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LEADING
SMALL
TEAMS
By:
RIZZA R. RENOMERON
National Assessor for VG NC III
CA-VGD0313140909003
SHERYL R. MORALES
National Assessor for BKP NC III
CA-BKP0313140911226
MODULE 2
LEADING SMALL
TEAMS
COURSE OBJECTIVE: Students completing this module will be able to: Communicate informaiton
about workplace processes; Identify team structure and team roles;
and Participate in group planning and decision making.
MODULE 2
LEAD SMALL TEAMS
LEARNING GUIDE
INFORMATION SHEET 1
COMMUNICATION PROCESS
Effective Communication
The communication process is a simple model that demonstrates all the factors that
can affect communication. Communication is effective if the message that is
received is the same one that is sent.
C. Receiver – The receiver is simply the person receiving the message, making
sense of it, or understanding and translating it into meaning. Now think about this
for a moment: the receiver is also a communicator. How can that be? (When
receiver responds, he is then the communicator.) Communication is only
successful when the reaction of the receiver is that which the communicator
intended. Effective communication takes place with shared meaning and
understanding.
If the wrong channel is used for the content and intent of the message they might
get lost. For example, when a supervisor asks one of his employees to come and
see him in his office, the message might not be perceived the same if ommunicated
in person or through a note left on the employee’s desk.
Communicating is not an isolated series of one skill, it involves several skills. For
example, speaking involves not only getting your message across but also being
able to listen and understand what others are saying (active listening) and
observing the verbal and nonverbal clues in order to monitor the effectiveness of
your message.
BARRIERS IN COMMUNICATION
Have you ever been talking to someone and they misunderstand what you were
saying? Why do you think that happens. At any point in the communication
process a barrier can occur. Barriers keep us from understanding other’s ideas and
thoughts. Barriers can appear at any point of the communication loop. There are
two types of barriers—internal and external.
Barriers keep the message from getting through. When communicating, watch out
for barriers. Monitor the actions of the receiver. Watch her body language; check to
make sure the message the receiver received is the one sent—ask questions and
listen.
SELF-CHECK 1
6. Juan tells Bob about the football game he watched on TV last night.
8. Mary’s cell phone drops the signal when she is talking to her
friend.
B. Multiple Choice
A. True B. False
A. True B. False
Types of Communication
C. Transaction
This approach focuses on meaning and sharing by accounting for all other factors
in the communication process. It is concerned with the barriers that might affect
the communication. Transaction is best described as effective communication. This
is when the communication process is applied and carried out completely. The
sender gives a message that is passed on to the receiver. In return, the receiver can
give clear feedback that allows the sender to know whether or not the message was
perceived as intended. If the message wasn’t received as intended, then the sender
will continue the communication process again in order to ensure effective
communication.
Now that you know all three types of communication, we can reflect and evaluate
our own communication approaches in different roles and situations. Knowing the
three approaches to communication will help us to
be aware of our types, when they occur, and how to improve our communication
and create clear transactions.
a. Dyadic Communication
b. Small-Group Communication
c. Large-Group Communication
d. Mass Communication
SELF-CHECK 1.1
A. Multiple Choice.
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:
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.
8.Virtual Teams As the way we work changes radically, the evolution of teams is
also undertaking a radical leap. The virtual team is the current reality in the
emergence of new team structures. Such teams are formed where people are no
longer co-located, or necessarily operating in the same time or in a shared process
(i.e. telework, collaborative teams, virtual teams, etc). With the event of the World
Wide Web and emergence more recently of interactive satellite networks, the
virtual team has taken on many shapes. Like conventional teams, this form of team
exists to serve a real purpose.
The reason for their existence can abound. Some of the core reasons for virtual
teams include:
During orientation, the work output is generally low as members are focused on
defining the goals and task, how to approach it, and what skills are needed. The
length of this stage will depend on how clearly the task is defined. Groups with
simple tasks will move through orientation quickly, but groups with complex goals
and tasks may spend much longer in this stage.
