Team Building and Dynamics Quiz

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Questions and Answers

What is a key distinction of a team compared to a general group?

Team members' contributions are viewed as complementary. (correct)

Teams prioritize individual goals over collective ones.

Teams have no shared objectives.

Team members operate independently.

Which of the following is NOT cited as a characteristic of an effective team?

Commitment to achieve objectives.

Shared common goals.

Individual focus over team spirit. (correct)

Diverse individuals with different backgrounds.

According to the provided text, what does the process of group/team building primarily involve?

Ignoring the team's dynamics and focusing on individual skills.

Setting individual targets, based on each member's strengths

Diagnosing task, procedures and patterns of human interaction within a work group. (correct)

Encouraging team members to compete against each other.

The essential collective mentality of a group/team is described by the term:

'Weness' rather than 'meness'. Signup and view all the answers

Which of the following is most likely to be considered a blockage/obstacle in an effective team?

Inappropriate leadership. Signup and view all the answers

What element does Professor Adair emphasize as essential to define a group?

Psychological awareness among members. Signup and view all the answers

What does the text suggest is a primary aspect in the process of building an effective team?

Removing obstacles which prevent the team from working effectively. Signup and view all the answers

Based on the text, what is an indicator of a team's commitment to achieving its objectives?

A firm belief in the team’s objectives. Signup and view all the answers

Which situation best exemplifies role incompatibility?

A manager struggling to prioritize between attending meetings and finishing a report. Signup and view all the answers

Which of the following is NOT a consequence of excessive work-related stress?

Increased job satisfaction Signup and view all the answers

What is the primary purpose of 'proper induction and socialisation' in the workplace?

To clarify role expectations and reduce stress Signup and view all the answers

Which scenario best demonstrates the concept of 'role underload'?

A skilled technician who only performs basic, repetitive tasks. Signup and view all the answers

What does 'role set' refer to in organizational context?

The network of people who support a key individual Signup and view all the answers

What actions would MOST effectively reduce role conflict and stress?

Specifying role expectations and providing advance notice of changes. Signup and view all the answers

A clash between 'professional confidentiality' and 'honest citizenship' is an example of which type of role issue?

Role conflict Signup and view all the answers

Which area is NOT typically a direct application of management theories?

Personal Time Management Signup and view all the answers

What is the primary characteristic of Laissez-faire management?

Limited worker involvement in decision making Signup and view all the answers

What does the Least Preferred Co-worker (LPC) score assess in leaders?

Their task orientation Signup and view all the answers

In the Blake and Mouton managerial grid, which type of management is characterized by a focus on both high concern for people and high concern for production?

Team Management Signup and view all the answers

What outcome is likely from a Country Club Management style according to the Blake and Mouton grid?

Satisfied workers leading to high productivity Signup and view all the answers

In Hersey and Blanchard's Situational Theory, which factor is NOT considered crucial for effective leadership?

The leader's level of education Signup and view all the answers

Which leadership style corresponds with low relationship and low task orientation?

Delegating Signup and view all the answers

Which style of leadership is associated with a lack of consultation and exploitation of authority?

Exploitative autocratic Signup and view all the answers

What is a key characteristic of the paternalistic leadership style?

Makes decisions on behalf of others Signup and view all the answers

What is a key component of motivation as defined in the content?

Regulating behavior towards a goal Signup and view all the answers

Which managerial behavior is best described by maintaining adequate performance while also considering staff morale?

Middle-of-the-road Management Signup and view all the answers

Which of the following is NOT one of the four key factors in Handy's Best Fit approach to leadership?

The financial resources available Signup and view all the answers

Which management style emphasizes efficiency in operations while downplaying human elements?

Authority-Compliance Management Signup and view all the answers

What does organizational structure provide regarding duties and responsibilities?

A network of roles outlining expected tasks Signup and view all the answers

What does the Selling leadership style entail?

High task and high relationship Signup and view all the answers

Which management style is likely to foster a comfortable and friendly work atmosphere?

Country Club Management Signup and view all the answers

In which situation would a 'telling' leadership style be most appropriate?

When followers show low readiness Signup and view all the answers

What factor does Herzberg identify as a motivator if given on merit for high output?

