill and differences From the book “The Leadership Secrets of Colin Powel” by Harari. O. (2002)

27. Architect of Trust Emotional Intelligence Tuning into your own emotions and those of others Walking the Talk Actions speak louder than words Authenticity - Finding your voice Integrity - Matching our actions with our believes in any situation .

28. How to handle the distrust Distrust- When it will occur Excessive pressure is placed on people. Emergencies arise. Labor pressure exist. Cultural unrest exist. Sales are Low. From the book “ TRUST” by Jack R. Gibbs How to avoid distrust Senior leaders need to place a high value on integrity and trust and then communicate that value to all associates. Organization’s Vision, Organization’s value, Compensation system and work environment.

29. Trust and Behaviour Trust Building Behaviour Faith in life and hope in the goodness of mankind. Communicates with me openly and honestly, without destroying any information. Shows confidence in my abilities by treating me as a skilled, competent associate. Keep promises and commitments. Listens to and values what I say, even though he or she might not agree. Cooperates with me and looks for ways in which we can help each other . Trust Reducing Behaviour Acts more concerned about his or her own welfare than anything else. Sends mixed messages so that I never know where he or she stands. Avoids taking responsibility for action. (“passes the buck” or “drops the ball”) Jumps to conclusions without checking the facts first. Makes excuses or blames others when things don’t workout.( “finger pointing”) Teaching the Elephant to Dance: Empowering change in your Organization” by Belasco, J.A.(1990)

30. Inter Team process Intergroup relationships between two or more groups and their particular members are required to complete the work in operating a business. Most of the times groups link up to achieve the organization's goals

31. CONFLICTS Some conflict, called functional conflict, is considered positive, because it enhances performance and identifies weaknesses. Dysfunctional conflict, however, is confrontation or interaction between groups that harms the organization or hinders attainment of goals or objectives.

32. INTERGROUP CONFLICT Intergroup conflict refers to the collective incompatibility or disagreement between two or more divisions, departments, or subsystems in connection with tasks, resources, information, and so on.

33. MANAGING INTERGROUP CONFLICT The management of intergroup conflict involves channeling the energies, expertise, and resources of the members of conflicting groups for synergistic solutions to their common problems or attainment of overall organizational goals.

34. DIAGNOSIS The diagnosis of intergroup conflict can be performed by means of interviews, observation, company records, and the perceptions of the organizational members.

35. M E ASUREMENT A comprehensive diagnosis of intergroup conflict should include the measurement of the following: The amount of conflict that exists between two specific groups. The styles of handling conflict of the ingroup members with the outgroup members. The sources of intergroup conflict and the style of handling such conflict. Organizational learning and effectiveness

36. Team Coordination • Team Formation and Organization • Group Management • Meeting Techniques • Large software systems require a coordinated team of software engineers for effective development • Team organization involves devising roles for individuals and assigning responsibilities • Organizational structure attempts to facilitate cooperation

37. Team Organizations • Organizing is building a team • Appropriate organization depends on project length and complexity • For long-term projects, job satisfaction is extremely important for reduced turnover • Need mix of senior and junior engineers to facilitate both accomplishing the task and training • Adding people to a project introduces further delays

38. Team Organizations • Hierarchical organizations minimize and discourage communication, while democratic organizations encourage it • Appropriate size depends on complexity – small teams lead to cohesive design, less overhead, more unity, higher morale – but some tasks too complex – optimal size between 3 and 8 • Appropriate design leads to appropriate assignment of tasks and appropriate team organization

39. Centralized-Control • Hierarchical organizational structure and matching pattern of communication – chief programmer team – chief programmer reports to peer project manager – programmers report to chief programmer – librarian responsible for central repository – specialists added as needed • Works well with simple tasks that can be grasped by one good engineer, but “single point of failure”

40. Decentralized Control • Ring organization and connected communication – democratic team – decisions made by consensus – all work is group work: “ego-less programming” – leads to higher morale and job satisfaction – not appropriate for large teams • More appropriate for less understood and more complex programs with longer term project

41. Mixed Control • Hierarchy with extra communication – senior engineers report to project manager – junior engineers report to senior engineers – control is vested in project manager and senior engineers – communication is decentralized among each set of peers and their supervisor • Limits communication to a small group and realizes benefits of group decisions by vesting authority

42. Effective Teams • Team members – desire to be part of group task – have an interest in task with social interaction – are interested in improvement and can accept constructive criticism – are genuinely interested in sharing knowledge – do their own share • Team approach – generates conflict – requires good strategies – forming: initial meeting to get acquainted and assess skills – storming: characterized by conflict and open brainstorming – norming: establishing normal patterns of behavior and approach – performing: documenting the results

43. Conflict Resolution • Conflict is a positive attribute indicative of multiple ideas • Conflict management is selecting between alternative actions • Conflict resolution can be done by – compromise: great appeal, but may indicate avoiding – forcing: one person insists on action – avoidance: ignore conflict, hoping it will go away – confrontation: examine areas of disagreement, discuss differences and bring solution out in open • Group cohesion leads toward cooperation and good conflict resolution

44. The 5 best ways of measuring team effectiveness Team effectiveness can be defined as  'team’s capacity to accomplish goals or objectives administered by themselves or authority ' . Employee attendance Client satisfaction Measure employee turnover Measure employee satisfaction Measure productivity