PARTICIPATION & PARTICIPATION & DELEGATIONDELEGATION

The Continuum of The Continuum of ParticipationParticipation

OccasionalOccasionaluse of teamsuse of teams

and employee and employee participationparticipation

Traditional Traditional organizationorganization

Team-basedTeam-basedorganizationorganization

Organizational StructureOrganizational Structure

Management ControlManagement Control

High managementHigh managementControl – No employeeControl – No employeeParticipationParticipation

Total delegationTotal delegationHigh employeeHigh employee

ParticipationParticipation

Criteria for Use of Criteria for Use of ParticipationParticipation

When the task is complex and When the task is complex and quality is importantquality is important

When follower commitment is neededWhen follower commitment is needed When there is timeWhen there is time When the leader and follower are When the leader and follower are

ready ready When the leader and followers can When the leader and followers can

easily interacteasily interact

Benefits of Benefits of ParticipationParticipation Development of Development of

followersfollowers Better decision Better decision

on complex taskson complex tasks Increase in Increase in

follower follower motivation and motivation and commitmentcommitment

Opportunity to Opportunity to empower empower followersfollowers

Guidelines For Guidelines For Good DelegationGood Delegation

Delegate pleasant and unpleasant Delegate pleasant and unpleasant

taskstasks

Clarify goals and expectationsClarify goals and expectations

Delegate authority along with Delegate authority along with

responsibilityresponsibility

Provide supportProvide support

Monitor and provide feedback Monitor and provide feedback

Delegate to different followersDelegate to different followers

Excuses For Not Excuses For Not DelegatingDelegating

“ “My followers are not ready.”My followers are not ready.” “ “They do not not have the skills.”They do not not have the skills.” “ “I am uncomfortable delegating I am uncomfortable delegating my tasks.”my tasks.”

“ “I can do the job quicker myself.”I can do the job quicker myself.” “ “My followers are too busy.”My followers are too busy.” “ “I am responsible for my I am responsible for my followers followers

mistakes.”mistakes.” “ “My own manager may think I am My own manager may think I am not working hard enough.”not working hard enough.”

TEAMSTEAMS

Characteristics Of Characteristics Of TeamsTeams

Members are fully committed to Members are fully committed to common goals they developcommon goals they develop

Members are mutually accountable Members are mutually accountable to one anotherto one another Members trust one anotherMembers trust one another Collaborative cultureCollaborative culture Shared leadership based on Shared leadership based on

facilitationfacilitation SynergySynergy

Self-Managed Self-Managed TeamsTeams

Power to manage their own workPower to manage their own work Members with different Members with different

expertise and experienceexpertise and experience No outside manager and power No outside manager and power

to implement team decisionsto implement team decisions Coordination with other teams Coordination with other teams Internal leadership based on Internal leadership based on

facilitationfacilitation

Elements of Super Elements of Super LeadershipLeadership

Developing positive Developing positive and motivating and motivating thought patternsthought patterns

Personal goal settingPersonal goal setting Observation and self-Observation and self-

evaluationevaluation Self-reinforcement Self-reinforcement

control and monitoringcontrol and monitoring

Building TrustBuilding Trust

Open Open communicationcommunication

TrustTrust

Rewarding Rewarding cooperation cooperation

CompetenceCompetenceAnd hardAnd hard

workwork

IntegrityIntegrity

Mutual respectMutual respectAnd supportAnd support

Fairness andFairness andequity equity

Team Leadership RolesTeam Leadership Roles

SELF-SELF-MANAGEDMANAGED

TEAMTEAM

Assess teamAssess team skillsskillsContinue to doContinue to do

real workreal workCounsel and Counsel and

encourageencourage

Obtain neededObtain neededtrainingtraining

Help defineHelp definetasks and goalstasks and goals

Clarify teamClarify teamboundariesboundaries

Help developHelp developimplementationimplementation

planplan

Observe from a Observe from a distancedistance

Manage conflictManage conflict and relationshipsand relationships

Characteristics of a Well-Characteristics of a Well-Functioning, Effective Functioning, Effective

GroupGroupRelaxed, comfortable, informal

atmosphere

Task well understood & accepted

Consensus decision making

People express feelings & ideas

Conflict & disagreement center around ideas or methods

Clear assignments made & accepted

Members listen well & participate

Group aware of its operation & function

External Conditions Imposed External Conditions Imposed on the Groupon the Group

Organizational StrategyOrganizational Strategy Authority StructuresAuthority Structures Formal RegulationsFormal Regulations Organizational ResourcesOrganizational Resources Personnel Selections Personnel Selections

ProcessProcess Organizational CultureOrganizational Culture Physical Work SettingPhysical Work Setting

Group LeadersGroup Leaders

Department ManagerDepartment Manager SupervisorsSupervisors ForemanForeman Project LeadersProject Leaders Task Force HeadTask Force Head ChairpersonChairperson Chief Executive Officer (CEO)Chief Executive Officer (CEO)

Group RolesGroup Roles

Definition:Definition: Set of expected behavior pattern, Set of expected behavior pattern,

attributed to someone occupying a attributed to someone occupying a given position in a social unitgiven position in a social unit

Role IdentityRole Identity Role PerceptionRole Perception Role ExpectationsRole Expectations Role ConflictRole Conflict

GroupthinkGroupthink

Irving Janis’ ModelIrving Janis’ Model

Antecedent Conditions + Antecedent Conditions + Cohesiveness Cohesiveness Groupthink Groupthink SymptomsSymptoms

Groupthink Symptoms Groupthink Symptoms Low Low Probability of SuccessProbability of Success

Groupthink CharacteristicsGroupthink Characteristics

Powerful Social PressuresPowerful Social Pressures Concurrence SeekingConcurrence Seeking Dehumanizing SolutionsDehumanizing Solutions Suppression of Deviant ThoughtsSuppression of Deviant Thoughts StressStress

Diverse Teams Offer Both Advantages Diverse Teams Offer Both Advantages and Disadvantages in the Workplaceand Disadvantages in the Workplace

Advantages Disadvantages

•Increased number of perspectives

•Multiple interpretations likely

•Greater openness to new ideas

•Increased flexibility

•Increased creativity

•Improved problem solving

•Improved understanding of foreign employees or customers

•Increased ambiguity

•Increased complexity

•Increased confusion

•Increased mistrust

•Potential miscommunication

•Difficulty in reaching agreements

•Difficulty in reconciling diverse perspectives

•Difficulty in reaching consensus

•Decreased group cohesion

Table 6-4

Group RolesGroup Roles

Four Categories of RolesFour Categories of Roles Group Task RolesGroup Task Roles: roles which facilitate : roles which facilitate

the selection and definition of a common the selection and definition of a common problem and solution. problem and solution.

Group Building and MaintenanceGroup Building and Maintenance: roles : roles which increase the functioning of the which increase the functioning of the group as a group. group as a group.

Individual RolesIndividual Roles: roles which are oriented : roles which are oriented toward the satisfaction of individual’s toward the satisfaction of individual’s needs.needs.

Creative RolesCreative Roles: roles which involve using : roles which involve using creativity to identify possible solutions.creativity to identify possible solutions.

Group Task Roles

The Initiator- ContributorThe Initiator- Contributor

Suggests or proposes new ideas Suggests or proposes new ideas may include the suggestion: may include the suggestion:

for a new group for a new group a new way to view a problem a new way to view a problem a new way to address a problem within the a new way to address a problem within the

group group a new procedure for the group a new procedure for the group a new way to organize the groupa new way to organize the group

The Information SeekerThe Information Seeker

Seeks clarification of suggestions Seeks clarification of suggestions made in terms of their factual made in terms of their factual adequacy, for authoritative adequacy, for authoritative information and facets pertinent to information and facets pertinent to the problem being discussed. the problem being discussed.

The Opinion Seeker The Opinion Seeker

Asks not primarily for the facts of the Asks not primarily for the facts of the case but for a clarification of the case but for a clarification of the values pertinent to what the group is values pertinent to what the group is undertaking or of values involved in undertaking or of values involved in a suggestion made or in alternative a suggestion made or in alternative suggestions.suggestions.

The Information GiverThe Information Giver

Offers facts or generalizations which Offers facts or generalizations which are “authoritative” or relates his are “authoritative” or relates his own experience pertinently to the own experience pertinently to the group problem.group problem.

The Opinion GiverThe Opinion Giver

States his/her belief or opinion States his/her belief or opinion pertinently to a suggestion made or pertinently to a suggestion made or to alternative suggestions. The to alternative suggestions. The emphasis is on his/her proposal of emphasis is on his/her proposal of what should become the group’s what should become the group’s view of pertinent values, not view of pertinent values, not primarily upon relevant facts or primarily upon relevant facts or information.information.

The CoordinatorThe Coordinator

Shows or clarifies the relationships Shows or clarifies the relationships among various ideas and suggestions among various ideas and suggestions

Tries to pull ideas and Tries to pull ideas and suggestions together suggestions together

Tries to coordinate the activities Tries to coordinate the activities of various membersof various members

The Evaluator- CriticThe Evaluator- Critic

Subjects the accomplishments of the Subjects the accomplishments of the group to some standard or set of group to some standard or set of standards of group functioning in the standards of group functioning in the context of the group task. context of the group task.

May evaluate the “practicality”, May evaluate the “practicality”, “logic”, “Facts”, or “procedures”“logic”, “Facts”, or “procedures”

The EnergizerThe Energizer

Prods the group to action or decision. Prods the group to action or decision.

Attempts to stimulate or arouse the Attempts to stimulate or arouse the group to greater or higher quality group to greater or higher quality work.work.

The RecorderThe Recorder

Writes down suggestions. Writes down suggestions.

Makes a record of group decisions Makes a record of group decisions (may be down via memory). (may be down via memory).

The recorder role is the “group The recorder role is the “group memory.”memory.”

Group Building and Group Building and Maintenance RolesMaintenance Roles

The EncouragerThe Encourager

Praises, agrees with and accepts the Praises, agrees with and accepts the contributions of others. contributions of others.

Indicates warmth, solidarity in Indicates warmth, solidarity in attitude toward others. attitude toward others.

Offers commendation and praise in Offers commendation and praise in various ways and indicates various ways and indicates acceptance of others,acceptance of others,

The HarmonizerThe Harmonizer

Mediates the differences between Mediates the differences between members members

Attempts to reconcile disagreements. Attempts to reconcile disagreements.

Relieves tension in conflict situations.Relieves tension in conflict situations.

The CompromiserThe Compromiser

Operates from within a conflict in Operates from within a conflict in which his/her ideas or position is which his/her ideas or position is involved. involved.

May offer compromise by yielding May offer compromise by yielding status, admitting error, or by coming status, admitting error, or by coming “halfway” in meeting another.“halfway” in meeting another.

The Gate-Keeper & The Gate-Keeper & ExpediterExpediter

Attempts to keep communication Attempts to keep communication open by facilitating participation of open by facilitating participation of others. others.

Proposes regulation of the flow of Proposes regulation of the flow of communication.communication.

The FollowerThe Follower

Goes along with the movement of Goes along with the movement of the group. the group.

Passively accepts the ideas of others. Passively accepts the ideas of others.

Serves as an audience for others in Serves as an audience for others in the group as well as for group the group as well as for group discussion and decision.discussion and decision.

Attempts by individuals to satisfy personal Attempts by individuals to satisfy personal needs.needs.

Numerous types - from Sociology and Numerous types - from Sociology and Psychology.Psychology.

Individual RolesIndividual Roles

The MonopolistThe Monopolist

Def: One who chatters on incessantly Def: One who chatters on incessantly due to anxiety when silent. due to anxiety when silent.

Effect: Group gets concerned, then Effect: Group gets concerned, then frustrated and angry. May be afraid to frustrated and angry. May be afraid to confront because then they must fill confront because then they must fill the void. the void.

Help-Rejecting ComplainerHelp-Rejecting Complainer Def.: requests help than rejects; Def.: requests help than rejects;

takes problem in insolvability of takes problem in insolvability of problems; blames authority, problems; blames authority, conflicted about dependency conflicted about dependency feeling helpless and distrusting. feeling helpless and distrusting.

Effects: seen as greedy and user of Effects: seen as greedy and user of group energy; members become group energy; members become bored, confused, irritated and bored, confused, irritated and frustrated. frustrated.

Self-Righteous MoralistSelf-Righteous Moralist

Def.: strong need to be right. Def.: strong need to be right. Demonstrates superiority via poise Demonstrates superiority via poise and unconcerned about being liked. and unconcerned about being liked. Deep underlying shame. Deep underlying shame.

Effect: mobilizes so much Effect: mobilizes so much resentment that may be forced out resentment that may be forced out of the group. of the group.

Creative Group Roles

Idea GeneratorIdea Generator

Look for new ways to do things.Look for new ways to do things.

Tend to focus only on ideas and Tend to focus only on ideas and concepts.concepts.

Are result driven.Are result driven.

DesignersDesigners

See the big picture.See the big picture.

Provide guidance and tools.Provide guidance and tools.

Define performance standards.Define performance standards.

Identify resources needed to complete Identify resources needed to complete projects.projects.

PromotersPromoters

Visualize end result.Visualize end result.

Optimistic.Optimistic.

Promote ideas and give momentum.Promote ideas and give momentum.

Managers Can Use This Checklist to Managers Can Use This Checklist to Diagnose the Roles Played by Each Team Diagnose the Roles Played by Each Team

MemberMember

TASK ORIENTED MAINTENANCE INDIVIDUAL

Agenda Setter

Analyzer

Coordinator

Evaluator

Information Giver

Information Seeker

Intuitor

Other

Encourager

Follower

Gatekeeper

Group Observer

Harmonizer

Standard Setter

Other

Avoider

Blocker

Clown

Dominator

Recognition Seeker

Other

Mature Group Mature Group CharacteristicsCharacteristics

Purpose and MissionPurpose and Mission May be assigned or may emerge May be assigned or may emerge

from the groupfrom the group Group often questions, reexamines, Group often questions, reexamines,

& modifies mission & purpose& modifies mission & purpose Mission converted into specific Mission converted into specific

agenda, clear goals, & a set of agenda, clear goals, & a set of critical success factorscritical success factors

Mature Group Mature Group CharacteristicsCharacteristics

Behavioral NormsBehavioral Norms - well-understood - well-understood standards of behavior within a groupstandards of behavior within a group

Formal & written

Ground rulesfor

meetings

Informal but understood

Intra-group socializing

Dress codes