Hygiene factor Signup and view all the answers

What is one of the key definitions of leadership presented?

An interpersonal influence directed toward the achievement of a goal Signup and view all the answers

What type of management is characterized by operating with the minimum effort to sustain organizational membership?

Impoverished Management Signup and view all the answers

Which of the following is NOT a factor that influences the design of organizational structure?

Employee satisfaction Signup and view all the answers

Which statement best describes the importance of organizational structure?

It provides a framework for interactions to achieve organizational objectives. Signup and view all the answers

What is one of the components associated with non-financial motivators?

Quality of work environment Signup and view all the answers

What does a tall organizational structure typically involve?

More management levels and specialization Signup and view all the answers

Which of the following is most aligned with McClelland's view on motivation?

Feedback as a performance indicator Signup and view all the answers

Which motivating factor is associated with Vroom's perspective?

One of many rewards that can motivate if expectancy is high Signup and view all the answers

According to trait-based theories, leaders are identified by which characteristic?

Their height and physical appearance Signup and view all the answers

In the action-centered leadership model, what are the interconnected needs?

Task, group, and individual Signup and view all the answers

What is a primary trait identified in trait-based leadership theories?

Physical appearance Signup and view all the answers

What does contingency-based leadership theory emphasize about effective leadership?

Leadership should adapt to the specific situation at hand Signup and view all the answers

Which of the following is NOT considered an individual need in the action-centered leadership model?

Objective setting Signup and view all the answers

Which characteristic is associated with the contingency-based leadership theory?

No single way to lead suits all situations Signup and view all the answers

Which of the following best describes the concept of leadership in relation to self-confidence according to trait-based theories?

It is an essential trait of effective leaders Signup and view all the answers

Study Notes

Groups/Team Behaviour

A team is a group where individual contributions are complementary.
A group is any collection of people who must interact significantly to achieve a shared objective.
A team comprises people who share a common aspiration and work together for a common goal.

Groups/Team Behaviour II

A group consists of interacting individuals who are psychologically aware of each other and perceive themselves as a unit.
A group involves multiple people interacting within a specific context, having a sense of unity, and working towards shared objectives.

Group/Team Building

Group/Team Building is the process of diagnosing tasks, procedures, and patterns of human interactions within a work group.
It's also the method for removing impediments to effective team functioning and formulating plans to enhance team performance.

Group/Team Building II

Group/Team Building II is the process of selecting individuals based on defined criteria, fostering their growth, and guiding them to work systematically to tackle complex problems and achieve common objectives.

Characteristics of a Team

Teams share common goals.
Teams enjoy working together.
Teams are committed to achieving objectives.
Teams have diverse members with various backgrounds.
Teams exhibit strong loyalty.
Teams demonstrate unwavering belief in their objectives.
Teams exhibit strong team spirit and morale.

Essential ingredients of a group/team

Teams have a collective perception of shared unity and consciousness.
Teams have common objectives and aspirations, at least to some degree.
Teams exhibit togetherness rather than individualism.

Identifying blockages in an effective team

Inappropriate leadership
Unqualified members
Unconstructive climate
Unclear objectives
Poor achievement
Ineffective work methods
Insufficient openness and confrontation
Undeveloped individuals
Low creative capacity
Unconstructive relationships between team members
Poor communication

4 areas of Team-building interventions

Diagnosis: uncovering problems through discussions
Task accomplishment: determining how to achieve objectives
Team relationships: identifying members' role expectations and those of managers.
Team organization: selecting suitable members to meet goals.

Types of groups I

Formal groups are consciously coordinated systems of human interactions.
Formal groups are established with defined roles to reach specific objectives.
Formal groups comprise members assembled on the basis of roles.

Types of groups II - Formal

A task to be performed is a major feature of formal groups.
Formal groups establish clear rules and norms.
Formal groups utilize a division of labor and function hierarchy based on authority and responsibility.
Formal groups are generally permanent.

Types of groups II - Informal

Informal groups feature social interaction without a prominent structure.
Informal groups are founded on personal relationships and member agreements.
Informal groups satisfy psychological and social needs absent in the official business structure.
Informal groups have vaguely defined power levels.

