Project on team

Q1: What is group dynamics?

Group dynamics is a system of behaviors and psychological processes occurring within a social
group (intra group dynamics), or between social groups (intergroup dynamics). The study of
group dynamics can be useful in understanding decision-making behavior, tracking the spread of
diseases in society, creating effective therapy techniques, and following the emergence and
popularity of new ideas and technologies. Group dynamics are at the core of understanding
racism, sexism, and other forms of social prejudice and discrimination. 
Q2: How does it affect the workings of a work team?
Group dynamics are the unconscious forces that influence team behavior, reactions and
performance. Many people use the analogy of the undercurrent of the sea to describe team
dynamics. Like hidden currents in the sea, you can’t always see the forces affecting team
dynamics, but if you don’t pay attention to them they can steer you in the opposite directions to
which you intended.

Typically agile team dynamics are created by the combination of personalities within the team,
how they interact with one another, the nature of the work being done and the actual workplace
environment.

A team is a group of individuals that are all pulling towards achieving a mutual goal. In order to
reach that goal the team members rely on one another and if one part of the team dynamic
doesn’t work then this can impact on their overall performance and ability to meet their goal.

Q3: Research the Tuckman and Jensen group formation process and write a brief explanation of
the process and what it might mean for a business or organization.
Tuckman and Jensen (1977) proposed a stage-theory model for the process of group interaction
which emphasizes four stages of development: forming, storming, norming, and performing. The
names of the four stages are indicative of the process that occurs during each phase of
development.

Tuckman and Jensen described these four principal stages of development and interaction as
occurring in a fairly linear process, one after another; however, those experienced with group
work contend that the stages may also overlap one other. For example, conflict (storming) can
and often does occur within any other stage, from forming to performing, as the group works
together.
Four Stages

The progression is:

Forming

Storming

Norming

Performing

Here are the features of each phase:

Stage 1: forming

High dependence on leader for guidance and direction. Little agreement on team aims other than
received from leader. Individual roles and responsibilities are unclear.

Stage 2: storming

Decisions don't come easily within group. Team members vie for position as they attempt to
establish themselves in relation to other team members and the leader, who might receive
challenges from team members.

Stage 3: norming

Agreement and consensus largely forms among the team, who respond well to facilitation by
leader. Roles and responsibilities are clear and accepted. Big decisions are made by group
agreement.

Stage 4: performing

The team is more strategically aware; the team knows clearly why it is doing what it is doing.
The team has a shared vision and is able to stand on its own feet with no interference or
participation from the leader.
Q4: A manager is often said to lead by example, what does this mean?
Good leadership isn’t something that just happens. It requires many competencies such as
decisiveness, motivation and the ability to lead by example. Lead by Example is a phrase that
was described by American leadership guru and coach John Baldoni in his 2008 book ’50 Ways
Great Leaders Inspire Results’. It might seem easy to set the right example for employees and be
a source of inspiration for them, but according to Baldoni, actually putting it into practice
successfully can take a lifetime. It’s about trust, gaining respect and motivating and managing
employees to get good results. A team that’s being led by a poor leader, will be more likely to
experience a conflict than teams with leaders who encourage, involve and inspire their
employees.
Q5: How would you ensure that as manager you were giving the right examples?

Get your hands dirty. Do the work and know your trade. You don’t have to be the most
advanced technician on the team, but you must have an in-depth understanding of your industry
and your business.

Watch what you say. Actions do speak louder than words, but words can have a direct impact
on morale. For better or for worse.

Respect the chain of command. One of the fastest ways to cause structural deterioration, foster
confusion, and damage morale is to go around your direct reports.

Listen to the team. As leaders, sometimes we are so consumed with providing directive, giving
orders, and, well, talking that we forget to stop and listen.

Take responsibility. As the saying goes, it’s lonely at the top. Blame roles uphill. Great leaders
know when to accept that mistakes have been made and take it upon themselves to fix them.

Let the team do their thing. Stop micromanaging. Communicate the mission, vision, values,
and goals. Then step back and let the team innovate. Setting this example for the team will
encourage your other managers to do the same.
Take care of yourself. Wellness and fitness are essential for good leadership. The more you take
care of yourself, the more energy you will have and the better work you will do.

Q6: ABC Bank has a number of different teams that set interest rates. Name the various
stakeholders for those teams.
Short-Term Interest Rates: Central Banks
In countries using a centralized banking model, short-term interest rates are determined by
central banks. A government's economic observers create a policy that helps ensure stable prices
and liquidity. This policy is routinely checked so the supply of money within the economy is
neither too large, which causes prices to increase, nor too small, which can lead to a drop in
prices.

In the U.S., interest rates are determined by the Federal Open Market Committee (FOMC),
which consists of seven governors of the Federal Reserve Board and five Federal Reserve Bank
presidents. The FOMC meets eight times a year to determine the near-term direction of monetary
policy and interest rates. The actions of central banks like the Fed affect short-term and variable
interest rates.

If the monetary policymakers wish to decrease the money supply, they will raise the interest rate,
making it more attractive to deposit funds and reduce borrowing from the central bank.
Conversely, if the central bank wishes to increase the money supply, they will decrease the
interest rate, which makes it more attractive to borrow and spend money.

The Fed funds rate affects the prime rate—the rate banks charge their best customers, many of
whom have the highest credit rating possible. It's also the rate banks charge each other for
overnight loans.

The U.S. prime rate remained at 3.25% between Dec. 16, 2008 and Dec. 17, 2015, when it was
raised to 3.5%.
Long-Term Interest Rates: Demand for Treasury Notes
Many of these rates are independent of the Fed funds rate, and, instead, follow 10- or 30-year
Treasury note yields. These yields depend on demand after the U.S. Treasury Department
auctions them off on the market. Lower demand tends to result in high interest rates. But when
there is a high demand for these notes, it can push rates down lower.

If you have a long-term fixed-rate mortgage, car loan, student loan, or any similar non-revolving
consumer credit product, this is where it falls. Some credit card annual percentage rates are also
affected by these notes.

These rates are generally lower than most revolving credit products but are higher than the prime
rate.
  
Many savings account rates are also determined by long-term Treasury notes.

Other Rates: Retail Banks

Retail banks are also partly responsible for controlling interest rates. Loans and mortgages they
offer may have rates that change based on several factors including their needs, the market, and
the individual consumer.

Q7: What process could these teams develop in order to communicate with the stakeholders
identified in Q6?

The importance of effective communication with a project’s stakeholders is something that

shouldn’t be overlooked.

Detailed techniques only when related to one of its recommended approaches or one that is
unique to its method. As a result, it does not address communication in any detail, while
recognizing that “parties external to the project management team can exert a powerful influence
on the project.”

1. Identify stakeholders
Use a variety of techniques to identify the full range of stakeholders. Consider methods such as
independent analysis followed by collective brainstorming sessions to consolidate this list.

