Interpersonal Relations
Interpersonal Relations
Interpersonal Relations
TABLE OF CONTENTS
CHAPTER 1 8
INTRODUCTION TO INTERPERSONAL RELATIONS
TYPES OF INTERPERSONAL RELATIONS
FORMATION OF INTERPERSONAL RELATIONS
CHAPTER 2 14
1. INTERPERSONAL RELATIONS IN A GROUP
2. INTRODUCTION TO GROUP
3. HISTORY
4. CLASSIFICATION
5. TYPES
6. NATURE
7. WHY GROUPS ARE FORM
8. HOW ARE THEY FORMED (STAGES OF FORMATION)
9. GROUP PERFORMANCE
10. GROUP DECISION MAKING
CHAPTER 3 38
1. INTERPERSONAL RELATIONS IN A TEAM
2. INTRODUCTION
3. TYPES OF TEAMS
4. NATURE
5. EFFECTIVENESS OF A TEAM
6. GUIDELINES FOR DEVELOPING EFFECTIVE TEAMS
7. CROSS FUNCTIONAL TEAM
CHAPTER 4 50
1. IMPORTANT ELEMENTS OF TEAM
2. TEAM V/S GROUP
3. CONFLICT MANAGEMENT
CHAPTER 5 73
CASE STUDIES
CHAPTER 6
CONCLUSION 81
BIBLIOGRAPHY 83
INTERPERSONAL RELATIONS
INTRODUCTION
Interpersonal relations have been found to be an integral part of the managerial job the
world over and several studies have established their importance in formal organizations,
especially for effective decision making and implementation of decisions. The domain
continues to receive the attention of academicians, managers and management
consultants. Despite interesting insights offered by numerous studies of interpersonal
relations over the past four decades, more remains to be known about the underlying
bases of interpersonal behavior.
The evolution of interpersonal and intrapersonal relations within an isolated group was
investigated during two Italian Antarctic summer campaigns using the Matrix of Intra and
Interpersonal Processes in the Group (MIPG). This instrument was effective in the
detection of particular modifications of the underlying social-emotional dynamics taking
place in the group. In the group of the first campaign, fear of revealing one’s true self
decreased during the campaign, whereas idealization of the harmony and the repression of
all tensions increased. In the second campaign, idealization decreased even more with
time, whereas the fear of revealing the self increased at the end of the stay. An indirect
confirmation of t he validity of the MIPG parameters is provided by the correlation
between some of its configurations and the positive aspects of individual behavior
empirically assessed by the medical officers.
There are various stages in formation of interpersonal relations but prior to that
interpersonal communication which is the foundation of relations has to be understood
.Interpersonal communication can be divided into six categories:-
• Listening
• Self-presentation
• Problem-solving
• Decision-making
• Negotiating
• Conflict management.
1) Contact:-
a) Perceptual - notice how a person looks at the other and their body language.
b) Interactional cues - nodding, maintaining eye contact, etc.
c) Invitational - encouraging the relationship (e.g. asking if they want to meet up later for
coffee)
d) Avoidance strategies - if one person discloses and the other does not, minimal
response, lack of eye contact, etc.
2) Involvement:-
a) Feelers – hints or questions (ex. asking about family)
b) Intensifying strategies - further the relationship (ex. meeting old friend, bringing the
other to meet family, becoming more affectionate, etc.)
c) Public - seen in public together often (ex. if in a romantic relationship, may be holding
hands)
3) Intimacy:-
Very close, may have exchanged some sort of personal belonging or something that
represents further commitment. (Ex. may be a promise ring in a romantic relationship or
friendship necklaces symbolizing two people are best friends)
4) Deterioration:-
Things start to fall apart. In a romantic relationship, typically after approximately six
months, people are out of what is sometimes referred to as the "honeymoon stage", NRE,
or limerence and start to notice flaws. The way this is addressed determines the fate of
the relationship.
There are various types of interpersonal relations but the ones mentioned
below are few of them:-
Theories of friendship emphasize the concept of
Friendship
friendship as a freely chosen association
These are the types of interpersonal relations but in this project I have given more
emphasis on professional relationships
INTERPERSONAL SKILLS
GROUPS
DEFINITION:-
HISTORY OF GROUPS
Group came into the picture in the 19th century. F Taylor did not accept the method of
getting things done through people by forming groups. he gave more stress on individual
performance rather than working in groups which is understood in his well known theory
i.e. scientific management
Taylor's scientific management consisted of four principles:-
1) Replace rule-of-thumb work methods with methods based on a scientific study of
the tasks.
2)
3) Scientifically select, train, and develop each employee rather than passively
leaving them to train themselves.
4) "Detailed instruction and supervision of each worker in the performance of that
worker's discrete task" (Montgomery 1997: 250).
5) Divide work nearly equally between managers and workers, so that the managers
apply scientific management principles to planning the work and the workers
actually perform the tasks
According to him an individual is not able to give his best when he is in a group.the
modern method is different from his principle today there is much emphasis on groups
and teams. As managers think that they are one of the best method and an efficient one to
get the things done from their employees.
In today’s world groups and teams are a vital component and one of the best tool in every
organization.
ORGANISATIONAL BEHAVIOR:-
“A field of study that investigates the impact that individuals, groups, and structure have
on behavior within organizations,for the purpose of applying such knowledge towards
improving an organizations’ effectiveness.”
The group is widely recognized as an important sociological unit of analysis in the study
of organizational behavior. Studying groups is especially valuable when the dynamics are
analyzed. Group dynamics is concerned with the interactions and forces among group
members in a social situation. When the concept is applied to the study of organizational
behavior, the focus is on the dynamics of members of formal or informal work groups
and, now teams in the organization.