This is an important stage because it serves to clarify the team's mission and bond
team members. Teams that pay attention to building the relationships as well as
focusing on the task tend to do better than those that skip over relationship
building. Teams, after all, are made up of people who must work cooperatively for
a successful outcome.
2. Dissatisfaction (Storming)
It results from differences between initial expectations and the reality of the
situation as perceived by the members. Members may have varying opinions of
what the group was to do and how to accomplish it. Members are also beginning to
confront the differences in their personalities and values, a condition that is
present anytime strangers meet. Members may feel anger or frustration with the
task or with other members or may even resent the presence of formal leadership.
Generally, the dissatisfaction stage is relatively short. Some groups, however, may
become stuck in this stage and continue to be both demoralized and relatively
unproductive. In the worst cases, some groups never emerge from this stage and, if
possible, disband in frustration.
Members are now resolving differences and clarifying the mission and roles.
Members are less dissatisfied as in the previous stage because they are now
learning more about each other and how they will work together. They are
making progress toward their goals. They are developing tools to help them work
better together such as a problem solving process, a code of conduct, a set of team
values, and measurement indicators.
Although work is being accomplished through all the stages, this stage reflects the
work being accomplished most effectively.
5. Termination - In the case of temporary teams such as task forces, design teams,
and problem solving teams, a fifth stage reflects the ending of the process.
Depending on the team's success in accomplishing its task and how strongly the
members have bonded, this stage may reflect either a sense of loss or relief.
When a team ends, time should be spent addressing how it should be done to
properly recognize the team's accomplishments.
SELF-CHECK 2
2. This team is also called Work Team where an on-going group of workers who
share a common mission who collectively manage their own affairs within
predetermined boundaries
A. Self-Directed work team
B. Problem-solving team
C. Virtual Team
Production (Performing)
Orientation (Forming)
Termination
Dissatisfaction (Storming)
Resolution (Norming)
a. true
b. False
a. group
b. team
c. organization
INFORMATION SHEET 3
TEAM ROLES
Almost all team activity falls under two main topics: task accomplishment and
team building. Task accomplishment is any activity that accomplishes work and
moves the team toward its mission. Team building is any activity that builds and
strengthens the team as a team. The experts agree that teams that focus on both sets
of activities tend to be stronger and more successful over time.
The driving force behind every team is a clear mission and vision. A mission is the
task at hand…what the team does…its purpose for existing. A vision is a mental
image of a possible and desirable future state for the team that is better than what
now exists.
The best teams have members who share a common understanding of the mission
and vision, and have great clarity of how their mission and vision support those of
the larger organization. Teams that perform poorly are frequently found to lack this
common understanding.
Trial Full
Define » Collect » Analyze » Develop » »
Problem Data Problem Solutions Implementation Implementation
Team task roles are those roles that members assume, either consciously or
unconsciously, that move the team forward in accomplishing its tasks and mission.
These roles are of vital importance in good team functioning.
TEAM BUILDING
Team building is any activity that builds and strengthens the team as a team. For
teams to function optimally over the long term, building team spirit, enthusiasm,
cohesiveness, and camaraderie are vitally important. Unfortunately, these
activities have been deemed less significant to their sister activities of task
accomplishment, so little emphasis has been placed on team building.
Team Values
Our values are those beliefs that we possess that help us to make decisions such as
right from wrong, good from bad, or normal from not normal. These values come
into play each time we interact with others, and are the source of rich discussions
or significant conflict.
Our values reflect our teachings from our family, friends, schools, mentors, and
media. When we form teams, we must understand that each team member brings a
unique value system to the table. These learned insights on life add important
information to team discussions, but their differences are frequently the source of
conflict. So understanding how values affect team member relationships is a
critical piece of the team building puzzle.
Team building roles are those carried out by members, either consciously or
unconsciously, that tend to build the team's interpersonal relationships,
cohesiveness, and spirit. They are vitally needed roles that play a large part in
maintaining team performance over the long term. These roles include:
SELF-CHECK 3
B. TRUE OR FALSE. Write true if the statement is correct and false if the
statement is not correct.