Role of a manager in a Team

Achieve assigned tasks.
Build and maintain team cohesion.
Develop individual members' skills and potential.

Composition of a successful Team - Belbin I

Leaders coordinate and manage others effectively.
Shapers are committed, assertive, and proactive.
Plants are creative and resourceful.
Monitor-evaluators critically assess ideas and offer practical guidance.

Composition of a successful Team - Belbin II

Resource investigators identify new ideas and external connections.
Company workers translate ideas into specific actions.
Team workers facilitate smooth relationships and conflict resolution.
Finishers ensure tasks are completed meticulously and on time.

Team Development & Maturity I

Stage I: mutual acceptance, initial distrust, and learning to accept each other.
Stage II: communication & decision-making, expression of feelings, and constructive problem resolution.

Team Development & Maturity II

Stage III: high motivation and productivity levels driven by intrinsic rewards.
Stage IV: control and organization with members allocated based on their abilities.

Teams Development & Relationships - Tuckman

Forming: individuals gather; purpose & operation are defined.
Storming: conflicts arise as preconceptions are challenged; roles are contested.
Norming: norms are established; decision-making processes are defined; group reactions are observed.
Performing: the final stage; operating towards full potential.

Development of Teams- The fifth Stage

Dorming: protective barriers are erected; negative attitudes are adopted towards competing projects.

Reasons for forming a group/team

Combining efforts for complex tasks.
Collaboration on tasks that might be unpopular but necessary.
Support and understanding from colleagues.

Reasons for forming a group/team II

Shared identity and acknowledgment of status.
Establishing guidelines for socially acceptable behavior.
Achieving collective security and protection.

Group Cohesiveness -Attributes of a effective work Group/Team

Teams demonstrate concern for all members.
Teams openly express feelings and agreements.
Teams communicate effectively.
Teams are motivated toward achieving common goals.
Teams actively participate in activities.
Teams rely on mutual trust and interdependence.
Teams are inclined to forgive errors.

Group Cohesiveness -Determinants of a cohesive Group/Team I

Team membership size, permanence, and compatibility.
Work environment, task nature, physical setting, and flow of information.
Management leadership (and personnel policies).
PEST analysis elements influence the group’s success.
The group's development journey from forming, storming, norming, and performing will influence cohesiveness.

Group Cohesiveness -Determinants of a cohesive Group/Team II

Motivation and inducement to join a team.
Attractiveness of team goals, programs, and operating styles.
Individual expectations and their realization within teams.
Comparisons of returns amongst similar groups.

Role - Meaning

Roles represent expected behavior patterns linked to organizational positions.
Role behavior is impacted by situational factors like tasks and leadership style.
Roles are contingent upon personal factors such as values, motivation, and attitudes, alongside ability.

Role conflict - Types

Role incompatibility signifies simultaneous different role expectations causing inconsistency.
Role ambiguity manifests as unclear expectations regarding actions to perform.
Role overload presents as excessive workload and a variety of role expectations.
Role underload happens when the prescribed role expectations fall short of individual expectations.

Role stress

Role stress can involve tension, frustration, and discontent stemming from incompatible expectations.
Role stress can manifest as cardiovascular issues, marital discord, and reduced work efficiency, creating associated social implications.

Reducing role conflict & stress I

Specify and clarify role expectations.
Recruit personnel appropriately.
Ensure rigorous onboarding and socialization.
Conduct thorough medical examinations and health screenings.

Reducing role conflict & stress II

Provide adequate notice for extra work demands.
Re-evaluate organizational structures to mitigate potential role conflicts.
Adjust management styles and systems.
Review organizational structure and communication flow to improve efficacy.

Reducing role conflict & stress III

Address inter-role clashes (e.g., confidentiality vs. honesty).
Define and understand role sets of various individuals.
Use visible role signals like dress codes and uniforms.

Applications of Management Theories

Leadership effectiveness
Motivation methods
Organizational structure design
Delegation strategies
Power dynamics
Authority distribution
Responsibility assignment
Communication efficacy
Change management

Effective Leadership - Definitions

Interpersonal influence exerted for goal achievement.
A dynamic process influencing group members voluntarily for task completion.
Lifting individuals' vision to higher standards beyond normal limitations.

