Team: A team is a group of people who work together toward a common goal.

People on a team with

complementary skills and mutually accountable, collaborate on sets of related tasks that are required to achieve an
objective. Each member is responsible for contributing to the team, but the group as a whole is responsible for the
team’s success.

 Basic approaches :
1. Multi-disciplinary Teams >product focused ,different skills specialization.
2. Multi skilled teams > the individual can perform any kind of tasks.
3. Self managed teams >they are highly developed form of teams.
4. Virtual teams > these are geographically far away ,communication technology, trust and motivation

Team formation and roles

Team formation:
 Articulating the purpose
 Selecting team membership
 Deciding the style

Team development
1. Forming
In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what
work the team will do. Others are simply excited about the task ahead.
As leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear.
2. Storming
The team moves into the storming phase, where people start to push against the boundaries established in the
forming stage. This is the stage where many teams fail.
Storming often starts where there is a conflict between team members' natural working styles. People may work in
different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become
frustrated.
3. Norming
Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate
colleagues' strengths, and respect your authority as a leader. Now that your team members know one another better,
they may socialize together.
4. Performing
The team reaches the performing stage, when hard work leads, without friction, to the achievement of the team's
goal. The structures and processes that you have set up support this well.
As leader, you can delegate much of your work, and you can concentrate on developing team members.
It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.
5. Adjourning
Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even
permanent teams may be disbanded through organizational restructuring.
Team members who like routine, or who have developed close working relationships with colleagues, may find this
stage difficult, particularly if their future now looks uncertain.

Team evaluation and rewards

 Task performance
 Team Functioning
 Team member satisfaction
Team rewards Schemes
1.Profit sharing 
It refers to various incentive plans introduced by businesses that provide direct or indirect payments to employees
that depend on company's profitability in addition to employees' regular salary and bonuses.

2. Gain Sharing. Is a system businesses use to try to get their employees to become more
productive. It is a management system to increase profitability by motivating workers to boost their performance
through participation and involvement. As their productivity increases, so do the company’s profits. Workers
subsequently share financially in the improvement.
3. Employee Share option.
Share option is the right to buy a certain number of shares at a fixed price, some period of time in the future, within
a company.
Employees can generally exercise their share options - ie buy the shares - after a specified period
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Motivation & Performance.

Desired outcome (when a person need something)

Efforts
Freedom(to do their job)
Recognition & Appreciation
Behavior

Rewards> it’s a token of appreciation.

Incentive> a thing that motivates or encourages someone to do something.

Theories of motivation
 content theories what are the things that motivates people.

1. Maslow’s Need Hierarchy Theory:

Maslow’s theory is based on the human needs. Drawing chiefly on his clinical experience, he classified all human
needs into a hierarchical manner from the lower to the higher order.

Self-Actualization This level represents the culmination of all the lower, intermediate, and higher needs of human
beings. In other words, the final step under the need hierarchy model is the need for self-actualization. This refers to
fulfillment.
Self esteem These needs refer to self-esteem and self-respect. They include such needs which indicate self-
confidence, achievement, competence, knowledge and independence. The fulfillment of esteem needs leads to self-
confidence, strength and capability of being useful in the organisation
Social needs Man is a social being. He is, therefore, interested in social interaction, companionship, belongingness,
etc. It is this socialising and belongingness why individuals prefer to work in groups and especially older people go
to work.
Safety needs the next needs felt are called safety and security needs. These needs find expression in such desires as
economic security and protection from physical dangers.
Physiological need These needs are basic to human life and, hence, include food, clothing, shelter, air, water and
necessities of life. These needs relate to the survival and maintenance of human life.

2. McClelland’s Need Theory:

>Need for power The need for power is concerned with making an impact on others, the desire to influence others,
the urge to change people, and the desire to make a difference in life. People with a high need for power are people
who like to be in control of people and events. This results in ultimate satisfaction to man.
1. A desire to influence and direct somebody else.

2. A desire to exercise control over others.

3. A concern for maintaining leader-follower relations.

>Need for affiliation
The need for affiliation is defined as a desire to establish and maintain friendly and warm relations with other
people’. The need for affiliation, in many ways, is similar to Maslow’s social needs.
1. They have a strong desire for acceptance and approval from others.

2. They tend to conform to the wishes of those people whose friendship and companionship they value.

3. They value the feelings of others.

>Need for achievement

1. High-need achievers have a strong desire to assume personal responsibility for performing a task for finding a
solution to a problem.

2. High-need achievers tend to set moderately difficult goals and take calculated risks.

3. High-need achievers have a strong desire for performance feedback.

3. Hertz Berg Two factor Theory:

>Hygiene factor
 Salary
 Working Condition
 Job security
 Admin Policies
 Inter personal relations
 Status
 Supervision

>Motivation factor

 Recognition
 Responsibility
 Achievement
 Challenging Work
 Growth & development in job

Process Theories :- How the people can be motivated

VROOM’S Expectancy Theory

The theory is founded on the basic notions that people will be motivated to exert a high level of effort when they
believe there are relationships between the effort they put forth, the performance they achieve, and the outcomes/
rewards they receive.

1. Valence:
Valence, according to Vroom, means the value or strength one places on a particular outcome or reward.
2. Expectancy:
It relates efforts to performance.
3. Instrumentality:
By instrumentality, Vroom means, the belief that performance is related to rewards.

Thus, Vroom’s motivation can also be expressed in the form of an equation as follows: Motivation = Valence x
Expectancy x Instrumentality
F=VxE
Equity theory :- Sense of being fairly treated as compared to other people.
To understand Adam’s Equity Theory in full, we need to first define inputs and outputs. Inputs are defined as those
things that an individual does in order to receive an output. They are the contribution the individual makes to the
organization.
Common inputs include:

 The number of hours worked (effort).

 The commitment shown.
 The enthusiasm shown.
 The experience brought to the role.
 Any personal sacrifices made.
 The responsibilities and duties of the individual in the role.
 The loyalty the individual has demonstrated to superiors or the organization.
 The flexibility shown by the individual, for example, by accepting assignments at very short notice or with
very tight deadlines.
Outputs (sometimes referred to as outcomes) are the result an individual receives as a result of their inputs to the
organization. Some of these benefits will be tangible, such as salary, but others will be intangible, such as
recognition.
Common outputs include:
 Salary
 Bonus
 Pension
 Annual holiday allowance
 Company car
 Stock options
 Recognition
 Promotion
 Performance appraisals
 Flexibility of work arrangements
 Sense of achievement
 Learning

Douglas McGregor expressed his views of human nature in two sets of assumptions. They are popularly known as
‘Theory X’ and ‘Theory Y’.

Theory X stands for the set of traditional beliefs held, while Theory-Y stands for the set of beliefs based on
researchers in behavioral science which are concerned with modern social views on the man at work.

These two theories represent the extreme ranges of assumptions. The managerial attitudes and supervisory practices
resulting from such assumptions have an important bearing on employees’ behavior.

Theory X assumptions are negative;

 Employees inherently dislike work and, whenever possible, will attempt to avoid it.
Since’ employees dislike work, they must be coerced, controlled, or threatened with punishment.
 Employees will avoid responsibilities and seek formal direction whenever possible.
 Most workers place security above all other factors and will display little ambition.
 Managers who accept theory-X assumptions tend to structure, control and closely supervise their
employees. These managers think that external control is appropriate for dealing with unreliable,
irresponsible and immature people.

Theory Y assumptions are positive;

 Employees can view work as being as natural as rest or play.
  People will exercise self-direction and self-control if they are committed to the objectives.
 The average person can learn to accept, even seek, responsibility.
 The ability to make innovative decisions is widely dispersed throughout the population.
 Managers who accept theory-Y assumptions about the nature of man do not attempt to structure, control or
closely supervise the employees.

Job as a motivator

Herzberg suggested three ways ,

1. Job enrichment > is planned,delibrateaction to built greater responsibility(empowerment)
2. Job enlargement > division of labors ,job variety, increasing no. of operations.
3. Job Rotation > task variety ,transfer of staff from one place to other.

Job design for job satisfaction

1. Skill variety
2. Task identity
3. Autonomy
4. Task Significance
5. Feedback
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Planing and Organizing Personal Work

Defining work role :

Job description:-
 Job title
 Job summary
 Job content
 Job reporting structure
 Job working condition
 Job promotion

Time management
Personal time management:-

Principle of time management;

1.Goals
2.Action plan
3. Priorities
4. Focus
5. Urgency
6. Organization

Personal work planning:

1. Work planning
2. Loading (allocation of tasks to people& machinery)
3. Sequencing
 4. Scheduling

Planing AIOS:
1. List
2. Ceck list
3. Action Plans
4. Precedence network
5. Time table diaries
6. Charts
7. Bar charts
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Constructive Relationships

>Structural Relationships
>Interpersonal relation ships

Interoersonal Skills:
1. Building rapport
2. Managing conflicts
3. Trust & respect
4. Persuading influencing
5. Negociating
6. Communicating assertively
7. Communicating informatively
8. Communicating Supportively

Communication

Communication process:-

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\Feedback/
Media

Communication flow
1. Downward
2. Upward
3. Horizontal
4. Diagonal

Methods of communication
1. Written >formal report
>Memorandum
>Letters
>Emails

2. Oral (verbal) immediate interaction.

3. Non-verbal >Posture
>gestures
>Tone
>Contact
 >Sound
>Positioning

Barriers to effective communication:

1. Distortion
2. Noise
3. Misunderstanding
4. Nonverbal signs
5. Mind Presence
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Perfomance and appraisal

Performance management process:-

1. Business plan ( identify the requirenments)
2. Performance agreement
3. Performance and development plan
4. Manage performance continually throughout the year
5. Performance review

The process of appraisal

1. Identification of criteria (setting goals & objectives)
2. Measure the performance (performance appraisal)
3. Appraisal Interview (feedback)
4. Corrective action
5. Follow up

Appraisal techniques
1. Overall assessments (narrative form)
2. Guided Assesment
3. Grading (rating Scale)
4. Behavioral incident method
5. Result oriented schemes

Who does the appraising?

1. Upward appraisal (boss Ceo)
2. Peer /customer appraisal
3. Self appraisal
4. Downward appraisal (subordinates)

360 appraisal >boss

>Customer
>Subordinates
Barriers to effective appraisal
1. Appraisal as confrontation
2. Appraisal as judgment
3. Chat
4. Bureaucracy
5. Finished business
6. Annual event
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