1. Team building roles are those carried out by members, either
consciously or unconsciously, that tend to build the team's interpersonal
relationships, cohesiveness, and spirit.
2. Teams will not experience difficulties and conflict, but having a basis
for dealing with the interpersonal issues will help to protect the team and allow it
to grow.
3. Team accomplishment is any activity that builds and strengthens the
team as a team.
4. The driving force behind every team is a clear mission and vision
5. To accomplish tasks effectively and efficiently, good teams need not to
develop operating processes.
INFORMATION SHEET 4
GROUP PLANNING AND DECISION MAKING
1. PREPARATION
a. Select the planning team which typically consists of the leader, direct
reports and a number of other key employees.
2. INTERVIEWS
3. QUESTIONNAIRE
d. Establish how you will achieve your desired objectives through the
development of business area and cross-functional strategies and action
plans.
e. Assign action parties, action dates and accountabilities to provide the steps
for subsequent implementation and follow-up.
5. FOLLOW-UP
While decision making without planning is fairly common, it is often not pretty.
The terms used to describe it--crisis management, putting out fires, seat-of-the-
pants governing--all reveal the inelegance and awkwardness of this way of life.
Planning allows decisions to be made in a much more comfortable and intelligent
way. Planning even makes decisions easier by providing guidelines and goals for
the decision. We might even say that planning is a type of decision simplification
technique (see the discussion of these techniques below).
DECISION LEVELS
We all recognize that some decisions are more important than others, whether in
their immediate impact or long term significance. As a means of understanding the
significance of a decision so that we can know how much time and resources to
spend on it, three levels of decision have been identified:
1. Strategic. Strategic decisions are the highest level. Here a decision concerns
general direction, long term goals, philosophies and values. These decisions are the
least structured and most imaginative; they are the most risky and of the most
uncertain outcome, partly because they reach so far into the future and partly
because they are of such importance.
3.Operational. These are every day decisions, used to support tactical decisions.
They are often made with little thought and are structured. Their impact is
immediate, short term, short range, and usually low cost. The consequences of a
bad operational decision will be minimal, although a series of bad or sloppy
operational decisions can cause harm. Operational decisions can be
preprogrammed, pre-made, or set out clearly in policy manuals.
An important comment should be made here. Issues should be examined and
decisions should be made at all of these levels. If you discover that nearly all of
your thinking and decision making is taking place at the operational level, then you
are probably not doing enough strategic thinking and planning. As a result you
will lead a reactive life, responding only to the forces around you and never
getting control of your life, your direction or your goals.
This is a list of easy, practical techniques that can be applied to simple or complex
decisions. They share the assumption that circumspect analysis is the key to
making good decisions. Many decisions are made with too little information and
too little thought, in a non-deliberate way. Think about it for a moment: how many
people do you know who commonly spend even five minutes structuring and
analyzing a decision?
Note how these techniques provide a visible, structured, orderly set of factors
involved in a decision, so that the decision maker can consider them in a thoughtful
and coherent way.
The first three techniques are especially for whether-type decisions, those
involving yes/no, either/or, or two-possibility decisions.
1. T-Chart. A T-Chart is an orderly, graphic representation of alternative features
or points involved in a decision. In one form, it can be a list of positive and
negative attributes surrounding a particular choice. Drawing up such a chart
insures that both the positive and negative aspects of each direction or decision will
be taken into account.
For example, what are the pros and cons of deciding to buy a sport utility vehicle?
PRO CON
In another form, two possible choices are listed, with the good points or arguments
or effects listed for each. Suppose your company is trying to decide whether to
create its own advertising or hire an agency.
To fill out this latter form, more than two choices can be included, and a list of
negatives for each choice can be added as well.
2.PMI. Edward de Bono refines the T-Chart idea into a three part structure, which
he calls PMI for plus, minus, and interesting. Here you first list all the plus or good
points of the idea, then all the minus or bad points, and finally all the interesting
points--consequences, areas of curiosity or uncertainty, or attributes that you
simply don't care to view as either good or bad at this point (consequences that
some people might view as good and others might view as bad, for example). The
"interesting" category also allows exploration of the idea or choice outside the
context of judgment--you don't have to evaluate the attribute into a positive or
negative category.