Theories of Leadership - Trait-based great person theories- Byrd, et al.

Leaders are born with inherent traits.
Trait identification and comparison with known successful leaders.
Trait characteristics like physical qualities (e.g., drive, energy, presence), personality (e.g., adaptability, enthusiasm), and social aspects (e.g., cooperation, tact).

Theories of Leadership - Activity-based - Prof. Adair

Practicing leadership means taking action, providing directions, and motivating.
Leadership centers around fulfilling the needs of tasks, groups, and individuals.

Action-centered leadership model

Task needs: objectives; planning; allocation of responsibilities; performance standards.
Group needs: communication; team-building; motivation; discipline.
Individual needs: coaching; counseling; development; motivation.

Leadership - Contingency-based theory

Effective leadership depends on contingent variables.
No single ideal leadership style for all situations.
Leaders should adapt their style to align with individual needs and situational factors.

Leadership - Contingency-based theory II; Fiedler's

Leadership effectiveness rests on the Least Preferred Coworker (LPC) score.
Assessing leaders based on how they view their least preferred coworker reveals leadership style orientations.
Positively viewed LPC reflects a relationship-oriented style.
Negatively viewed LPC indicates a task-oriented style.

Leadership - Contingency-based theory III; Hersey Blanchard - Situational Theory

Leadership effectiveness depends on situational factors.
Leadership style must match follower maturity levels.

Delegating: low relationship/task; competent & motivated followers.
Participating: high relationship/low task; moderate follower readiness levels.
Selling: high task/high relationship; moderate follower readiness levels.
Telling: high task/low relationship; low follower readiness levels.

Leadership Styles

Paternalism: a father-figure approach; decisions are made on subordinates' behalf.
Management Control Leadership Styles
Autocratic: high management control; low employee control & employee input.
Paternalistic: high management control; medium employee control & employee input.
Participative: medium management control; medium employee control & employee input.
Delegative/Laissez-faire: low management control; high employee control & employee input.
Free Reign: No management control; high employee control & employee input.

Leadership - Contingency-based Theory V ; Handy's; Best Fit approach

Four key factors determine successful leadership: leader personality; subordinates' characteristics; task requirements; organizational environment.
Best fit occurs when these factors converge at a suitable point in the spectrum.

Style (Behavioural) Theories - Likert

Exploitative autocratic: aloof; direct orders without consultation.
Benevolent autocratic: policy at top; restricted delegation; criticism disallowed.
Participative: partial trust in subordinates; reward and motivation.

Style Behavioral Theories White & Lippitt

Laissez-faire: provides knowledge; minimal participation.
Democratic: uses economic incentives; allows decision making.

Managerial Behaviour- Blake & Mouton's - Grid

Country Club management (1,9) prioritizes people's needs, creating a friendly and comfortable atmosphere.
Team management (9,9) focuses on satisfying people's needs and committed staff who are reliant on each other.
Middle-of-the-road management (5,5) attempts to balance production needs with employee needs, an approach considered less effective.
Impoverished Management (1,1): minimal effort from management and employees, with minimal effort on all.
Authority-Compliance (9,1); focuses on efficiency and results with low employee concern.

Motivation: Concepts, Models & Practices

Motivation is a process stimulating, maintaining, and directing behavior towards specific goals.

Motivational Theories

Influences; environmental factors motivating employees.
McGregor; theory X and theory Y contrasting values in supervision.
Japanese Theory; Ouchi's theory Z highlighting interpersonal relationships, trust, and long-term employment.
Content Theory; Maslow, Alderfer; Herzberg, McClelland theories on motivation.
Process Theories; Equity, expectancy, and goal attribution.

Influence Theory of Motivation

Values drive behavior; intrinsic and extrinsic motivators.
Beliefs guide actions; achieving well-defined goals boosts work motivation.
Attitudes affect motivation, positive or negative perceptions.
Needs influence motivation; intrinsic motivations (e.g., self-actualization) versus extrinsic motivations (e.g., pay).
Goals provide targets for performance and motivation.

Theories X & Y - McGregor

Theory X: assumes people dislike work and need external motivation.
Theory Y: assumes people find work fulfilling and can self-motivate.

Theory Z - Japanese - Ouchi

Emphasis on interpersonal relationships, trust, and democratic practices.
Formal hierarchy remains intact.
Long-term employment is the norm.
Strong customer and people orientation.

Content Theory (Maslow Hierarchy of Needs, Alderfer's ERG Theory, Herzberg's Two Factor Theory, McClelland’s Achievement Theory)

Maslow: Hierarchy of needs, physiological, safety, social, esteem, self-actualization.
Alderfer: Existence, relatedness, and growth needs.
Herzberg: hygiene factors (dissatisfiers) and motivators (satisfiers).
McClelland: achievement, affiliation, and power needs.

Equity

Motivation is influenced by perceived fairness (equity) or unfairness (inequity) in outcomes/inputs.
Workers feel overpaid, they may work harder, while workers who feel underpaid might work less.
Inequity can be countered in workers’ minds when they find reasons, justifying the perceived inequity.

Expectancy- Vroom

Motivation depends on expectancy (effort, performance link), instrumentality (performance, reward link), and valence (attractiveness of rewards).
M = E x I x V (M)otivation; force of motivation. (E)xpectancy; probability that effort leads to performance. (I)nstrumentality; probability that certain performance leads to reward. (V)alence; value of the outcome/reward.

Goal Theory of Motivation

People strive to achieve their goals.
Goals reflect an individual's values and satisfaction.
Goal difficulty and commitment influence behavioral effort.

Attribution Theory of Motivation

Processes people use to interpret the causes of behavior.
Behavior is influenced by internal factors (ability, skill, effort) and external factors (organizational climate, leadership behavior).

Motivating Staff - Role of Management

Motivate staff to achieve their full potential.
Develop staff skills.
Make clear expectations and guidelines.

Matching employees' behaviour with what the manager thinks they behave - Schein

Rational-economic man: motivated by self-interest and gain maximization.
Social-man: motivated by social needs and relationships.
Self-actualization man: motivated by challenging work and rewarding experiences.
Complex man: requires comprehensive understanding and diagnosis of various motives.

Job design as a motivator I

Job enrichment is a process to improve job responsibility, challenge, and creativity.
Job enrichment increases workload, leading to delegation.

Job design as a motivator II

Job enlargement widens job scope without necessarily increasing responsibility.

Job design as a motivator III

Job rotation involves regularly shifting employees between various roles.

Job satisfaction

Job satisfaction is an internal state reflecting personal achievement.
It is not easily quantifiable (but important to consider, from motivational perspectives).

Job satisfaction - Determinants II

Individual factors (personality, education, age, marital status) influence satisfaction.
Important social factors include relationships with colleagues and accepted group norms.
Cultural factors (values, beliefs) matter, considering the organizational environment.

Job satisfaction - Determinants III

Organizational aspects (size, structure, and management) impact satisfaction levels.
Environmental aspects (PEST analysis relevant factors) profoundly affect workers' contentment.
Frustrated or alienated workers with detachments from work roles also show low job satisfaction.
Technology also plays significant role in worker satisfaction.

Reward System

Maslow's theory can satisfy diverse worker needs.
McClelland's theory focuses on performance feedback.
Herzberg's theory emphasizes motivators alongside hygiene factors.
Adam's theory considers social comparisons.
Vroom's theory highlights the value of reward relative to expectancy.

Non financial Motivators

Participation in decision-making recognizes employee contributions.
Quality of work environment, considerate leadership, and effective work planning.
Job design (enrichment, rotation, enlargement) boosts motivation.
Recognition (e.g., certificates, awards) is an important motivator.

Organizational Structure I

Provides an organizational structure, guiding work processes, roles, and relationships to achieve goals.
Guides decision-making behavior and provides framework for work flow.

Organizational Structure II

It facilitates task assignment, defining responsibilities and duties.
It defines relationships and reporting structure (the "network of roles").

Organizational Structure - Tall

Multiple layers (or hierarchical structure) in an organizational chart depict diverse roles and reporting chains.