2. Create and analyze stakeholder profiles

Prioritizing stakeholders in terms of their relative influence, interest and attitude towards the
programme will guide your time investment.

3. Define the objective(s)

Setting out the purpose of the communication campaign will dictate the methods and means of
delivery.

4. Plan and deliver activity

Timing is critical. Communication often fails because it is actioned too late. People need time to
 adjust to change and accept it as a necessity, otherwise when it happens they are still in
resistance mode.

5. Measure results
Communication works best when it is two-way. So ensure there are mechanisms in place to
capture, measure and respond to feedback.

Q8: Think of an industry that you are interested in/working in, what employee support
mechanisms are commonly used?

 the issues and problems faced by activists in the north and in the south are not essentially
different.  A 'burn-out' is a burn-out  wherever you live or work. Being stressed or depressed
causes the same kind of emotional suffering.  But definitely the context - personal, institutional,
and in the broader environment, the economic, social, political circumstances in which the
person finds her/himself - does impact on the level of the personal suffering as well as the
degree of  complexity, or simplicity, of the potential measures to addess these issues.

So the 'support mechanisms' in order to be effective, need to take these contexts into
consideration: and these situations might not be relevant ONLY in the south

For example: 

 taking time off is an impossibility for someone who is working 2 part-time jobs amd
juggling a household and 3 children as a single mother
 having in place adequate health insurance for staff in conflict areas, even in peaceful
areas  - who has achieved that?
 supporting (migrant) workers to keep contact with families who live a thousand miles
away is certainly not a priority of employers
 and so on......

Q9: One of your team members comes to you with a problem, another team members is
harassing them? How would you investigate this and what corrective action would you take?
 Pinups in the workplace. Pinups containing sexual material (such as centerfolds) can
create a hostile work environment. Don't allow these in the workplace.
 Asking a coworker for a date. This by itself is not harassment. But if the person refuses
the offer, continued asking can become harassment and should be stopped if a complaint is
made.
 Rude treatment of women. A supervisor who treats women rudely, or who constantly
demeans the ability of women to perform work, can be guilty of sexual harassment since
adverse actions are being taken on account of the employees' gender.
 Verbal abuse and jokes. Comments about a person's appearance or jokes of a sexual
nature can constitute harassment if they occur often and are unwelcome. You should make it
a policy to stop all types of sexually oriented comments in the workplace.
Handling and Preventing Harassment

The best way to reduce your liability should harassment ever occur is to have policies and
procedures in place that show that you did everything you could to prevent harassment from
occurring. As an added bonus, having a policy against harassment will help you deal more
effectively with any complaints you get from employees.
The following is a "top ten" list of the essentials for preventing and dealing with harassment:
 Establish an effective complaint procedure and encourage employees to feel comfortable
coming to you with any problems they face at work, including any harassment that might
occur.
 Create and communicate your anti-harassment policy.
 Treat any incident as if it is a court case from the moment it is reported (most
importantly, notify your attorney right away).
 Quickly investigate any claims that might occur.
 Don't take any action that can be seen as harming the person making the complaint. For
example, don't transfer the complaining party to a worse location in order to separate the
parties.
 Do whatever is necessary to stop the harassment immediately.
 Restore any job benefits that were lost due to the harassment.
 Discipline the person who committed the harassment. If disciplinary action of the
harasser is not considered appropriate, document the reasons why.
 Take action to correct past discrimination based on the harassing conduct, if appropriate.
 Painstakingly document the investigation and the steps you took to remedy the situation.

Q10: How would you make sure that the corrective action undertaken did not leave unresolved
issues?
 Take every complaint seriously.
 Investigate every complaint.
 Try not to make credibility judgments based on the reputation of the person complaining
or the person accused of harassment. In a very small business where you know all the
employees quite well, this is difficult to do. Do your best to remain objective, until your
investigation of the complaint is complete.
 Don't assume that the person making the complaint is being oversensitive.
 Don't leave it to the parties involved to work it out.
 Remember that not all employees will label unwelcome conduct as harassment. An
employee might complain, for example, about "unprofessional conduct" or "inappropriate
behavior." Ask the employee to describe the conduct more specifically.

Q11: How do you use feedback to improve performance and reward good or improved
performance?

Effective and timely feedback is a critical component of a successful performance management

program and should be used in conjunction with setting performance goals. If effective feedback
is given to employees on their progress towards their goals, employee performance will improve.
People need to know in a timely manner how they're doing, what's working, and what's not.
Feedback can come from many different sources: managers and supervisors, measurement
systems, peers, and customers just to name a few. However feedback occurs, certain elements are
needed to ensure its effectiveness.
Specificity:
Feedback works best when it relates to a specific goal. Establishing employee performance
expectations and goals before work begins is the key to providing tangible, objective, and
powerful feedback. Telling employees that they are doing well because they exceeded their goal
by 10% is more effective than simply saying "you're doing a good job."
Timeliness:
Employees should receive information about how they're doing as timely as possible. If
improvement needs to be made in their performance, the sooner they find out about it the sooner
they can correct the problem. If employees have reached or exceeded a goal, the sooner they
receive positive feedback, the more rewarding it is to them.
Manner:
Feedback should be given in a manner that will best help improve performance. Since people
respond better to information presented in a positive way, feedback should be expressed in a
positive manner. This is not to say that information should be sugar-coated. It must be accurate,
factual, and complete. When presented, however, feedback is more effective when it reinforces
what the employee did right and then identifies what needs to be done in the future. Constant
criticism eventually will fall upon deaf ears.
Q12: When talking about group dynamics there is always a leader that is appointed and another
person who believes they should be the leader, how do you reconcile these two personalities?
Leadership is one of the most studied aspects of group communication. Scholars in business,
communication, psychology, and many other fields have written extensively about the qualities
of leaders, theories of leadership, and how to build leadership skills. It’s important to point out
that although a group may have only one official leader, other group members play important
leadership roles. Making this distinction also helps us differentiate between leaders and
leadership.Owen Hargie, Skilled Interpersonal Interaction: Research, Theory, and
Practice (London: Routledge, 2011), 456. The leader is a group role that is associated with a
high-status position and may be formally or informally recognized by group
members. Leadership is a complex of beliefs, communication patterns, and behaviors that
influence the functioning of a group and move a group toward the completion of its task. A
person in the role of leader may provide no or poor leadership. Likewise, a person who is not
recognized as a “leader” in title can provide excellent leadership. In the remainder of this section,
we will discuss some approaches to the study of leadership, leadership styles, and leadership and
group dynamics.
Q13: What happens to a work group that has no defined leader?
Poor team leaders weren't on the far end of a continuum from the great leaders. Because of the
issue with control, they were doing something entirely different. When a leader tells
the team what to accomplish and how to accomplish it, the team loses autonomy. It can't really
use all its members' resources.
Q14: Every organization has a limited amount of resources, this is a fact. How would you ensure
that your group/work team get the resources required to complete their tasks effectively?

 tracking the use of resources such as people, technology, and information.

