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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
Lecture 31
We are the second part of our course the team dynamics. Last two lecturers were focusing on decision
making. In this lecture the focus will be on effective team communication. We have already discussed
the basic concepts and principle of importance of communication during the first part of our course.
Keeping in view the importance of communication in team performance this topic is again being
discussed in this lecture.
Team Communication:
Communication is the process by which a person, group, or organization (the sender) transmits some
type of information (the message) to another person, group or organization (the receiver) using some
medium (Channels).
Communication encompasses both interpersonal communication (between two or more people) and
organizational communication (all the patterns, networks, and system of communication within an
The Basic Communication Process:
Encoding ­ translating an idea into a form, such as written or spoken language, that can be recognized
by a receiver.
Transmission via communication channels ­ pathways over which information travels
a. Telephone lines, radio, television
b. Fiber-optic cables (e-mail)
Decoding ­ converting the message back into the sender's original ideas.
Feedback ­ providing information about the impact of messages on receivers.
Noise ­ factors that distort the clarity of messages that are encoded, transmitted, or decoded in the
communication process.
a. Unclear writing
b. Listener's inattentiveness
c. Static along a telephone line
Same topic was discussed in detail in lecture number 23 and 24.
Communication and Leadership: The importance of effective communication cannot be
overemphasized because everything a manager/leader does involves communicating. Effective leaders
are also effective communicators. To be effective, the leader must synchronize verbal and nonverbal
behavior Technology has had also a meaningful impact on leaders' communication and coordination.
o  Effective leaders are also effective communicators
o  To be effective, the leader must synchronize verbal and nonverbal behavior
o  Technology has had a meaningful impact on leaders' communication and coordination
Communication Creates a Team:
Communication makes the bridge between the team members and creates synergy within the team.
Through communications, team members achieve organizational goals in more efficient manner.
The Top Three Qualifications Sought by Today Employers
o  Communication Skills
o  Team Member
o  Leadership Capabilities
That also indicates the importance of communication.
Team Communication:
Leadership & Team Management ­ MGMT 623
Internal communication: means communication between team members and key personals of the
o  Formal
o  Informal
o Formal communication is communication that follows the official chain of command or is
required to do one's job.
o Informal communication is communication that is not defined by the organization's
structural hierarchy.
o Informal communication systems permit employees to satisfy their needs for social
o Informal communication systems can improve an organization's performance by
creating alternative--and frequently faster and more efficient--channels of
External communication: Communication between the team point of contact and the client or
customers regarding contract requirements. E.g. documentation, reporting etc.
Team/Group Communications
Team/group communication will depend on
o  Group Size: The larger the group, the harder it is for people to communicate with other group
o  Group Structure: Communication is better in informally structured groups than in hierarchically
structured groups.
o  Group Composition: Communication is better when there are different personality types in a
group and when groups are mixed rather than single sex.
o  The Physical Work Environment: Good workplace organisation can help encourage
In Order for Teams to be Effective, the members must communicate effectively, share information and
have a shared understanding of information presented to them.
Why Communication Is Important & Necessary...
o  In a team you are ALL working towards a same goal/vision.
o  You need to define and ensure that the goal/vision is shared by all the members.
o  If there are questions/issues about the goal/vision those need to be resolved quickly in order for the
team to move forward.
o  When decisions need to be made the team has to be made aware of the decision that is at hand.
o  If communication keeps the team members informed, therefore a team working towards the same
goal/vision can be more effective and efficient.
o  Information is shared within team.
o  Team members have knowledge
o  Knowledge is power
o  Sense of power gives members sense of belonging and dedication
o  Dedicated members will contribute more and feel valuable to the team.
Any data, information transferred will ultimately create wisdom and help for an effective decision
making by individuals, mangers and leaders.
Creating Team Communication:
o  Ensure that goals are clearly defined.
o  Interaction is aimed at solving problems and achieving team goals.
o  Ensure team members trust each other by having open communication.
Characteristics of Open Communication:
o  Members are encouraged to seek input from others.
o  Disagreement is invited and dealt with as a vital part of making sound decisions.
o  Team members share responsibility for communicating effectively.
Leadership & Team Management ­ MGMT 623
o  Everyone is pro-active to understand team goals.
Guidelines to Team Communication:
o  Be specific: include facts and details to avoid being unclear
o  Be accurate: as much as possible be sure that the information you are giving is true and
o  Be honest: be truthful with those you are communicating with and do not use questionable
o  Be logical: make sure messages are easy to follow
o  Be complete: give all needed information in regards to your ideas.
o  Be concise: be brief- not unnecessarily wordy.
o  Be relevant: stay on task and give information that is needed.
o  Ask for feedback: have recipients give comments on information.
Responsibilities of Team Members:
o  Open minded
o  Listen to what is being said
o  Give feedback to what is being said
o  Make sure all team members have a chance to communicate their ideas.
o  If decisions need to be made discuss pros and cons, and decide best option for TEAM.
o  Take ownership for what you say.
o  Take responsibility for making sure you are heard and understood.
o  Use terminology and examples that your audience understands.
o  Be aware of body language.
o  Always work to maintain the trust and confidence of those with whom you are communicating /
Getting Your Message Across:
o  State the purpose of your message.
o  Communicate your message.
o  Listen to the response of others.
o  Clear up any misunderstandings.
o  Summarize and move to action.
Communication Tools:
o  Face-to-face
o  E-mail
o  Chat rooms
o  On-line
o  Cell phone
o  Search engines
o  Somewhere between verbal and written communication
o  Easy for the recipient to misinterpret the message
Three Simple Guidelines for More Effective Email are 1) Write precisely, 2) Format intelligently and 3)
Follow through.
Poor communication can lead to:
o  Wasted time and/or energy
o  Lack of trust
o  Misunderstandings
o  Deadlines are not met
o  Lack of change for the better
Communication is the leading cause of both conflict and resolution. It is a skill that requires life-long
effort and learning. We must practice.
Table of Contents:
  2. FOCUSING ON PEOPLE: THE KEY TO SUCCESS:People in the Process, Developing and Sustaining A World-class Workforce
  3. LEADERSHIP:Characteristics of Successful Leader, Why Study Leadership?
  4. LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail?
  5. MANAGERS VS LEADERS:Characteristics, Effective Leadership, Respect for Diversity
  6. FOLLOWER-SHIP:Importance of Followers, Follower-ship Style
  7. LEADERSHIP PROCESS:Strategies for Cultivating Exemplary Followers, Important Traits of Leaders
  8. LEADERSHIP PROCESS (CONTD.):Qualities of Leaders, Self-Confidence, Integrity
  9. LEADERSHIP THEORIES/ APPROACHES:Personal Characteristics of Leaders, Managerial Grid
  10. CONTINGENCY THEORIES OF LEADERSHIP:The Fiedler Model, Situational Leadership Theory, Path-Goal Theory
  12. THE LEADER AS AN INDIVIDUAL:Personality, Situation, Heredity, Environment
  13. ATTITUDE-PERSONALITY:Job Satisfaction, Work Situation, Self - Monitoring
  14. BIG FIVE MODEL, MYERS BRIGGS TYPE INDICATOR (MBTI):Sub-Categories Defined, Information Gathering
  15. SITUATIONAL FACTORS:Social and psychological climate, Culture of the organization
  16. BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?:Mission Statement, Leading oneself
  17. BECOMING A LEADER:Elements of Leadership, CONCEPT OF POWER,
  18. UNDERSTANDING POWER:Sources of Power, Responses to the Use of Power, Managing Political Behavior
  19. LEADERSHIP POWER & INFLUENCE:Positional Power, Being an Effective Leader
  20. LEADERSHIP AND EMPOWERMENT:Power sharing and Empowerment, Share Information
  21. MOTIVATION:Guidelines for Delegating, Human Resource Approach
  22. MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP:What Factors Diminish Motivation in the Workplace
  23. LEADERSHIP COMMUNICATION:Communication & the Four Management Functions
  24. REVIEW-1:Organizational Performance, That is the Role of Management?, Leaders Vs Managers
  25. GROUP & TEAM CONCEPT:Groups versus Teams, Deciding When to Use a Team
  26. TEAM DYNAMICS:Stages of Group Development, Problem-Solving Teams, Benefits of Teams
  27. BUILDING THE TEAM:Leadership success requires, Strategies for Team Building
  28. A TEAM-BASED ORGANIZATION:Basic Steps, Span of Control, Categories of Decisions
  29. DECISION MAKING:Categories of Decisions, The Decision-Making Process
  30. TEAM DECISION MAKING:Team Problem Solving Techniques, Concept of QC
  31. EFFECTIVE TEAM COMMUNICATION:Team/Group Communications
  32. CONFLICT IN TEAM:Sources of Conflict, Scarcity of Resources, Dysfunctional Outcomes
  33. TRAINING/LEARNING OF TEAM:Training Methods, Phases of Learning Cycles
  34. LEARNING ORGANIZATION:A Litmus Test, Work Relations
  35. REWARDING & RECOGNIZING TEAMWORK:Compensating Teams, Individual or Team Rewards?
  36. MANAGING/LEADING VIRTUAL TEAMS:Communications in Virtual Organizations, Virtual Leadership
  37. EFFECTIVE TEAM MEETINGS:Better Meetings, Meeting Roles, Meeting Room Facilities
  38. LEADING TEAM:Team Leadership Structures, Leadership Demands and Duties, Leadership Direction
  39. REVIEW-II:Types of Teams, Characteristics of High Performance Teams, Sources of Conflict
  40. STRATEGIC LEADERSHIP:Strategic Management, Determining Strategic Direction, Developing Human Capital:
  41. LEADING CHANGE:Dynamics of Change, Change Models, Unfreeze
  42. CREATIVE LEADERSHIP:Awaken Your Senses, How Might These Definitions Be Integrated
  43. ETHICS IN LEADERSHIP:Character Traits Reflect Ethics, Manifests Honesty
  44. LOOKING AT THE FUTURE: WHAT COMES NEXT:Benefits of Teams, Ethical Leadership,
  45. TEAMWORK: LEARNING FROM NATURE:Social Behavior, Termites, Learning from Nature