EDU602 Final Term Weeks 8-15

Table of Contents:

Lesson 01 Relationship of Effective Schools with Leadership (Topics 1 to 12) Lesson 02 Concept of Leadership (Topic 13 to 18) Lesson 03 Concept of Management (Topic 19 to 24) Lesson 04 Leadership vs Management (Topic 25 to 30) Lesson 05 Evaluation of Management Theory (Topic 31 to 36) Lesson 06 Neo Classical School of Management (Topic 37 to 42) Lesson 07 Modern School of Management (Topic 43 to 48) Lesson 08 Trait Theory of Leadership (Topic 49 to 56) Lesson 09 Behavioral Theory of Leadership (Topic 57 to 61) Lesson 10 Contingency Theory of Leadership (Topic 62 to 66) Lesson 11 Leadership Styles 1 (Topic 67 to 72) Lesson 12 Leadership Styles 2 (Topic 73 to 78) Lesson 13 Transformational Leadership Introduction (Topic 79 to 84) Lesson 14 Process of Transformational Leadership (Topic 85 to 90)

Lesson 15 Transformational Leadership and Organizational Structure (Topic 91 to 96)

Lesson 16 Level 5 Leadership (Topic 97 to 102) Lesson 17 Pathways to Greatness (Topic 103 to 108) Lesson 18 Planning (Topic 109 to 114) Lesson 19 Introduction to Leadership (Topic 115 to 119) Lesson 20 Process of decision Making (Topic 120 to 126) Lesson 21 Organizational Structure (Topic 127 to 132) Lesson 22 Organizational Behavior (Topic 133 to 138) Lesson 23 Groups (Topic 139 to 144) Lesson 24 (Topic 145 to 150) Lesson 25 Barriers of Communication (Topic 151 to 156) Lesson 26 Leadership and Power (Topic 157 to 162) Lesson 27 Controlling (Topic 163 to 168) Lesson 28 Introduction to Motivation (Topic 169 to 171) Lesson 29 Herzberg 's Motivational Theory (Topic 172 to 174) Lesson 30 Maslow's Hierarchy of Needs (Topic 175 to 178) Lesson 31 Motivational Strategies (Topic 179 to 180) Lesson 32 Team Building (Topic 181 to 192) Lesson 33 Finance management (Topic 193 to 198) Lesson 34 Conflict Management (Topic 199 to 204) Lesson 35 Types of Conflict Management (Topic 205 to 210) Lesson 36 Stress Management (Topic 211 to 216) Lesson 37 Change Management (Topic 217 to 222) Lesson 38 Models of Change (Topic 223 to 228) Lesson 39 Organizational Change (Topic 229 to 234) Lesson 40 Organizational Culture (Topic 235 to 240) Lesson 41 Barriers of Decision Making (Topic 241 to 246) Lesson 42 Total Quality Management (Topic 247 to 252) Lesson 43 Educational Administration (Topic 253 to 259) Lesson 44 Role of School Administration (Topic 260 to 264) Lesson 45 Supervision (Topic 265 to 270)

Lesson 23 · GROUPS · Topic 139: Groups

What makes one collection of people a group and other only an anonymous, disorganized crowd? The answer is a “group”.

Group: two or more interdependent people, who interact in pursuit of common purpose:

1 - Interdependency · 2 - Interaction · 3 - Shared goal

Fans standing in a queue waiting together to purchase concert tickets may have a common goal, but:

they are not interacting they are not depending on each other to achieve their goal so, they are not a group – but are a crowd

Groups are vital to the success of the organization. Today’s competitive realities demand to create and manage groups effectively. Workforce diversity needs managers to lead groups that transcend gender, culture and age. Organizations have many types of groups. These can be categorized on the basis of how the group forms, who its members are, and what the group does. The most basic distinction is between formal groups and the informal groups.

Topic 140: Types of Groups

Formal Groups

Part of org’s formal structure and hierarchy, e.g. command group, functional group, task group, etc.

Informal Groups

Voluntarily or spontaneously formed by its members rather than by the organization. Serve social/ common interests of members. May/ may not relate to goals of organization e.g. interest group (common concern), friendship group

Teams

Today, many orgs. are replacing traditional structure of formal command groups by groups with greater autonomy and employee participation.

Teams are involved in management and decision-making to maximize performance

Topic 141: Characteristics of Groups

Roles

Behaviors expected of a member as per position in the group.

Some roles assigned formally (G.M.) but additional assumed informally influencing group performance.

In high-performance groups formal roles are clearly defined.

Norms

Informal standards of behavior that govern members’ actions.

Roles are behaviors that differentiate norms are behaviors common to all.

Members pressurize each other and new members to conform.

Perspectives for work.

Cohesiveness

Degree of loyalty to the group and its goals.

Strong commitment and desire to remain within the group increases group cohesiveness.

Encourages members to perform at high level.

But, low output if norm is low productivity.

Bruce Tuckman (1965) identified five stages a group goes through before they are able to function as a team. Maintains that these stages are inevitable for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work and deliver result.

1. Forming

Team acquaints and establishes ground rules. Formalities are preserved and members are treated as strangers.