 By combining resources (both across management levels and functional disciplines),

organizations can create unique synergies and core competencies.

 In order to maintain synergy between employees and organize resources, teams are
increasingly common across industries and organizational types.

 The primary role of a team is to combine resources, competencies, skills, and bandwidth
to achieve organizational objectives.

 The extent to which a resource, such as electricity, is used for the intended purpose; the
ratio of useful work to energy expended.

Q15: What role should a work team leader plays in protecting his team from office politics?
 Stick to your values
 “Politics are inevitable in the workplace,” said Abbey Louie, founder and Talent
Management Consultant at Elan Consulting Group. “I have been forced to navigate tricky
political situations many times.
 Lead by example
If left unchecked, politics or jockeying for power can turn to bullying or ostracizing. In
this situation, it is best for those in leadership positions to set a clear code of conduct,
lead by example, and quickly discourage unprofessional behavior through direct
communication.
 Politics in the era of remote work
Dynamics are different in offices with remote teams. “Our communication and
management tools give everyone line of sight to projects and work effort, so it is
surprisingly hard to hide,
 Large company success depends on leadership’s ability to listen
Lack of information can contribute to negative office politics. As our culture grows and
evolves to embrace open communication, large companies realize that top down orders
from leadership are not as effective as listening to people at all levels in the company to
work through tough issues.

Q16: How would you identify your personal traits that are positive for your job role and those
that are negative?
1. Extroversion Versus Introversion
This paradigm examines the attitudes of individuals. Those defined as extroverts are believed to
draw energy from interactions with others. Without external stimuli, their energy can start to
wane.

Introverts, on the other hand, are said to expend energy through interactions with others.
Therefore, to recharge their batteries and regain centeredness, they seek quiet alone time to
reflect on and understand their interactions. After gaining a new understanding of the situations,
they proceed forward.

2. Sensing Versus Intuition

This aspect focuses on how individuals gather information from their surroundings. Those who
prefer the sensing method are said to rely more on clues that can be gathered by the five senses,
which means their stimuli need to be present and concrete in order for them to make sense.

If someone relies on the guidance of their intuition for decisionmaking, they prefer deducing
outcomes by identifying overall patterns and connecting disparate information by using theories
and other available information.

3. Thinking Versus Feeling

When it comes to decisionmaking, those who identify as thinkers tend to make conclusions
based on rational and detached points of view. This means they prefer reasoning that is
consistent and can be applied to a specific set of rules.

Feelers, meanwhile, prefer to make decisions based on situational factors. Feelers weigh each
situation against another, aiming to create a sense of harmony and consensus. This is different
from thinkers, who are more concerned with the truth, give more direct feedback, and avoid
inconsistencies.

4. Judging Versus Perceiving

This is a trait not included in Jung’s original theory, and it explains the ways an individual
interacts with the external world. According to the MBTI, an individual can be identified either
as a judger (someone who prefers to think or feel) or a perceiver (someone who prefers to use his
or her senses or intuition).

Q17: Q12 was related to different personalities within a work team and how they can affect
way the team operates. How would you get different personalities to work together?

1.  Give a feedback sandwich. You may like speaking your mind, but others may not like to
hear it. Most workers have a tough time receiving negative feedback, even when it's from
someone they know, like, and admire.

2. Ask how the other person works. If your colleague wants to achieve inbox zero every day,
email is probably not the best way to communicate.
3. Choose your battles. There is a cost every time you engage in a workplace conflict and it's
usually time. Projects get delayed and workers become stressed.

4. Know that you're on the same team. While the workplace can and should have multiple
personalities and opinions, it's easy to forget that everyone is working toward the same objective.

5. Respect other people's expertise. Most people just want to be heard and validated. Respect
and acknowledge that your colleagues have an expertise that you don't. 

Q18: What processes could you put in place to improve team performance at a given task?
1. Delegate responsibility

2. Communicate effectively

3. Know their strengths and weaknesses

4. Give them incentives 

5. Eliminate excess 

6. Be a good example 

7. Hold stand-up meetings 

8. Let employees work from home 

9. Set realistic goals

10. Integrate technology

Q19: How would you develop workplace procedures designed to make team members take
responsibility for their own work?

1. Give your team members ownership

2. Set communication expectations
3. Know your team members strengths and weaknesses
4. Incorporate some team building exercises
5. Employ a project management software
6. Good work environment
7. Give them incentives
8. Get out of the way
9. Praise a job well done
10. Give each other feedback

Q20: All teams members who are better at their role than others, how would you develop
Procedures to get these team members to work to develop other “not so good” team members?
 A good team creates a good leader:  A leader starts being an integral part of a building
block. It is his ability to choose and place each brick carefully to create the structure that
gives the block a meaning.
 The value of time:  In a complex organization where the stakeholders are many, a
leader's discerning eye spots those capabilities among people, chooses the members with
 the right skills and attitude and structures each link in the chain that will lead the team to
their goal comfortably without rushing through to a result.
 Calculated risks: I was in conversation with a colonel who explained how leadership
lessons form an integral part of the training at military camps.
 Measurable results: the results could be overwhelmingly positive but most of them
would be intangibles - like the buzz, going viral on social media, being covered across
media platforms but may not set the cash registers on fire. If any outcome does not affect
the bottom line, there is something drastically wrong with the process.

Establish team performance plan

Activity 1
 What did you admire about their leadership skills and abilities?
Leadership skills and abilities has following:

 Patience
 Empathy
 Active listening
 Reliability
 Dependability
 Creativity
 Positivity
 Effective feedback
 Timely communication
 Team building

 What did they do to ensure they communicated effectively with you?

They do to ensure they communicated effectively with you because we are new comers in
the company and they want to make the good impact on new employees.
 How did they indicate that they had good job related knowledge?
By understanding and displaying good management skills will help to position you for a
successful career no matter what level you're starting at. learn the essential role that good
management skills play in the workplace.
 Does this have any relevance for how you might lead in workplace? If yes, how?

Yes, relevance for how you might lead in workplace is important and this can be done by:

1. Give them the freedom to use their talents. 

2. Give them permission to make mistakes.
3. Guide them to work together toward a compelling vision. 

4. Show up as the leader and develop leaders within. 

5. Give them what they need to be successful. 

6. Create an environment of fun and enjoyment. 

7. Model accountability and teach responsibility. 

8. Be decisive and purposeful. 

9. Don't underestimate the power of EQ. 

10. Teach them that everything is hard before it's easy. 

Activity 2:
1. Recognize the power of teamwork
Before you begin, take a moment to appreciate the power of teamwork and how you can best
utilize this tool.

2. Choose the right people

If you want your team to be really effective, you'll need to get the right people for the job. If
possible, try to incorporate employees or departments in your organization that bring varied
experience and perspective to the project.
3. Delegate
Once you've chosen your team and outlined your expectations, delegate the authority and access
the team needs to complete the project.

4. Monitor progress
In an ideal world, you'll have chosen exactly the right people for the team, and everything will
take care of itself.

5. Celebrate your successes

When your team accomplishes or exceeds its goals, then be sure to recognize the win and
celebrate it.

Activity3:

Days Client Name Truck Type Service Team Collection

time
Mon Helpman Mack Wash Gus,Purna 12: 00
Tue Brothers Mack Wash Suzi, Jacko 5:00
Wed Ken Kenworth Wash Madde,Gus 8:00
Thu Sutton Double b Wash Suzi,Purna 13:00
Fri Joseph Kenworth Wash Madde,Jacko 9:00
Sat Marshall Mack Wash Gus,Madde 5:00
Sun John Mack Wash Mack,Gus 2:00

Activity 4:
 An understanding of the organization's strategic plan
 Details of the team plans.
  Important to supported employees to know if their job is going to change.
 To know that how changes can impact on daily, weekly and monthly work arrangements.
Activity5:
Owners and Managers should be present at the store and keep consistent hours.
TIP 2. Stay opened as advertised. There is nothing worse than arriving and finding a retailer’s
door shut at a time that they say they would be open.
TIP 3. When you are asked, "How's Business?" – Always respond with, "Great!" Always
promote a positive perception of your store in your community.
TIP 4. Give your customers the impression that you enjoy what you do.
TIP 5. Make sure you set up a database with your customers’ birthdays, email addresses, and
mailing information.
TIP 6. Do business with people and companies that appreciate your business.
TIP 7. Give back to your community with donations and volunteer work.
TIP 8. Ingratiate yourself and your business into the community. Participate in events put on by
local schools and local art associations.
Each team member may need to know the team responsibilities and accountabilities by:

Step1

Identify roles

Define what roles there are in the team (e.g., team lead, developer, designer, accountant) and
write them in the "Roles" section of the table you prepared.

STEP 2

Clarify your own responsibilities

Think about the top 3 - 5 things your role is responsible for. Write each responsibility on a sticky
note, then rank them in priority order.
STEP 3

Dive into teammates' responsibilities

For each of the other roles identified, write down 1 - 2 responsibilities you believe are their
priorities.

As you are brainstorming, you may think of responsibilities that don't have a clear owner. Write
those down too and surface them when the group discusses in step 5. 

STEP 4

[optional] Refine and consolidate

(Do this step only if you have 3 or more people who share the same role.)
To same time in the next step, talk to teammates with roles similar to yours and refine the list of
responsibilities. E.g., if there are five developers in the room, they should create a unified list of
developer responsibilities.  

STEP 5

Discuss each role

For each role, have the role owner(s) describe what they believe their role is and place their
sticky notes in the "what I think" column in priority order. Then go around the room to find out
what others think the role is all about, and have them place their sticky notes in the "what others
think" column. 

Next, the role owner either "accepts" or "politely declines" the responsibilities identified by
others. If they decline, they should suggest which role ought to own it. 

You'll likely uncover responsibilities with no established owner. Note those in the "unassigned
responsibilities" section below the table. Where responsibilities overlap, be sure to define who is
the primary owner (vs. who is a contributor or a back-up).
STEP 6

Summarize and identify next steps

Congratulations! You've just done yourselves a great service. Summarize the roles and their
responsibilities to make sure everyone is in agreement. 

Then, find an owner for documenting it, as well as someone to figure out how you'll fill any skill
gaps you identified.

Activity6:
Activity7:
Organizational competencies may include:

 Decision-making
 Risk-taking
 Develop relationships
 Problem-solving
 Attention to detail
 Innovation
 Integrity
 Resilience
 Customer service
 Strategic perspective
 Team work
 Leadership

Competencies are monitored in organization by:

Firstly, you need to understand how competencies are measured and then you can set
processes in place to capture the relevant information. The most effective way to do this
is in terms of the behaviors that define a specific competency.
 Behaviors are made up of three aspects; a person’s Knowledge, Skills, and Attitudes,
their K.S.A.’s. These aspects break down the measurement of behaviors into practical
chunks that you can monitor, observe and record.

Any improvements to how team competencies are monitored are:

1. Supervising Others

Managing others can be a challenge for the new supervisor who has not had management
experience.

2. Conflict Resolution

Conflict in the workplace is an inevitable reality.

It is important to manage this conflict because unresolved conflict can affect relationships

between people and groups of people.

3. Emotional Intelligence

Emotional intelligence is defined as “the capacity to be aware of, control, and express one’s
emotions, and to handle interpersonal relationships judiciously and empathetically.”

4. Communication Skills

Managers need to have good written and verbal communication skills to effectively
manage employees.

5. Manage Performance 

To effectively manage employees, managers need to understand the basics of managing

performance. Manager suggest improvements to how team competencies are monitored.

Activity8: Team commitment and cooperation is developed through good communication and
effective decision making, as well as fostering mutual concern and camaraderie between team
members.

Good communication skills are essential for any team leader. An ability to communicate
with supported employees according to their preferences is a first step in developing team
commitment and cooperation. Without the skills and knowledge to talk and act in ways
 that acknowledge the needs of supported employees in the work team, obtaining
commitment and cooperation in the work team is difficult.

Knowing how each member of your team prefers to gather information and how each
member prefers to get advice and to be given instructions will help you to communicate
the team goals appropriately to each team member.

Activity 9: There are a number of signals that indicate the work team is committed and
cooperating. These include:

 maintaining or increasing quality

 reaching or exceeding production targets
 decreasing complaints from team members
 limited conflict between team members
 fewer workplace injuries.

people could be supported employees, or other supervisors and managers. Information could also
be sought from specialists available to your workplace such as occupational therapists,
physiotherapists or occupational health and safety trainers.

Activity10:
1. Mistakes will be made. Calm down!
2. Hire autonomous people.
3. Build trust.
4. Create choice within boundaries.
5. Grant employees ownership.
6. Provide tools to reach goals.
Examples of how can you contribute to ensuring that your current team by:
  Focus on the company’s needs.
 Toot your own horn.
 Numbers speak.
 Connect the dots.
 Accentuate the positive.
 Don’t be vague.
 Don’t be long-winded.
 Leave out the irrelevant.
 Don’t be arrogant.

Activity11:
Activity 12:
Activity13:
Pros

1. Despite the criticism that qualitative methods are interpretive and invalid as
scientific evidence, the real discrepancy lies within the types of data that each
method produces.

2. Quantitative data measures quantifiable terms, such as "how much," "how long"
and "how many," while qualitative data measures the reasons behind behavior, such
as the "how" and "why."

Cons

1. One con of quantitative research is the limited ability to probe answers.

2. Also, people who are willing to respond may share characteristics that don’t apply
to the audience as a whole, creating a potential bias in the study.

Force field analysis: Force-field analysis is a development in social science. It provides a

framework for looking at the factors (forces) that influence a situation, originally social
situations. It looks at forces that are either driving movement toward a goal (helping forces) or
blocking movement toward a goal (hindering forces).
Paired comparison analysis: Paired Comparison Analysis is an activity for evaluating a small
range of options by comparing them against each other. It is useful and easy technique for rating
and ranking alternatives where the evaluation criteria are subjective and difficult to measure.
Cost/Benefit analysis: A cost-benefit analysis is a process businesses use to analyze decisions.
The business or analyst sums the benefits of a situation or action and then subtracts
the costs associated with taking that action.
Activity14:
1. Every employer seeks to hire people who enjoy their work, but the word “passion” evokes
feelings of dedication and loyalty. When someone is passionate about the work they’re doing,
they’re naturally committed to quality and positive outcomes.
2. This should come from Senior Management. It could be best explained to the team through a
team meeting.
3. Depending on the team environment at the time you could get varied levels or response.
Recommendations from the team can be used to implement change and suggestions to improved
how the company or team operates. These could be small changes that may make a big difference
to how the team performs.
Roberto also considered developing some guidelines for the team meeting to ensure everyone had
an opportunity to contribute. He soon realized that the guidelines would be best developed
between all the team members, however, he jotted down the guidelines he wanted to contribute:
•Encourage each other to contribute
•Listen carefully to each other What guidelines would you suggest to help ensure all team
members have the opportunity to contribute to team planning discussions?
•Give each person an allotted time to convey their feedback. Make the team meeting interactive, do
not just have one person talking. Use some management tools to help organize the meeting.
Activity 15:
1. I m agreed that suggestion should be discussed in more detail at the next meeting.
2. One team member specializes in Sanding and another in small repairs
3. May recognized that this would be a risk, it was likely that work completion would slow and
there was also a possibility that there would be poor matches between individual team.
4.

o Give your workers a sense of freedom

o Provide your team with the resources to implement innovative ideas

o Invest your time in the creative nourishment of your workers

o Don’t focus only on R&D 

o Allow your employees a chance to fail

5.
1. never stand still
2. do more than is required of you
3. think as a team member, not an employee
4. speak up and share your ideas
5. fake it till you make it

Activity16: Examples on:

1. How your organization ensures that the potential of all team members is used,
Recognize that leadership and individual contributor expertise require different and often
mutually exclusive skills.
2. Provide some examples of how to ensure you provide effective feedback to team members.
By its very nature, constructive feedback focuses on outcomes and impartial observations rather
than the employee's personal attributes. “Your presentation put a lot of people to sleep” is likely
to be taken as an attack that is motivated by personal feelings rather than any objective facts. By
discussing the situation itself rather than your personal opinion about it, you are showing that
you are most concerned about fixing the problem at hand, not the employee's own personality.
3. Provide some examples of how to ensure you are receptive to feedback from team members.
Starting off your feedback with a few questions can help the other person feel like an equal part
in the conversation as you discuss the challenge together.
4. Provide some examples of where team leaders have establish relationships with team
members? How was this achieved?
Encourage trust and cooperation among employees on your team. Remember that the
relationships team members establish among themselves are every bit as important as those you
establish with them. As the team begins to take shape, pay close attention to the ways in which
team members work together and take steps to improve communication, cooperation, trust, and
respect in those relationships.
5. Provide examples from your workplace where team leader are effective at matching
communication process with supported employees' communication needs.

Highly engaged staff are more profitable staff

It's important that communication with staff doesn't only occur around negative instances –
positive achievements need to be communicated as well. 

Communication and feedback is the key to a successful working environment, and helps
to engage staff and reduce turnover 

6. List the skills and abilities needed by team leaders to ensure their communication processes
suit the needs of supported employees in the team they are leading.

1. Ability to Lead
This skill refers to how clearly a leader sees his or her vision, shares it with employees,
and inspires them to support that vision.
2. Effective Communication
All great leaders are good communicators.
3. Relationship Building
Creating and fostering relationships with both employees and clients is one of the marks
of a leader who is truly dedicated to his or her position and company.
4. Industry Expertise
It is difficult and de-motivating to follow a leader who doesn’t understand what he or she
is doing or is less qualified than the employees.
5. Perceptive of Team Needs
In addition to having important leadership skills, managers must make sure their teams
also have the skills they need to succeed.
6. Trustworthiness
The most trusted leaders display integrity and honesty, gaining the trust and respect of
their employees and clients.
 7. Time Management
Although time management is often seen as an important skill for employees, it’s even
more important for leaders.

Activity17:
Develop a vision for the team: You shouldn't have a perfectly formed vision when you go to
share your ideas with the team.
Listen to team members and recognize their efforts:  Give employees a voice and a vote

Give responsibility and build self esteem: Personal training helps build confidence because it
goes right to the source of the problem. 

Build confidence and empower team: Treat them with deep respect.

Make work interesting and worthwhile: Deliver Praise and Recognition Often

Promote cooperation and team support: Provide teams with the resources they need to work
together

Keep promises and build trust: As we were taught when we were young, and from being let
down in our personal relationships, don’t make promises that you can’t keep.

Activity18:

Define the problem:

 Differentiate fact from opinion

 Specify underlying causes
 Consult each faction involved for information
 State the problem specifically

Identify the type of problem: Sometimes a new problem that at first seems unique, is really just
the first instance of a new generic problem.
 Identify constraints issues: Within each organization the reporting structure or management
hierarchy is an important constraint. You can measure its possible effects by outlining the
request approval process and measuring how easy or difficult it is.
develop alternative solution: Where do alternative solutions come from/ experience is good
source. The solutions that have worked, or at least been considered in the past, should be
considered again. Another good source of solutions is the advice of others, including the
recommendations of consultants and the suggestions of expert systems. You should also use your
intuition and ingenuity to come up with a number of creative solutions. 
evaluation the alternative solution: Once alternative solutions have been developed, they must be
evaluated so that the best solution can be identified. The goal of evaluation is to determine how
well each alternative solution meets your business and personal requirements. These
requirements are key characteristics and capabilities that you feed are necessary for your
personal or business success.
decide on a solution and implement it: Implementation is the culmination of all your work in
solving a problem and requires careful attention to detail. There are three basic stages involved:

 planning and preparing to implement the solution

 implementing and monitoring the action

monitor and evaluate the action: Monitoring the plan should not be confused with evaluating the
solution. Monitoring the plan helps to ensure that the solution is being implemented as expected.
Evaluating the solution occurs after the plan has been implemented and provides an indication of
whether the solution has rectified the problem.
Activity19: Examples of external stakeholders are customers, suppliers, creditors, the local
community, society, and the government. Customers want the business to produce quality
products at reasonable prices. Shareholders have an interest in business operations since they
are counting on the business to remain profitable and provide a return on their investment in the
business. Creditors that supply financial capital, raw materials, and services to the business want
to be paid on time and in full. Federal, state, and local governments need businesses to thrive
in order to pay taxes that support government services such as education, police, and fire
protection.