The popularity of work group and team is soaring. Although they were the first used in
corporate giants such as Toyota, Motorola recent surveys indicate that not only
manufacturing but also that teams are being used in the service sector as well. Yet, as
with many other areas of organizational behavior. Alderfer noted that:
“Groups and group dynamics are a little like the weather—something that nearly
everyone talks about and only a few do anything about. Research, practice, and
education about group dynamics are currently in a state of ferment. In the world of
practice, we hear leaders speaking out to encourage teamwork, to support
empowering people, and to establish organizational cultures that promote total
Instead of quickly moving to teams per se, to begin with let us understand the basics of
organizational behavior i.e. group dynamics. The term group can be defined in a number
of ways, depending on the perspective that is taken. A comprehensive definition would
say that if a group exists in an organization, its members:
1. Are motivated to join
2. Perceive the group as a unified unit of interacting people
3. Contribute in various amounts to the group processes (i.e. some people contribute
more time or energy to the group than do others)
4. Reach agreements and have disagreements through various forms of interaction.
Just as there is no universal definition of the term “group”, there is no universal
agreement on what is meant by group dynamics. Although Kurt Lewin popularized the
term in the 1930s, through the years different connotations have been attached to it.
• One normative view is that group dynamics describes how a group should be
organized and conducted. Democratic leadership, member participation, and
overall cooperation are stressed.
• Another view of group dynamics is that it consists of a set of techniques. Here,
role playing, brainstorming, buzz groups, leaderless groups, group therapy,
sensitivity training, team building, transactional analysis and the Johari windows
are traditionally equated with group dynamics, as are the self managed teams.
• A third view is closest to Lewin’s original conception. Group dynamics is viewed
from the perspective of the internal nature of groups, how they form, their
structure and processes and how they function and affect individual members,
other groups, and the organization.
CLASSIFICATION OF GROUPS
2. Informal groups :- these are alliances that are neither formally structured nor
organizationally determined. These groups are natural formations in the work
environment that appear in response to the need for social contact. Three
employees from different departments who regularly eat lunch together is an
example of an informal group.
It is possible to further sub classify groups as:-
• command groups
• task groups
• interest groups
• friendship groups
Example:-
1) If a college student is accused of a campus crime, it may require
communication and coordination among the dean of academic affairs, the
dean of students, the registrar, the director of security and the student’s
advisor. Such a formation would constitute a task group.
“It should be noted that all command groups are also task groups, but
because task groups can cut across the organization, the reverse need not be true.”
EXAMPLE:-
Employees who band together to have their vacation schedules altered , to support
a peer who has been fired , or to seek improved working conditions represent the
formation of a united body to further their common interests.
Types Of Groups
There are numerous types of groups. Of course, in the real world groups are usually much
more complex than the dyad. There are small and large groups, primary and secondary
groups, coalitions, membership and reference groups, in-and out-groups, and formal and
informal groups. Each type has different characteristic and different effects on its
members.
PRIMARY GROUPS
Often the terms small group and primary group are used interchangeably. Technically,
there is a difference. A small group has to meet only the criterion of small size. Usually
no attempt is made to assign precise numbers, but the accepted criterion is that the group
must be small enough for face-to face interaction and communication to occur. In
addition to being small, a primary group must have a feeling of comradeship, loyalty, and
a common sense of values among its members. Thus, all primary groups are small
groups, but not all small groups are primary groups.
Two examples of a primary group are the family and peer group. Initially, the primary
group was limited to a socializing group, but then a broader conception was given
impetus by the results of the Hawthorne studies. Work groups definitely have primary
COALITIONS
Although recent research indicates that the social structure will affect the increasingly
popular strategic alliance formation patternsa between organizations, at a more micro
level, coalitions of individuals and roups within organizations have long been recognized
as an important dimension of group dynamics. Although the concept of coalition is used
Besides primary groups and coalitions, there are also other classifications of groups that
are important to the study of organizational behavior. Two important distinctions are
between membership and reference groups, and between in-groups and out-groups. These
differences can be summarized by noting that membership groups are those to which the
individual actually belongs. An example would be membership in a craft union.
Reference groups are those to which an individual would like to belong –those he or she
identifies with. An example would be a prestigious social group.
In-groups are those who have or share dominant values, and out-groups are those on the
outside looking in. All these types of group have relevance to the study of organizational
behavior, but the formal and informal types are most directly applicable.
There are many formally designated work groups, such as committees, in the
modern organization. The functional departmental committees (finance, marketing,
operations, and human resources) and now cross-functional teams are examples, as are
standing committees such as the public affairs committee, grievance committee, or
executive committee. Teams, however have emerged as an important type of group in
today’s organizations.
Thus informal groups form for [political, friendship, or common interest reasons. For
political purposes, the informal group may form to attempt to get its share of rewards
and/or limited resources. Friendship groups may form on the job and carry on outside the
Why do individuals form into groups? Before discussing some very practical reasons, it
would be beneficial to examine briefly some of the classic theories of group formation, or
why people affiliate with one another. The most basic theory explaining affiliation is
‘propinquity’. This interesting word means simply that individuals affiliate with one
another due to spatial or geographical proximity. The theory would predict that students
sitting next to one another in class, for example, are more likely to form into a group than
the students sitting in opposite ends of the room. In an organization, employees who work
in the same area of the plant or office or managers with offices close to one another
would more probably form into a groups than would those who are not physically located
together. There is some research evidence to support the propinquity theory, and on the
surface it has a great deal of merit for explaining group formation. The drawback is that it
is not analytical and does not begin to explain some some of the complexities of group
formation. Some theoretical and practical reasons need to be explored.
There is no single reason why individuals join groups. Because most people belong to a
number of groups, it is obvious that different groups provide different benefits to their
members.
Security :- by joining a group , individuals can reduce the insecurity of “standing alone.”
People feel stronger , have fewer self-doubts, and are more resistant to threats when they
are a part of a group.
Self-esteem:- groups can provide people with feelings of self-worth. That is, in addition
to conveying status to those outside the group, membership can also give increased
feelings of worth to the group members themselves.
Affiliation:- groups can fulfill social needs. People enjoy the regular interaction that
comes with group membership. For many people, these pn-the-job interactions are their
primary source for fulfilling their needs for affiliation.
Power :- what cannot be achieved individually often becomes possible through group
action. There is power in numbers.
Goal achievement:- there are times when it takes more than one person to accomplish a
particular task- there is a need to pool talents, knowledge, or power in order to complete a
job. In such instances, management will rely on the use of a formal group.
Except for these reasons there are few more reasons which influence employees to be a
part of a particular form or kind of a group they are as follows:-
Companionship, identification, understanding from friends, opportunities for initiative
and creativity, help in sorting out an issue etc.
A more comprehensive theory of group formation than mere propinquity comes from the
theories based on activities, interactions, and sentiments. These three elements are
There are many other theories that attempt to explain group formation. Most often they
are only partial theories, but they are generally additive in nature . one of the more
comprehensive is a balance theory of group formation. The theory states that persons are
attracted to one another on the basis of similar attitudes toward commonly relevant
objects and goals.
The following figure shows this balance theory. Individual X will interact and form a
relationship/group with individual Y because of common attitudes and values (Z). Once
this relationship is formed, the participants strive to maintain a symmetrical balance
between the attraction and the common attitudes. If an imbalance occurs, an attempt is
made to restore the balance. If the balance cannot be restored, the relationship dissolves.
Both propinquity and interaction play a role in balance theory.
Individual X Individual Y
Balance theory of
Group formation
Z
is based upon reward-cost outcome must exist in order for attraction or affiliation to take
place. Rewards from interactions gratify needs, while costs incur anxiety, frustration,
embarrassment, or fatigue. Propinquity, interaction, and common attitudes all have roles
in exchange theory.
Besides the more established social psychology explanations for group formation, there
are also some generally recognized identifiable stages of group development.
These stages can be briefly summarized as follows:
(Stages of group formation)
1. FORMING: this initial stage is marked by uncertainty and even confusion.
Group members are not sure about the purpose, structure, task, or leadership of
the group.
3. NORMING: finally, in this stage the members begin to settle into cooperation
and collaboration. They have a “we” feeling with high cohesion, group identity,
and camaradie.
4. PERFORMING: This is the stage where the group is fully functioning and
devoted to effectively accomplishing the tasks agreed upon in the norming stage.
Besides the conceptual explanations for group formation and development, there are very
practical reasons for joining and/or forming a group. For instance, employees in an
organization may form a group for economic, security, or social reasons. Economically,
workers may form a group to work on a project that is paid for on a group-incentive plan
such as gainsharing, or they may form a union to demand higher wages. For
security,joininga group provides an individual with a united front in combating
indiscriminant, unilateral treatment. The adage that there is strength in numbers applies in
this case. The most important practical reason individuals join or form groups is,
however, that groups tend to satisfy the very intense social needs of most people.
When an engineer designs the plans and technology for a new factory, and when an
architect designs the office layout, they are also designing the social relations that will
prevail within the organization. Management determines where men will work and what
opportunities they will have to contact each other during the day. It also determines rates
of pay, conditions of work, and the various symbols that are associated with each job.
Given these basic elements, a sophisticated observer can predict the social relations that
will exist within the organization long before the first employee enters the building. In
telling men where and how they are to work, management is also telling them with whom
they will come into contact. Normally, individuals develop friendships with the people
they see the most often. In fact, employees who have the greatest opportunities to make
contacts on the job make the largest number of friends and are in the best position to
become the leaders of the group.
Multiple Group-Memberships
Employees form friendship groups based on their contacts and common interests-and
these groups arise out of the life of the organization. Once these groups have been
established, however, they develop a life of their own that is almost completely separate
from the work process from which it arose. This is dynamic, self-generating process.
Brought together by the formal organization, employees interact with one another.
Increasing interaction builds favorable sentiments toward fellow group members. In turn,
these sentiments become the foundation for an increased variety of activities, many not
described by the job descriptions: special lunch arrangements, trading of the job duties,
fights with those outside the group, gambling on paycheck numbers. And these increased
opportunities for interaction build stronger bonds of identification. Then the group
becomes something more than a mere collection of people. It develops a customary way
of doing things – a set of stable characteristics that are hard to change. It becomes an
organization in itself.
In a sense, then, the organization pays some price in divisiveness for the help of the group
in attaching and holding the individual. This has come to be called the suboptimisation
problem, where small group objectives tend to
Conflict with or take precedence over the larger organizations goals. Members are
motivated primarily by small group goals, not by large organization goals.
The belief characterized by juries that two heads are better than one has long been
accepted as a basic component of North American and many other countries legal
systems. This belief has expanded to the point that, today, many decisions in
2. Analyzing and Clarifying the problem: once the problem is identified, a team must
determine its scope, complexity, who is involved, what areas are affected, what
contextual factors might affect the problem, what information is missing, what
constituencies are involved. This step involves gathering all the relevant information.
4. Implementing the Decision: In this step. members need to identify what needs to be
done, what equipment and materials are needed, identify contingency plans if plans don't
go as planned, and evaluate the plan throughout the implementation stage. It is important
here also to test the consequences of the group's tentative choices
1. Members meet as a group but, before any discussion takes place, each member
independently writes down his or her ideas on the problem.
The chief advantage of the nominal group technique is that it permits the group to
meet formally but does not restrict independent thinking, as does the interacting group.
The most recent approach to group decision making blends the nominal group
technique with sophisticated computer technology. It’s called the computer assisted
group or electronic meeting. Once the technology is in place, the concept is simple. Up
to 50 people sit around a horseshoe-shaped table, empty except for a series of computer
terminals. Issues are presented to participants and they type their responses onto their
computer screen. Individual comments, as well as aggregate votes, are displayed on a
projection screen.
The major advantages of electronic meetings are anonymity, honesty, and speed.
Participants can anonymously type any message they want and it flashes on the screen
for all to see at the push of a participant’s board key. It also allows people to be
brutally honest without penalty. And it’s fast because chitchat is eliminated,
discussions don’t digress, and many participants can “talk” at once without stepping on
one another’s toes. The future of group meetings undoubtedly will include extensive
use of this technology.
Each of these four group decision techniques has its own set of strengths and
weaknesses. The choice of one technique over another will depend on what criteria you
want to emphasize and the cost-benefit trade-off. For instance, as Exhibit 8-10 on page
246 indicates, the interacting group is good for building group cohesiveness,
brainstorming keeps social pressures to a minimum, the nominal group technique is an
inexpensive means for generating a large number of ideas, and electronic meetings
process ideas fast.
In spite of the pluses noted, group decisions have their drawbacks. They are time
consuming. They typically take more time to reach a solution than would be the case if an
individual were making a decision alone. There are conformity pressures in groups. The
desire by group members to be accepted and considered an asset to the group can result in
squashing any overt disagreement. Group discussion can be dominated by one or a few
members. If this dominant coalition is composed of low-and medium-ability members,
the group’s overall effectiveness will suffer. Finally, group decisions suffer from
ambiguous responsibility. In an individual decision, it’s clear who is accountable for the
final outcome. In a group decision, the responsibility of any single member is watered
down.
Symptoms of groupthink
1. There is the illusion of invulnerability. There is excessive optimism and risk
taking.
2. There are rationalizations by the members of the group to discount warnings.
3. There is an unquestioned belief in the group’s inherent mortality. The group
ignores questionable ethical or moral issues or stances.
A dysfunction of highly cohesive groups and committees that has received a lot of
attention has been called groupthink by Irving Janis. He defines it as “a deterioration of
mental efficiency, reality testing, and moral judgement that results from in- group
pressures”.
Essentially groupthink results from the pressures on individual members to conform and
reach consensus. Committees that are suffering from groupthink are so bent on reaching
consensus that there is no realistic appraisal of alternative courses of action in a decision,
and deviant, minority, or unpopular views are suppressed.
Janis has concluded that a number of historic fiascos by government policy-making
groups ( for example, britains do-nothing policy toward Hitler prior to World War 2, the
unpreparedness of the us forces at pearl harbor.the bay of pigs invasion at cuba, and the
escalation of the Vietnam war) can be attributed to groupthink. The Watergate affair
during the Nixon administration, the Iran-Contra affair during the reagon administration,
and the whitewater affair in the Clinton administration are also examples. The decision
process by which NASA launched the space shuttle Challenger on its fateful mission can
be analysed in terms of the characteristics of groupthink. For example, conformity
pressures were in evidence when NASA officials complained to the contractors about
delays. Other symptoms of groupthink are mentioned above. Illusions of invulnerability
and unamity and mindguarding—were played out in the Challenger disaster
management’s treatment and exclusion of input by the engineers.
Although historically notorious news events can be used to dramatically point out the
pitfalls of groupthink, it can commonly occur in committees in business firms or
Although many studies show that successful companies advocate such open conflict and
healthy debate among its group members, other studies point to the value of consensus.
This apparent contradiction may be resolved by recognizing the following:
“Consensus may be preferred for smaller, non diversified, privately held firms
competing in the same industry while larger firms dealing with complex issues of
diversification may benefit from the dissent raised in open discussions. Larger firms
in uncertain environments need dissent while smaller firms in more simple and
stable markets can rely on consumers”.
Individual decision making, on the other hand, is more likely to be firm than to represent
a compromise. Individuals are more capable than groups of handling subtle relations-
whether in threading a needle or in developing complex theoretical formula. Great work
of art are almost without exception the products of single individuals. “could hamlet have
been written by a committee,” it has been asked, “Mona Lisa been painted by a club?”
In addition, meetings are awfully time-consuming. Decisions reached in them take longer
than those of individuals, particularly if time is computed and easier acceptance of
decisions reached through meetings makes them worth the extra time involved. On the
other hand, on occasion pass the buck to meetings when they are psychologically
The following are a few self-centered and disruptive behaviors that can happen in a group
along with a few ideas of "what to do about it". These help one to be prepared when
meetings begin to get off track.
The Blocker -- Goes off on tangents, a. Try to focus away from the person
consistently argues on points the group has exhibiting the behavior.
resolved, and rejects ideas without b. Politely point out that the person has
consideration strayed away from the topic and
refocus on the task you are doing.
The Nit Picker -- Criticizes, finds fault a. Try to get the person to see that
with everything—the room set-up, the these things do not affect the group
The Dependent One -- Overeager to a. Ask the person to initiate ideas and
please the leader by doing whatever is give reactions.
expected or desire, waits to be directed,
b. Watch for changes to praise for
demonstrates little initiative.
initiative.
Conclusion
To know better what the groups are I have summarized it in the following way
When it comes to groups, "the whole is greater than the sum of its parts." (a saying not to
be confused with " a rolling stone gathers no moss.")Although many important tasks can
only be accomplished through the coordinated effort of a large group, individual
Introduction
A team comprises a group of people or animals linked in a common purpose. Teams are
especially appropriate for conducting tasks that are high in complexity and have many
interdependent subtasks.
A group in itself does not necessarily constitute a team. Teams normally have members
with complementary skills and generate synergy through a coordinated effort which
allows each member to maximize his or her strengths and minimize his or her
weaknesses.
Definitions of Team
In recent years, teams have emerged as the most important group phenomenon in
organizations. The term “team” is not new to organizations, and teamwork has been
stressed throughout the years. For example, the well known quality guru Joseph Juran
first took his “Team Approach To Problem Solving” to the Japanese in the 1950’s and
After first defining what is meant by a team and critically analyzing self-managed
teams found in today’s organizations, the ways to train self-managed teams and
make them effective are mentioned below in this topic.
Team size and composition affect the team processes and outcomes. The optimal size
(and composition) of teams is debated and will vary depending on the task at hand. At
least one study of problem solving in groups showed an optimal size of groups at four
members. Other works estimate the optimal size between 5-12 members. Less than 5
members results in decreased perspectives and diminished creativity. Membership in
excess of 12 results in increased conflict and greater potential of sub-groups forming.
Seven members is considered to be optimal for most teams. David Cooperider sugest that
the larger group, the better. This is because the larger groups is able to adress concerns of
the whole system. So while it may not be effective at solving a given task - cooperider
asks us to consider the relevance of that task. "effectve at what?"
Regarding composition, all teams will have an element of homogeneity and
heterogeneity. The more homogeneous the group, the more cohesive it will be. The more
heterogeneous the group, the greater the differences in perspective and increased
potential for creativity, but also the greater potential for conflict.
Types of Teams
Self-managed Teams
Normally, a manager acts as the team leader and is responsible for defining the goals,
methods, and functioning of the team. However, interdependencies and conflicts between
different parts of an organization may not be best addressed by hierarchical models of
control.
The main idea of the self-managed team is that the leader does not operate with positional
authority. In a traditional management role, the manager is responsible for providing
instruction, conducting communication, developing plans, giving orders, and disciplining
and rewarding employees, and making decisions by virtue of his or her position. In this
organizational model, the manager delegates specific responsibility and decision-making
As a self-managed team develops successfully, more and more areas of responsibility can
be delegated, and the team members can come to rely on each other in a meaningful way.
Project Teams
A team used only for a defined period of time and for a separate, concretely definable
purpose, often becomes known as a project team. Managers commonly label groups of
people as a "team" based on having a common function. Members of these teams might
belong to different groups, but receive assignment to activities for the same project,
thereby allowing outsiders to view them as a single unit. In this way, setting up a team
allegedly facilitates the creation, tracking and assignment of a group of people based on
the project in hand. The use of the "team" label in this instance often has no relationship
to whether the employees are working as a team.
Sports Teams
Virtual Teams
A virtual team consists of members joined together electronically, with nominal in-person
contact. Virtual teaming is made possible with technology tools, especially the Internet.
This allows teams to be formed of players otherwise unavailable. Research can be
performed using input from the best minds around the world. Work projects can be
completed by spreading the workload among long-distance players. Many businesses
build their competitive edge on the capabilities and efficiencies of virtual teams.
VIRTUAL TEAM
Store charts, diagrams, etc. on the internet so that the whole team can see them.
Who are the members of virtual teams?
Members can either be stable or change on an ongoing basis.
Members can be in the same company or from various companies.
Members can live in the same community or in different countries.
Basic types of virtual teams
Networked Teams consist of individuals who collaborate to achieve a common goal or
purpose; membership is frequently diffuse and fluid.
Parallel Teams work in the short term to develop recommendations for an improvement
in a process or system; the team has a distinct membership.
Virtual teams are often spread all over the globe, ranging from different offices to
different cultures; so how is it that they can remain on track with objectives and come
together to achieve goals to contribute to the organization? The answer is that they use
collaborative technology--in particular they use software that allows virtual teams to be
as efficient as same-location teams.
Software that aids virtual team functioning can be separated into two main categories--
software that provides ease of communication and software that provides task and
document organization.
Today we find all kinds of teams in society, and they generally fall into one of two
primary groups: permanent teams and temporary teams. Here are some of the common
types:
6. Work Team (also called Self-Directed Work Team or Self-Managed Work Team) - an
ongoing group of workers who share a common mission who collectively manage
their own affairs within predetermined boundaries.
7. Quality Circle (today also under various other names) - a group of workers from the
same functional area who meet regularly to uncover and solve work-related problems and
seek work improvement opportunities.
The name of the group or team type is less important than the purpose for which it exists.
These names simply give us a common language to help us define team types.
Team building
The term 'team building' can refer generally to the selection and motivation of teams, or
more specifically to group self-assessment in the theory and practice of organizational
development.
When a team in an organizational development context embarks upon a process of self-
assessment in order to gauge its own effectiveness and thereby improve performance, it
can be argued that it is engaging in team building, although this may be considered a
narrow definition.
The process of team building includes, (a) clarifying the goal, and building ownership
across the team and (b)identifying the inhibitors to teamwork and removing or
overcoming them, or if they cannot be removed, mitigating their negative effect on the
team.
To assess itself, a team seeks feedback to find out both:
its current strengths as a team
its current weaknesses
To improve its current performance, a team uses the feedback from the team assessment
in order to:
identify any gap between the desired state and the actual state
design a gap-closure strategy
TEAMWORK
Projects require that people work together, so teamwork has become an important
concept in organizations. Effective teams are an intermediary goal towards getting good,
sustainable results. Industry has seen increasing efforts through training and cross-
training to help people to work together more effectively and to accomplish shared goals,
whether colleagues are present or absent.
Americans think that 'being a team player' was the most important factor in getting ahead
in the workplace. This was ranked higher than several factors, including 'merit and
performance', 'leadership skills', 'intelligence', 'making money for the organization' and
'long hours'.
~We need to listen to other people's ideas. When people are allowed to freely express
their ideas, these initial ideas will produce other ideas. ~We need to ask questions,
interact, and discuss the objectives of the team. ~We need to treat others with respect and
to support their ideas. ~We need to help one's coworkers, which is the general theme of
teamwork. We need to share with the team to create an environment of teamwork ~All
members of the team are encouraged to participate in the team. ~For a team to work
effectively it is essential team members acquire communication skills and use effective
communication channels between one another e.g. using email, viral communication,
group meetings and so on. This will enable team members of the group to work together
and achieve the teams’ purpose and goals.
Team development
Team roles
Meredith Belbin (1993) basing on his research proposed nine roles that successful
teams should have:
Coordinator
This person will have a clear view of the team objectives and will be skilled at inviting
the contribution of team members in achieving these, rather than just pushing his or her
own view. The coordinator (or chairperson) is selfdisciplined and applies this discipline
to the team. They are confident and mature, and will summarise the view of the group
and will be prepared to take a decision on the basis of this.
Shaper
The shaper is full of drive to make things happen and get things going. In doing this they
are quite happy to push their own views forward, do not mind being challenged and are
always ready to challenge others. The shaper looks for the pattern in discussions and tries
to pull things together into something feasible which the team can then get to work on.
Plant
Resource investigator
The resource investigator is the group member with the strongest contacts and networks,
and is excellent at bringing in information and support from the outside. This member
can be very enthusiastic in pursuit of the team’s goals, but cannot always sustain this
enthusiasm.
Implementer
The individual who is a company worker is well organised and effective at turning big
ideas into manageable tasks and plans that can be achieved. Such individuals are both
logical and disciplined in their approach. They are hardworking and methodical but may
have some difficulty in being flexible.
Team worker
The team worker is the one who is most aware of the others in the team, their needs and
their concerns. They are sensitive and supportive of other people’s efforts, and try to
promote harmony and reduce conflict. Team workers are particularly important when the
team is experiencing a stressful or difficult period.
Completer
As the title suggests, the completer is the one who drives the deadlines and makes sure
they are achieved. The completer usually communicates a sense of urgency which
galvanises other team members into action. They are conscientious and effective at
checking the details, which is a vital contribution, but sometimes get ‘bogged down’ in
them.
Monitor evaluator
The monitor evaluator is good at seeing all the options. They have a strategic perspective
and can judge situations accurately. The monitor evaluator can be overcritical and is not
usually good at inspiring and encouraging others.
Specialist
This person provides specialist skills and knowledge and has a dedicated and single-
minded approach. They can adopt a very narrow perspective and sometimes fail to see
the whole picture.
Finisher
A person who sticks to deadline and likes to get on with things. Will probably be irritated
by the more relaxed member of the team.
Many types of decision making models can be studied and used by teams. Understanding
decision making models allows teams to make intentional choices about which model
might be most appropriate for the various decisions that they confront.
As a team, understanding decision-making models so that the team can make the best
decision is valuable. The “best decision” is described as a decision that (1) would not
have been thought of by an individual alone, (2) is a sound solution to the problem, (3) is
a decision based upon input, as unbiased as possible, from each team member, and (4)
addresses the team’s goal for the decision-making process.
Johnson and Johnson describe seven methods/processes that a team might use to make a
decision.5 Each method, along with its strengths and weaknesses, is discussed below.
Strengths Weaknesses
• Takes minimal time to make decision • No group interaction
• Commonly used in organizations (so we are • Team may not understand decision or be
familiar with method) unable to implement decision
• High on assertiveness scale • Low on cooperation scale
Strengths Weaknesses
• Useful when one person on the team has • Unclear how to determine who the expert is
the overwhelming expertise (team members may have different opinions)
• No group interaction
• May become popularity issue or power issue
Strengths Weaknesses
• Extreme opinions cancelled out • No group interaction, team members are
Strengths Weaknesses
Strengths Weaknesses
• Method often used by executive
• Can be railroading
committees
• Method can be used by temporary • May not have full team commitment to
Strengths Weaknesses
Strengths Weaknesses
• Most effective method of team decision
• Takes more time than methods 1–6
making
• Takes psychological energy and high
• All team members express their thoughts degree of team-member skill (can be negative
and feelings if individual team members not committed to
the process)
Method 7 takes well-practiced communication skills by all team members. Review prior
section on environments for decision making and other minidocuments on effective
communication and conflict management.
These seven methods/strategies for decision making all have strengths and challenges.
However, repeatedly, Method 7 (Decision by consensus) has positive long-standing
results regarding team decision making.
There are no sure fire ways to prevent a group from experiencing the imprecise, and at
times, chaotic process of decision making. There are some techniques that can help
groups.
Getting Started:
Before starting a team should get acquainted, express expectations of the group, evolve
shared goals. Starting with some "small wins" might help. Make sure adequate time is
given to examine the problem. Before carrying out a task, it is helpful to ask, "What's the
best way to organize ourselves to gather all of this information?" It can also help to take a
Make sure all the critical links to external contacts are maintained. these may include to
management, other teams, key customers, suppliers, competitors, etc. A group might
create a "map" of these key outsiders
Consensus Mapping: this technique is used when a team is having difficulty agreeing on
the problem. Each member of a team writes down key dimensions of a problem as he or
she sees it on individual Post-It notes. Members then cluster and re-cluster the notes on a
wall, until there is agreement
Nominal Group Technique:- individuals silently generate ideas in writing and then
record ideas round-robin one at a time, adding ideas and building on others; each idea is
discussed for clarification and pros and cons; there is preliminary voting and discussion
and then final ranking. there are many variations of this method
Making Decisions Fast and Well: Given the time pressures we are under, many teams
fail to gather sufficient data
Mixed Scanning: Like in medicine, here a group tries one approach, tests the results, and
then revises the analysis
Infighting
Shirking of Responsibilities
When member avoid taking responsibility for both process or running of a group and for
specific assignments a teams becomes a "pseudo team"; i.e., team in name but
consistently underperforming
Lack of Trust
When skills are lacking, teams flounder, members have trouble communicating with each
other, destructive conflicts result, decisions aren't made, and technical problems
overcome the group
Teams exist in a larger organization and rely on that organization for resources If outside
resources like formal rules, regulations, budgeting procedures, compensation systems,
selection procedures, and poor leadership, the group may suffer
• Create clear goals: Members must understand what their goals are and believe
they are important; these goals must be important enough to cause members to
sublimate their own personal concerns. Members need to know what they expect
to accomplish, and understand how they will work together to achieve those
goals.
When team and the aspects related to a team are discussed team coach is one of the most
important element for building an effective team hence the role of a coach is vital which
is discussed below:-
It is often much easier to form a group than a team. If you had a room filled with
professional accountants, for example, they could be grouped according to gender,
experience, fields of expertise, age, or other common factors. Forming a group based on a
certain commonality is not particularly difficult, although the effectiveness of the groups
may be variable. A group's interpersonal dynamics can range from complete
compatibility to complete intolerance, which could make consensus building very
difficult for a leader.
A team, on the other hand, can be much more difficult to form. Members of a team may
be selected for their complementary skills, not a single commonality. A business team
may consist of an accountant, a salesman, a company executive and a secretary, for
example. Each member of the team has a purpose and a function within that team, so the
overall success depends on a functional interpersonal dynamic. There is usually not as
much room for conflict when working as a team.
The success of a group is often measured by its final results, not necessarily the process
used to arrive at those results. A group may use equal parts discussion, argumentation and
peer pressure to guide individual members towards a consensus. A trial jury would be a
good example of a group in action, not a team. The foreperson plays the leadership role,
attempting to turn 11 other opinions into one unanimous decision. Since the jury
members usually don't know one another personally, there is rarely an effort to build a
team dynamic. The decision process for a verdict is the result of group cooperation.
Group building can literally take only a few minutes, but team building can take years.
Individual members of a group often have the ability to walk away from the group when
their services or input become unnecessary. A team member's absence can seriously
hamper the abilities of other team members to perform effectively, so it is not uncommon
for individual members to form an exceptionally strong allegiance to the team as a whole.
Although the term “team” is frequently used for any group, especially to get individuals
to work together and to motivate them, some team experts make a distinction between
teams and traditional work groups. For example, the authors of a recent books on the use
of a teams for creating high-performance organizations note that the difference between a
work group and a team relates to performance results. They note:
The purpose of assembling a team is to accomplish bigger goals than any that would be
possible for the individual working alone. The aim and purpose of a team is to perform,
get results and achieve victory in the workplace and marketplace. The very best
managers are those who can gather together a group of individuals and mould them into a
team.
In a team, only those committed to excellence are hired. Prospective team members are
queuing at the door to be recruited on the basis of their high levels of hard and soft skill
sets. Everyone works together in a harmonious environment
Conflict management
Conflict may be defined as a struggle or contest between people with opposing needs,
ideas, beliefs, values, or goals.
Conflict management is the process of planning to avoid conflict where possible and
organizing to resolve conflict where it does happen, as rapidly and smoothly as possible.
For any organization to be effective and efficient in achieving its goals, the people in the
organization need to have a shared vision of what they are striving to achieve, as well as
clear objectives for each team / department and individual. You also need ways of
recognizing and resolving conflict amongst people, so that conflict does not become so
serious that co-operation is impossible. All members of any organization need to have
ways of keeping conflict to a minimum - and of solving problems caused by conflict,
before conflict becomes a major obstacle to your work. This could happen to any
organization, whether it is an NGO, a CBO, a political party, a business or a government.
Causes or sources of organisational conflict can be many and varied. The most common
causes are the following:
Whenever people form groups, they tend to emphasise the things that make their group
"better than" or "different from" other groups. This happens in the fields of sport, culture,
religion and the workplace and can sometimes change from healthy competition to
destructive conflict.
Even within one organisation or team, conflict can arise from the individual differences
or ambitions mentioned earlier; or from rivalry between sub-groups or factions. All
leaders and members of the organisation need to be alert to group dynamics that can spill
over into conflict.
Especially in the workplace, two main types of disputes have been noted (although these
two types may also happen in other situations).
These are:
Stages of conflict
• where potential for conflict exists - in other words where people recognise that
lack of resources, diversity of language or culture may possible result in conflict if
people are not sensitive to the diversity.
• latent conflict where a competitive situation could easily spill over into conflict -
e.g. at a political rally or in the workplace where there are obvious differences
between groups of people.
• open conflict - which can be triggered by an incident and suddenly become real
conflict.
• aftermath conflict - the situation where a particular problem may have been
resolved but the potential for conflict still exists. In fact the potential may be even
• greater than before, if one person or group perceives itself as being involved in a
win-loose situation.
In the organisation leaders and members should be alert to signs of conflict between
colleagues, so that they can be proactive in reducing or resolving the conflict by getting
to the root of the issue. Typical signs may include:
Similarly, leaders and members can identify latent conflict between groups of people in
the organisation or the community and plan action before the conflict becomes open and
destructive:
• cliques or factions meeting to discuss issues separately, when they affect the
whole organisation
• one group being left out of organising an event which should include everybody
• groups using threatening slogans or symbols to show that their group is right and
the others are wrong
Conciliation
The dictionary defines conciliation as "the act of procuring good will or inducing a
friendly feeling". South African labour relations legislation provides for the process of
conciliation in the workplace, whereby groups who are in conflict and who have failed to
reach agreement, can come together once again to attempt to settle their differences. This
is usually attempted before the more serious step of a strike by workers or a lock-out by
management is taken; and it has been found useful to involve a facilitator in the
conciliation process. Similarly, any other organisation (e.g. sports club, youth group or
community organisation) could try conciliation as a first step.
Three methods of resolving situations that have reached the stage of open conflict are
often used by many different organisations. It is important to understand these methods,
so that people can decide which methods will work best for them in their specific conflict
situation:
Case study
Company profile
MISSION
“ To create quality retail infrastructure for consumers and value to investors. It is only
through quality retail real estate that organized retail in India can grow to its true
potential. By partnering with us, we offer the Indian retailer the opportunity of a pan
Indian presence and growth.”
• To manage the real estate portfolio the fund by providing professional investment
advise.
• The team comprises of professionals with relevant expertise in retail real estate,
project execution and infrastructure finance.
• KIACL------- kshitj domestic fund
Horizon international fund.
Vision
“human beings as the most valuable asset”
HR APPROACH AT KSHITIJ
ATTRACT
• Robust recruitment machinery
• Attract talent from dynamic job market
• Employee referral program
• Campus campaigns
MOTIVATE
A:
• Job description
• Organization structur
• Compensation structures
• Career pathing
EXCITE
• Celebrations
• Knowledge series and library
• Employment investment committee- SPICE
DEVELOP
• Skill enhancement for present role
• Competency
• Leadership development
Teams
Teams on the other hand are dominating over here as major work is allotted to teams. The
most important team is the
Corporate team which comprises head from mall management, chief marketing officer,
general manager finance.
A team of 15 people approximately works for the life cycle of the mall i.e. from the space
identification to mall management. The work among the teams is divided among
themselves so there is no groupism as such
For the motivation of the employee to encourage them to always do the things in an
extra-ordinary way there is a team which is known as :-
Sense of belonging
Celebrate festivals –they do the celebration of different festivals.
SPICE TEAM ( members)
There are around 13 members in the team from various departments like legal,
administration,leasing, projects, IT, HR etc the responsible members from these
departments form a team for the defined objective.
This is the picture of a team and group working in kshitij.
Conflict management
Ther are no major conflicts which have happened in these 2 years and neither do they
have hampered the organisatioal culture.
If at all the conflicts take place they are resolved internally or if has blown out of
proportion the they use techniques such as brainstorming, group discussions,briefing etc.
Kshitij has many new opportunities for itself as its just 2 year old, a long way to go. It has
its upcoming projects coming in India i.e.56 malls across nations. The HR department is
working on the groups and teams and how to train more efficiently and effectively. the
only threat is retail is in boom so many new as well as old companies are playing in this
market. But from my study and the given facts for a company who is already dealing
internationally it is not at all impossible to go way ahead in this field and explore new
horizons.
Conclusion :-
When does a group become a team? What are the distinguishing characteristics of a team
that are different from a group? The behaviors of a real team are decidedly different from
a group.
We believe the best definition of a team is from the book Wisdom of Teams. "A team is
a small group of people with complementary skills and abilities who are committed to a
common goal and approach for which they hold each other accountable." Let's pick
this definition apart. The best size for teams is 7-12 individuals. Larger teams require
more structure and support; smaller teams often have difficulty meeting when members
are absent. Members have skills and abilities that complement the team's purpose. Not all
members have the same skills, but together they are greater than the sum of their parts.
On teams, members share roles and responsibilities and are constantly developing new
skills to improve the team's performance. Teams identify and reach consensus on their
common goal and approach, rather than looking to a leader to define the goal and
approach. Most importantly, teams hold their members accountable. What does this mean
in practical terms? When they experience conflict with a member, they speak to that
member directly rather than to a supervisor. When a member isn't performing to the level
required, the team addresses the performance problem.
Now let's look at how a group functions. A group can be defined as a small group of
people with complementary skills and abilities who are committed to a leader's goal
and approach and are willing to be held accountable by the leader . A group supports
the leader's goals and the leader-dominated approach to goal attainment. A group drives
individual accountability rather than shared accountability. Leadership is predominantly
held by one person rather than the shared, fluid leadership on a team. In a group, the
dominant viewpoint is represented; in a team, multiple, diverse viewpoints are
represented. Decisions in a group are made by voting or implied agreement; decisions on
a team are typically made by consensus.
So, would it be right to say that teams are good and groups are bad?
Absolutely not.
A better question to ask is: when do you use a group and when do you make the extra
effort to develop a team? Let's face it, groups are far easier to create than teams, so it
makes sense to be a group when the following exist: the decisions and process are already
determined, buy-in is not necessary, time is a critical factor and there is split or minimal
management support for teaming. To form the group, identify a strong, effective leader
and empower the person to recruit group members, formulate the goal and approach and
drive decision making. This approach would be practical for short-term projects with
outcomes already defined.
Teaming, on the other hand, should be used when you need broad buy-in for the best
results, when no one person has the answer and when shared responsibility is important
to the success of the goal. To achieve a real team is difficult and time-consuming. There
is no magic bullet that will transform a group into a team overnight. It takes time to
develop the skills to work well together and understand how to solve problems and make
decisions effectively.