This is a list of techniques used to simplify decision making. You will notice that
many of them work by reducing the number of alternatives considered. Others
work by using premanufactured decisions, and still others use miscellaneous
methods. Depending on the nature and importance of a given decision, some
techniques will be preferable to others. Some techniques, while popularly used for
many decisions, are suboptimal or even harmful in many circumstances.
1. Criteria Filter. Establish a fixed set of criteria which all alternatives must
meet. Potential alternatives which fail to meet even a single criterion are
excluded from the pool of alternatives. For example, in buying a car, certain
criteria might be established before considering any particular vehicle. Only
vehicles meeting all those criteria would be considered in the decision
process.
2.Best of 3. A more accurate name for this would be "best of few" because it
involves limiting the number of alternatives to three or four or five or six.
This is a common technique used when the decision is under time pressure
and many of the alternatives are somewhat similar. If, for example, you must
buy a new toaster or popcorn popper or stereo this week, you might use the
best of 3 technique. Rather than attempt to investigate every possible toaster,
popper, or stereo, you choose just three or four and pick from among them.
3.Cursory Exclusion. This alternative-reducing technique is often used in
conjunction with other decision-making techniques. Here, a potential
alternative is rejected on the basis of a single flaw. Rather than looking at
potential alternatives with a mind to choosing them, they are looked at with
an eye toward rejecting them. Employment officers (and sometimes popular
people hunting for spouses!) often use this technique. When a prospect
comes in, the manager asks, "What reason might I find for rejecting this
person?" The more who are rejected after a cursory (brief and superficial)
examination, the fewer the manager has to think about in his decision
making. (Thus the importance of making a good impression at such
interviews.) Cursory exclusion can be suboptimal or even harmful in some
situations where a really excellent choice is rejected because of some
superficial flaw or atypical presentation.
4.Routinization. Many decisions are made along the lines of previous
decisions. "When this happens, do that." Standardized policies for handling
recurring events or choices help to make life more efficient. Procedure
manuals are essentially catalogs of previously solved problems. The manuals
tell how to respond when the same or similar problem arises. Thus, they
might be called books of programmed decisions.
Habitual behaviors might be seen as forms of decision simplification, also.
For example, some people have a standard or favorite area to park at the
shopping mall or grocery store they visit most frequently. By using such a
standard parking spot, a new parking decision need not be made each trip
and the mind can run on automatic when the shopper approaches the mall or
store. A potential problem with routinization, the "use what worked before"
approach, is that new problems tend to be pressed into the mold of
problems
that will fit the standard procedures. Remember, then, that new problems
may need new solutions.
Routinization might be broken down into rules and guidelines. A rule is a
specific requirement that must be followed, while a guideline is a principle
of operation. To use examples from the Bible (which has many guidelines
and some rules), we could say that a rule might be "Do not steal," while a
guideline would be, "Do to others as you would have them do to you."
A subcategory here might be rules of thumb. These are guidelines based on
past experience or on the experience of others in the field.
Many times such rules do not result in the best decision, because individual
cases vary so much. Rules of thumb do have the advantage of leading to a
decision in a short time.
5.Satisficing. As we mentioned in the previous chapter, in this technique,
the first satisfactory alternative is chosen rather than the best alternative.
When you want to write a note, you just grab the first suitable piece of paper
rather than looking all over to find the very best one in your room or office.
Looking for the very best would be the optimizing strategy, which is
decision complicating rather than decision simplifying. Satisficing is
preferred for decisions of small significance, when you're in a hurry, or
where most of the alternatives are essentially similar.
6.Delegation. Perhaps this technique is only apparently simplifying, since
the person given the decision to make may have complexity enough. But for
the person doing the delegating, it is a very good simplification technique.
Let someone else do the research, consider the alternatives, and make the
decision.