 Case study:
Policies and procedures:

Australian Hardware acknowledges its role as a responsible corporate citizen. Australian

Hardware’s success will result not simply from satisfying specific equipment needs for a quality
product at reasonable prices, but from conducting its business with integrity and in accordance
with the core values of the organization.

Employees and officers of Australian Hardware are expected to:

 respect and support the core values of the organization:

o performance excellence
o value for investors, customers and employees
o personal and professional development
o diversity
o sustainability
 respect others and treat others (colleagues, managers, reports, clients, customers and
organizational stakeholders) with fairness
 act in accordance with relevant legislation, standards and industry codes of practice
 act honestly to protect the reputation of Australian Hardware; avoid the fact or
appearance of conflict of interest
 protect the privacy of others in accordance with organizational privacy and recordkeeping

 Case study:

Report:
1. John follow the management style of autocratic management is the most controlling
of the management styles. Variations of this style are authoritative, persuasive, and
paternalistic. Autocratic managers make all of the decisions in the workplace.
Communication with this type of management is one way, top-down to the employees.
Employee ideas and contributions are not encouraged or considered necessary.[4] Roles
and tasks are clearly defined, and workers are expected to follow these directions without
question while being consistently checked and supervised.
2. Michelle follows  Coaching Management Style in which Leaders and managers
act as coaches to inspire, encourage, and guide their teams to greater outputs and
efficiencies.

3. Maria follows the laissez-faire management style involves little or no interference

from management. The staff do not need supervision and are highly skilled which allows
management to take the hand’s off approach and leave the problem solving, and decision
making to the staff. Variations of this style include the delegative style and what is
referred to as boss-less environments or self-managed teams.
  Case study
Report:
Ans1: Sean say in his memo that how the organization make changes to increase the
productivity.
Ans2: He wants the results that CEO of company accept his proposal.
Ans3: strengths and weaknesses of Sean are:
Strengths:
 he worked late for the company without extra pay.
 he introduced new ideas.
Weakness:
 He is over confident about his new ideas.
Ans4: With his attitude towards work he has capability in making changes in the workplace.
Ans5: Yes, Sean has a lots of power as a supervisor due to his dedication in work.
Observation:

Team performance plan Staff will be provided with individual performance plans/work plans for
the subsequent financial year. For new employees, a performance plan will be provided at the
end of the probation period (first three months of employment). In further years, work plans are
agreed upon after the July/August performance review has been conducted.

The performance plans/work plans set out the contribution expected of the role in supporting the
achievement of the organization’s strategic plans and objectives: the actions or activities required
to achieve those objectives; and the criteria or standards used to assess the achievement of the
objectives. In addition to business plans outcomes, the work plans will include specific project
and personal development goals. For sales staff, the performance plans will detail the sales
targets for the period.

1.
 A manager: A manager is a person who is responsible for a part of a company, i.e., they
‘manage‘ the company. Managers may be in charge of a department and the people who
work in it. In some cases, the manager is in charge of the whole business. For example, a
‘restaurant manager’ is in charge of the whole restaurant.
  A leader: A leader is "a person who influences a group of people towards the
achievement of a goal". A mnemonic for this definition would be 3P's - Person,
People and Purpose
 Delegation: Delegation is the assignment of any authority to another person (normally
from a manager to a subordinate) to carry out specific activities. It is one of the core
concepts of management leadership. However, the person who delegated the work
remains accountable for the outcome of the delegated work. Delegation empowers a
subordinate to make decisions.
 Motivation: Motivation is the experience of desire or aversion…You want something, or
want to avoid or escape something. As such, motivation has both an objective side – a
goal or thing you aspire to – and an internal or subjective aspect: it is you that wants the
thing (or wants it to go away). At minimum, motivation requires the biological substrate
for physical sensations of pleasure and pain.
2. Name 4 different styles of leadership and provide definitions (examples)
1. Autocratic or Authoritarian leadership
An autocratic leader centralizes power and decision-making in himself. He gives orders, assigns
tasks and duties without consulting the employees. The leader takes full authority and assumes
full responsibility.

2. Democratic or Participative leadership

Participative or democratic leaders decentralise authority. It is characterised by consultation with
the subordinates and their participation in the formulation of plans and policies. He encourages
participation in decision-making.

3. The Laissez-faire or Free-rein leadership

Free-rein leaders avoid power and responsibility. The laissez-faire or non-interfering type of
leader passes on the responsibility for decision-making to his subordinates and takes a minimum
of initiative in administration. He gives no direction and allows the group to establish its own
goals and work out its own problems.

4. Paternalistic leadership
Under this management style the leader assumes that his function is fatherly or paternal.
Paternalism means papa knows best. The relationship between the leader and his group is the
same as the relationship between the head of the family and the members of the family. The
leader guides and protects his subordinates as members of his family.

3. Describe Abraham Maslow's theory on motivation:

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham
Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.
[2]
 Maslow subsequently extended the idea to include his observations of humans' innate
curiosity. His theories parallel many other theories of human developmental psychology,
 some of which focus on describing the stages of growth in humans. He then decided to
create a classification system which reflected the universal needs of society as its base
and then proceeding to more acquired emotions.[3] Maslow's hierarchy of needs is used to
study how humans intrinsically partake in behavioral motivation. Maslow used the terms
"physiological", "safety", "belonging and love", "social needs" or "esteem", and "self-
actualization" to describe the pattern through which human motivations generally move. 
4. Explain the benefits of teams

1. Fosters Creativity and Learning

Creativity thrives when people work together on a team. Brainstorming ideas as a group prevents
stale viewpoints that often come out of working solo. Combining unique perspectives from each
team member creates more effective selling solutions.
What you have learned from your individual experiences is entirely different from your
coworkers. Thus, teamwork also maximizes shared knowledge in the workplace and helps you
learn new skills you can use for the rest of your career.
Collaborating on a project creates an enthusiasm for learning that solitary work usually lacks.
Being able to share discoveries with the rest of your team excites employees and fosters both
individual and team knowledge.

2. Blends Complementary Strengths

Working together lets employees build on the talents of their teammates. While your strength
may be creative thinking, a coworker might shine in organization and planning. Do not hesitate
to share your abilities with the team.
Often, a team works well together because team members rely on each other to bring individual
talents to the table. By observing the process behind these skills, you can learn how to combine
your gifts and become a stronger team.
Every time you see your coworkers utilize a different approach in sales, you have a chance to
adjust or improve your methods.

3. Builds Trust
Relying on other people builds trust, and teamwork establishes strong relationships with
coworkers. Despite occasional disagreements, an effective team enjoys working together and
shares a strong bond. When you put your trust in a coworker, you are establishing the foundation
of a relationship that can endure minor conflicts.
Trusting your teammates also provides a feeling of safety that allows ideas to emerge. It helps
employees open up and encourage each other. Open communication is key when working on a
team and produces effective solutions in difficult group projects.
Without trust, a team crumbles and cannot succeed on assigned projects. Great teams build each
other up and strengthen individual members to create a cohesive group. By working together,
 employees learn that wins and losses affect everyone on the team. Teamwork necessitates
confidence in each other’s distinct abilities.

4. Teaches Conflict Resolution Skills

Conflicts inevitably happen when you put together a group of unique people. Employees come
from varied backgrounds and have different work styles and habits. While these unique
viewpoints create the most successful work, they can also generate resentment that quickly turns
into conflict.
When conflict arises in teamwork situations, employees are forced to resolve the conflicts
themselves instead of turning to management. Learning conflict resolution firsthand is a skill that
employees can use to become efficient managers down the road.

5. Promotes a Wider Sense of Ownership

Team projects encourage employees to feel proud of their contributions. Tackling obstacles and
creating notable work together makes team members feel fulfilled. Working toward achieving
company goals allows employees to feel connected to the company. This builds loyalty, leading
to a higher level of job satisfaction among employees.
Teamwork is not just helpful for employees. It benefits the employer in the long run as well.
Employees that connect directly with their workplace are more likely to stay with the company.
While employees leaving their jobs often cite a lacking salary, another common complaint is that
their contributions do not seem to matter. Teamwork allows people to engage with the company
and add to the bigger picture.

6. Encourages Healthy Risk-Taking

An employee working on a project alone will probably not want to stick their neck out for an off-
the-wall idea. If the project fails when working solo, that employee takes the full brunt of the
blame. While you may not get full credit for a successful team project, working with other
people spreads out the responsibility for a failed assignment.

5. What is delegation? Please explain the principles of delegation

The Delegation of Authority is a process through which a manager assigns
responsibility to the subordinate to carry out the work on his behalf. Also, a certain
authority is delegated to the subordinate to the extent, which is sufficient to accomplish
the assigned responsibility.

1. Principle of Functional Definition

2. Principle of Result Expected
3. Principle of partity of Authority and Responsibility
4. Principle of Unity of Command
5. Principle of Absoluteness of Responsibility
6. The Scalar Principle
7. Principle of Exception

6. Choose a leader of your choice and write ten points as to why you would take this
leader as your role model.
1. Succeed in an arena that matters to others. Those who value money respect leaders who
make money.
2. Choose meaningful goals. Leaders we love to follow, go where we want to go. Identify
shared goals if you want followers.
3. Elevate others. Take people somewhere they wouldn’t go without you. Reach high.
4. Live generously. Spend more time thinking about others than you spend thinking about
yourself.
5. Respect others. If you want followers, don’t ask for respect. Extend it. Only extend
respect when it’s earned.
6. Maximize the talent of others. We follow leaders who believe in us, even as they push us
to be better.
7. See something in others that they don’t see in themselves. Successful leaders navigate
tension between accepting who we are and believing in who we could be. If you want
followers, propel people forward.  Don’t hold them back.
8. Remain steady during uncertainty.
9. Make people feel understood.
10. Sacrifice for the benefit of others.

7.
Define all the styles of leadership outlined in the above case study:

o authoritarian or autocratic - the leader tells his or her employees what to do

and how to do it, without getting their advice

o participative or democratic - the leader includes one or more employees in the

decision making process, but the leader normally maintains the final decision
making authority

o delegative or laissez-fair (free-rein) - the leader allows the employees to make

the decisions, however, the leader is still responsible for the decisions that are
made
Whose approach do you favor, Frieda's or Consuela's? Please explain your answers using
the concepts you learnt about leadership styles.
I am the favor of Frieda's approach because she has been with the company for 12 years
and had worked her way up the housekeeping hierarchy to become a domineering, no-
nonsense manager. Housekeeping was too busy, with too much pressure, to suit anything
but an autocratic style.

Given that most operations have certain periods in which work pressures are extremely
high, how do you think that this should be taken into account by supervisors when
thinking about their leadership styles?
This manager is much more trusting, allowing ample freedom for employees to succeed
or fail and intervening only when it's necessary. However, because these managers tend
to shy away from intervention, they set low expectations and can strike people as
disengaged. At worst, their hands-off approach might impede the team's productivity by
not intervening at a critical junction. Worse yet is when they are baffled that things went
wrong just because they were at the extreme of this style.
8. Detail 3 different ways you can recognize or reward a team member? Explain the
benefits of each method you detail.
Thank Workers for Their Efforts
A great way to recognize your team members, and something truly wallet-friendly, is simply
thanking people for their efforts. Everyone wants to feel like their managers notice they’ve been
working hard and achieving great results, so thanking workers for a job well done can give them
a lift. In fact, for many people, receiving a thank you is more important than getting a raise.
If employees are in the same office as you, take the time to thank them in person or write them a
heartfelt note that you can hand to them personally. If workers are in a different location, again,
writing a note is great, or you can send an email, pick up the phone, or chat with them via Skype
or some other platform.
If you’re keen to recognize employees a little more publicly, consider noting their efforts in the
company newsletter, via a social media posting, or at one of your organization’s events that
they’re attending. Keep in mind that it’s also important to pass on thanks that customers,
suppliers, and other contacts give for your staff members, as this further boosts morale.
Give Employees Awards, Perks, and Gifts
Of course, most people also love to receive something extra in return for working hard at their
job. This is where awards, perks and gifts come in. Public validation by way of Employee of the
Month or other awards can be a great option to help you make a lovely fuss overvalued staff.
You can present people with a special certificate, plaque, trophy or another type of award (you
might like to choose something silly and fun, like a company mascot doll, or use something
relevant to what the business sells) in front of their peers, and have everyone cheer them on.
As for perks, you have many options to choose from and might like to ask employees what kinds
of things they’d like. Some suggestions include extra hours or days off work; a free or better-
positioned parking spot at the office; free lunches; a ticket to a key business event; membership
to a relevant group; or free massages, childcare, health insurance, or gym access.
You might also like to reward your team with fun staff appreciation gifts. Again, the choices here
are wide and it’s usually best to tailor presents specifically to your employees, but you might like
to consider gift vouchers to people’s favorite stores; bottles of wine; food or beauty hampers;
movie tickets; or vouchers to restaurants or cafes.
Promote Employees and Invest in Their Development
Lastly, note that, for many workers, one of the things they’re looking for in their career is
development. They want to be regularly promoted, have the chance to learn new things (which
can then be added to their resumes), earn more, and take on new challenges and responsibilities,
so they don’t get bored. As such, keep in mind that you can recognize and reward your top team
members by helping them further their careers. One way you can do so is by investing in their
education. You can encourage them to take up online classes like an RMIT online course. This
way, you’ll also be investing in your company by training and investing in its future leaders.

9. List 15 different actions you would take to assist in the resolution of conflict.
1. Don't jump to the defense.
2. Don't point fingers.
3. Let the person explain themselves, and actively listen.
4. Use "I" statements.
5. Maintain a calm tone.
6. Show a willingness to compromise or collaborate.
7. Don't talk behind people's backs.
8. Don't take anything personally.
9. Pay close attention to nonverbal communication.
10. Prioritize resolving the conflict over being right.
11. Know when to apologize and forgive.
12. Focus on the conflict at hand and not past ones.
13. Use humor, when appropriate.
14. Remember the importance of the relationship.
15. Emotional Intelligence

10. What is meant by vertical and horizontal conflicts?

A horizontal conflict refers to a disagreement among two or more channel members at the same
level. For example, suppose a toy manufacturer has deals with two wholesalers, each contracted
to sell products to retailers in different regions. If one wholesaler decides to branch its operations
into the other wholesaler’s region, a conflict will result. If the toy manufacturer doesn't help
solve the problem, its business dealings with both the wholesalers – and the downstream
retailers, as well – might be in jeopardy.

Vertical conflicts involve a disagreement between two channel members on consecutive levels.
For example, if the toy manufacturer discovers its products are arriving at retail stores later than
scheduled, a conflict might develop between the manufacturer and the wholesaler responsible for
shipping to retailers. At the same time, the retail stores might be in conflict with the wholesaler
due to its inability to ship products on time.
 11. What is meant by constructive and destructive conflicts?
Constructive Conflict?

A conflict is usually viewed as something negative, as it generates a lot of antagonism

and frustration between the parties involved. However, a conflict does not necessarily have to be
destructive. In a constructive conflict, even though, a disagreement between two parties emerges,
this can be resolved in a positive manner so that it benefits both parties. This is often referred to
as a win-win situation because both parties benefit from it. Also, the communication that takes
place between the two parties is often honest and open communication. They do not involve
emotional, impulsive responses and are focused on finding a solution. Both parties realize the
necessity to resolve the conflict so that the demands of each party can be met.

Destructive Conflict?

Unlike a constructive conflict, a destructive conflict is characterized by feelings of frustration

and antagonism. Destructive conflicts do not bring about positive outcomes and damages
the productivity of an organization. In such a situation, both parties make an effort to win at
whatever cost. They refuse to communicate honestly and openly and reject the solutions brought
about by the other party. Unlike in a constructive conflict where there is respect for other
employees, in destructive conflicts this cannot be seen.

12. What is the theory of Propinquity?

The term propinquity means nearness. Thus, the theory of propinquity states that individuals
affiliate with one another because of spatial or geographical proximity. Thus, in organizational
context, individuals working together tend to form a group with others more easily as compared
to with individuals working relatively at a distant place. This theory appears to explain the group
formation process based on nearness. However, it does not consider more important issues in
group formation which are much more complex than nearness. Nearness is only a facilitating
factor for group formation and not the reason for it.

13. What is social balance/ balance theory?

Relations among individuals characterize interactions occur in a social system. One
important component among social agents in the relation is sentiment – sentiments can
result a social mitosis defined as the emergence of two groups, disliking exists between
 the two subgroups within liking agents (Wang and Thorngate, 2003). The overall
sentiments among agents show the balance of a social system. Social psychologist, Fritz
Heider (1946), shows the balance on the relationship between three things: the perceiver,
another person, and an object (Keisler, 1969:157); while the third can also be a person.
Commonly, sentiment relations can be categorized into two: positive or like and negative
or dislike. The concept proposed by Heider’s Balance Theory discusses the relations
among individuals based on sentiment. Balance state over two people (dyad) will occur if
the two like each other or dislike each other, meanwhile, if one has a 2 different
sentiment relation, thus the relation is imbalance (Taylor, 1967). In three individual
relations or triad, balance state between the three can be found if the algebraic
multiplication of signs in the triad relation has the value of positive.
14. What is exchange theory?

The genesis of social exchange theory goes back to 1958, when American sociologist George
Homans published an article entitled “Social Behavior as Exchange.” Homans devised a
framework built on a combination of behaviorism and basic economics. In the immediate years
that followed, other studies expanded the parameters of Homans’ fundamental concepts.

Social exchange theory is a concept based on the notion that a relationship between two people is
created through a process of cost-benefit analysis. In other words, it’s a metric designed to
determine the effort poured in by an individual in a person-to-person relationship. The
measurement of the pluses and minuses of a relationship may produce data that can determine if
someone is putting too much effort into a relationship.

The theory is unique in the sense that it doesn’t necessarily measure relationships on emotional
metrics. Rather, its systematic processes rely on mathematics and logic to determine balance
within a relationship. While the theory can be used to measure romantic relationships, it can also
be applied to determine the balance within a friendship.

15.
Stage 1: forming
Leader must be prepared to answer lots of questions about the team's purpose, objectives and
external relationships. Processes are often ignored. Members test tolerance of system and leader.
Leader directs (similar to Situational Leadership® 'Telling' mode).
Stage 2: storming
Decisions don't come easily within group. Team members vie for position as they attempt to
establish themselves in relation to other team members and the leader, who might receive
challenges from team members.

Stage 3: norming
Agreement and consensus largely forms among the team, who respond well to facilitation by
leader. Roles and responsibilities are clear and accepted. Big decisions are made by group
agreement. Smaller decisions may be delegated to individuals or small teams within group.
Commitment and unity is strong.

Stage 4: performing
The team is more strategically aware; the team knows clearly why it is doing what it is doing.
The team has a shared vision and is able to stand on its own feet with no interference or
participation from the leader. There is a focus on over-achieving goals, and the team makes most
of the decisions against criteria agreed with the leader.
  
Fifth stage: adjourning
Bruce Tuckman refined his theory around 1975 and added a fifth stage to the Forming Storming
Norming Performing model - he called it Adjourning, which is also referred to as Deforming and
Mourning. The Adjourning phase is certainly very relevant to the people in the group and their
well-being, but not to the main task of managing and developing a team, which is clearly central
to the original four stages.

Tuckman's fifth stage, Adjourning, is the break-up of the group, hopefully when the task is
completed successfully, its purpose fulfilled; everyone can move on to new things, feeling good
about what's been achieved. From an organizational perspective, recognition of and sensitivity to
people's vulnerabilities in Tuckman's fifth stage is helpful, particularly if members of the group
have been closely bonded and feel a sense of insecurity or threat from this change. Feelings of
insecurity would be natural for people with high 'steadiness' attributes (as regards the 'four
temperaments' or DISC model) and with strong routine and empathy style (as regards
the Benziger thinking styles model, right and left basal brain dominance).
Questions no. 6,11,12 are not done