Short Organizational structure

Fewer layers in an organizational structure.

Factors that Influence the Design of Organizational Structure

Size of the organization (large organization needs different structure from a smaller one).
Technology (technology affects work flow and therefore organizational design and tasks).
Environmental factors (external factors).
Employee requirements (different employees may need different structures).
Type of task to be performed.

Importance Of Organizational Structure I

Structure supports successful interaction among employees and drives goal achievement.
Departments/sections/units grouping work is core to its design.
Defining responsibilities and accountability for effective organizational functioning.

Importance Of Organizational Structure II

Decision-making processes occur within a specific structure in organizations.
The structure establishes roles, hierarchies, and reporting lines for effective management and communication.

Types of Organizational Structure

Functional structure: based on departmental specialization.
Line/Scalar structure: authority flows hierarchically.

Types of Organizational Structure II

Staff structure: provides support and information to line managers.
Line and Staff structure: integration of line and staff structures.
Tall structure: numerous management levels.
Short structure: few management levels.
Committee structure: groups with delegated responsibilities for specialist functions.

Types of committees

Executive committees: manage /administer departments, typically permanent in nature.
Standing committees: handle continuous tasks/assignments.
Ad hoc/fact-finding committees: temporary; deal with specific issues; cease functioning after reporting.
Task force committees: broader mandates and longer existence than ad hoc committees.
Coordination committees: coordinate activities and decisions across various committees.
Subcommittees: divisions of main committees covering specific areas.

POWER

The capability of individuals or teams to influence others beliefs/actions regardless of opposition.

Power II

Coercive power: uses threats/punishments to gain compliance.
Legitimate power: derived from a formal position.
Force: an extreme form of coercive power involving physical strength or intimidation.

Power III

Expert power: stems from technical expertise.
Reward power: linked to the capacity to provide rewards (e.g., promotion, salary increase).

Power IV

Referent power: arises from personal qualities or charisma.

AUTHORITY

The right to direct actions and behavior of others.
The right to give orders and ensure obedience, derived from a position of authority.
Involves acting directly or indirectly, employing rewards or penalties for goal achievement.

Sources of Authority

Ownership of property gives inherent authority.
Institutional authority originates from governing decrees and established institutions.
Subordinate acceptance: willingness to follow commands.
Divine origin: leaders consider their authority coming from a higher power.

Types of Authority

Line authority: relates to superior-subordinate connections within hierarchical relationships.
Functional authority: derived from technical expertise enabling specific controls.
Staff authority: offers support and guidance to line managers.

RESPONSIBILITY

Being accountable for actions, expected to carry out duties well.
Responsibility involves an obligation in the performance of tasks.
Cannot be fully delegated, while the delegator remains responsible for outcomes and results but not necessarily for conduct.
Should match authority levels.

ACCOUNTABILITY

Being answerable for actions/outcomes.
Accountability is linked to a person's abilities/responsibilities.
Holders of superior roles have the right to reward or discipline subordinates.
Accountability is defined within the organization's structure.

DELEGATION

Giving part of a task to another person or group.
Freeing up superiors’ time for other tasks.
Delegation does not remove accountabilities; the delegator remains accountable for outcomes; the delegatee is only accountable for their allotted part of the task; and should have the authority needed for performing it.

Principles of delegation

Clearly define expected results of the tasks being delegated.
Maintain unity of command: ensuring that the delegatee reports to one superior.
Parity of responsibility and authority: ensures that the delegated responsibility corresponds to the delegated authority.

Factors that influence delegation

Staff training and competence.
Business expansion.
The superior’s willingness to delegate.
The willingness of subordinates to take on responsibilities.

Importance of delegation

Utilizing subordinates' skills and expertise.
Creating a more efficient organization.
Motivate subordinates.
Reduces superior workloads.
Helps train subordinates.
Reveals a potential leader's skillset.

Problems associated with delegation

Complex tasks or delicate tasks that require high levels of expertise.
Bureaucratic obstacles.
Lack of proper training facilities for the delegatee.
Limited confidence in the delegatee's capabilities.
Risk aversion by the delegator.
Mediocre performance by the delegatee could hinder the success of the delegation process.

Making delegation effective

Constructive feedback to the delegatee is essential, avoiding negative comments.
Proper guidance and direction from the delegator.
Recognition and rewarding successful delegation is important.
Effective communication enhances understanding and ensures clear expectations.
Proper unity of command (within the organization) is essential to avoid conflicts.

CONFLICT(S)

A state of misunderstanding arises from disagreements or incompatibility concerning a specific issue.
Conflict is often related to unhealthy relationships, differing goals, and strong emotions from involved sides.
Antagonism and opposition are possible outcomes from unresolved conflict.

TYPES OF CONFLICTS

Substantive conflicts: stem from disagreements over organizational goals, resource allocation, and policies.
Emotional conflicts: relate to personal issues, competition for positions, or struggles for status.

Types of inter-group conflict

Institutional conflicts: arise between management and external bodies such as trade unions.
Hierarchy-based conflicts: stem from power imbalances within organizational structures.
Functional conflicts: occur between departments (e.g., sales vs. production).

Types of inter-group conflict II

Line/staff conflicts: arise when staff members perceive line management as inferior.
Formal/informal conflicts: arise from differences between formal rules and social norms or traditions.
Status conflicts: result from competition for status and prestige.
Political conflicts: involve political processes, cliques, and conspiracies.

Identifying signs of conflicts in organization

Official and unofficial strikes.
Output limitations or reductions.
High staff turnover rates.
Poor attendance/time-keeping.
Unhealthy competitive behaviors.
Resistance to effective operational methods.
Sabotage.

Sources of conflicts

Role ambiguities: unclear job responsibilities.
Scarcity of resources: competition for limited resources.
Task interdependence: overlapping tasks and responsibilities.
Poor objective setting: unclear goals.
Unresolved prior conflicts: past issues impacting current processes.

Style of conflict management

Compromising: seeking mutually acceptable solutions through negotiation.
Problem-solving: addressing the root cause of conflict.
Avoidance: adopting a neutral approach to prevent escalating conflict.

Advantages of conflict

Spark for change and innovation, challenging outdated ideas.
Clarify authorities and responsibilities.
Expose and overcome personality and anxiety-based challenges.
Introduce new solutions and wider options for problem-solving.

CHANGE MANAGEMENT

Change management involves modifying situations, implementing changes, and ensuring success.

Causal factors of Change - Internal

New organizational policies (e.g., restructuring, production method changes).
Employee attitudes (mistakes, strikes, poor work ethic).
Product modifications (e.g., changes to brand, quality issues).
Conflicts between personnel.

Causal factors of Change - External

Government policies or actions (e.g., taxation, interest rates).
Changing customer demands.
Competition from other businesses.
Technological advancements.
Economic factors (economic crisis, recoveries, boom).

Types of Change

Structural change: alters the organizational structure and technology.
Process change: alters existing processes and operational approaches, typically affecting several departments/personnel.

Process change

Unfreezing: Recognizing the need for change and preparing for the transition.
Actual change: Implementing the change.
Refreezing/consolidation: Stabilizing the changes.

Process of Change I

Pressure arousal: external or internal pressures.
Intervention & re-orientation: implementation of change often requires external expertise.
Diagnosis and orientation: thorough analysis without rushing to action.

Process of Change II

Invention & commitment: generate new methods and gain management support.
Experimentation & search: innovative solutions tested on a small-scale basis before large-scale implementation.
Reinforcement & acceptance: solidify the implemented approach after the small-scale test.

Why people resist change I

Parochial self-interest.
Lack of appreciation for the change.
Different assessment of circumstances.

Why people resist Change II

Different assessment of events.
Low tolerance for change.
Peer group pressure.

Overcoming resistance to change :

Education and communication: explain the need for change.
Participation and involvement: get those affected by the change to participate in defining the solution.
Facilitation and support: help those affected by the change through training.

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Test your understanding of team dynamics and the distinctions between a group and a team. This quiz covers essential concepts of effective teamwork, role assignment, and the processes involved in building an efficient team. Engage with questions that challenge your knowledge of collective mentality and workplace scenarios.