8.Random Choice. Here, just any alternative is chosen. The choice may be
the first alternative available or simply one picked without analysis or
ordering. When you need to use a towel, or put clean sheets on the bed, or
choose some fruit to eat, you might decide that any will do. "Just grab one"
might be another name for this technique. It certainly makes the decision
easy and simple. Analysis requires a lot of mental effort, and some people,
especially those who spend much of their working lives performing
complicated analyses, want to reduce the level of analysis in the rest of their
lives. You will sometimes see them walk into a stationery store and rather
nonchalantly grab a notebook or pad to use. Random choice can produce a
fun adventure in restaurants, too.
9.Conformity. Follow the crowd; do what others do; go with the flow. In
this technique you attach yourself to a preexisting decision stream and
accept the decisions that most other people have made. When most other
people in your subgroup have put on acid-washed jeans, you do too. We like
to think of ourselves as rugged and independent individualists, but in reality
we adopt many pre-made decisions through social conformity.
11.Feelings. Follow your heart; go with your emotions; use your intuition;
trust that gut feeling. Choices presented by your feelings are ready and
apparent. Once again, this is a way of avoiding the hard mental work of
analysis. And, of course, there is some evidence that some preferences of the
feelings may actually be subconsciously performed analyses. Other
preferences of the feelings are simply irrational lusts.
SELF-CHECK 4
1. You are planning to buy a house or a car. Rather than having to decide between
buying the item right now with all cash or never having it, you can plan to
buy it over several years by making payments. Or, you might combine this plan
with the plan to buy a smaller house and add rooms later as they could be
afforded. By planning you can thus accomplish things that might otherwise
look impossible. What does planning gives you in this situation
a. it provides a standard of measurement..
b. it allows limited resources to be committed in an orderly way.
c. Planning converts values to action
2. An engineer notices a fine white powder covers everything in a room that has a
laminating press. She asks the operator how long he has been working in this
room. He replies that he has been working there for over ten years. The engineer
is concerned that the health of this operator may be at risk from inhaling this
powder for so long. What should she do?
3.Marta Malasobras has been coming to work late for the several weeks now. She
works in a small group and the other members have come to you to complain that
her tardiness reduces the effectiveness of the entire group. When you confront her
with this problem, she breaks down and cries: she has to drop her son off to school
but the school gates do not open soon enough for her to get to work on time. She
has been unable to find anyone to take her son to school. What should you do?
5.A skilled machine operator under your supervision has recently returned from
maternity leave. She works a ten-hour shift two days a week; company policy is
that workers are entitled to a ten-minute break every two hours and a half hour for
lunch in the middle of the shift. She has asked you for permission to return home
every two hours to nurse her baby. Since she lives ten minutes away from work,
this would require her to violate company policy. What should you do?
a. Tell her that she can either start bottle-feeding her baby or look for
another job. You cannot get involved in the personal affairs of your
employees
b. Suggest that her husband bring the baby to work. She could then nurse the
baby in the company’s medical room during her regular, authorized
breaks.
c. Honor her request but set a time limit of, say, three weeks.
d. Your solution…
B. Using the T-Chart list the possible PROs and CONs in the situation below
Your company has recently entered into a cooperative venture with a Japanese
firm. A team of Japanese engineers has come to your plant to teach your engineers
a new manufacturing process. However, the senior member of this team, a
Japanese engineer with very traditional cultural views, refuses to work with a
female member of your team despite the fact that she is a highly qualified engineer.
Your initial decision is to reassign the woman engineer. What do you think will be
the possible effects? What will be your final decision?
PRO CON
Student name:
Module Title/No:
Qualification:
Oral/interview questions Satisfactory response
Yes No
1.
2.
3.
4.
5.
Performance Remarks
Feedback
S NS C NYC
1. Self-Check 1
2. Self-Check 1.1
3. Self-Check 2
4. Self-Check 3
5. Self-Check 4
S - Satisfactory
NS – Not Satisfactory
C - Completed
NYC – Not Yet
Completed
Module is
Completed Not Yet Completed
Remarks: