Teamwork
Internal Environment
Types of Teams
Hierarchical the formal chain of command
Specialist groups – work teams given a specific function
Boundary spanning – between organisations
These are all formal groups
Why are informal groups significant?
Informal groups are either friendship or interest groups. Often have unwritten rules and group norms and are greatly significant.
What are the benefits of organising employees into teams to the individual and the organisation?
Factors can encourage groups to work effectively together:
Physical proximity
Rewards attached
Emotional support
Clear objectives set for the group
Allowed for follow the stages of development
(Tuckman)
Group Development
Forming learn about each other and nature of the group and decisions on structure/hierarchy of group
Storming confrontation – disputes and power struggles arise. Questioning/criticism/conflict
Norming conflicts resolved – this is the who does what phase
Performing Collaboration – decision making established and members get on with their work
Why is it important for a successful group to follow Tuckman’s model?
What makes an effective team?
Team size?
Nature of the task?
Clarity of the task?
Team goals?
Belbin identified 9 roles that members of effective teams should possess
Group members behave in different ways when they interact and work with others
A single team member may fulfil more than one role and each successful team does not need to have 9 members
To make memorisation simpler, the roles can be split into 3 areas: cerebral, action–orientated and people-orientated
Team roles?
Cerebral Roles
INNOVATOR – A creative and imaginative problem solver
× A poor communicator who is likely to be an introvert
MONITOR EVALUATOR – Criticises options and identifies strengths and weaknesses
× Tend to lack warmth and can demotivate others
SPECIALIST – Has specialist knowledge but provides it occasionally
× Dwells on technicalities and is narrow in outlook
Action-Orientated
• SHAPER – Thrives on pressure and is dynamic.× Offends other peoples feelings in the process of
getting the job done
• IMPLEMENTER – Disciplined and reliable, turns ideas into practical actions.
× Inflexible and slow to adapt to changes
COMPLETER FINISHER – Painstaking attention to detail and delivers on time
× Tends to worry unnecessarily and finds it difficult to delegate
People-Orientated
• CO-ORDINATOR – A good chairperson that clarifies goals and is good at facilitating the group
× Can be seen as manipulative and off-loads tasks to other members
• RESOURCE INVESTIGATOR – Extrovert and inspiring
× Very enthusiastic at the start but can lose interest over time
• SUPPORTER – Identifies problems and promotes harmony within the group
× Avoids making decisions that will cause conflict
Which team role/s do you feel would suit yourpersonality/skills set?
What are the implications of Belbin’s theory forManagement?
Communication between team members?
Group processes and procedures?
Interaction between members is essential. There needs to therefore be task and maintenance functions.
What would be necessary to maintain a football teams success?
Maintenance?Tasks?
Initiating
Seeking information
Diagnosing
Opinion seeking
Evaluating
Decision making
Encouraging
Compromising
Peacekeeping
Clarifying and summarising
Standard setting
Potential Issues with a Team
Inter group Conflict why may it occur?
Resource competition, differing perceptions, loyalty, domination, conflicting goals
How could this conflict be prevented?
Moving staff between groups regularly, motivating teams to work together, publish the wider goals of the organisation, regularly exchange tasks between groups
Intra group Conflict why may it occur?
Members perceiving goals differently, communication poor, personal disputes, changing expectations
How could this conflict be prevented?
Appointing a strong leader, creating a compromise scenario, look for new approaches
Group decision making
What are the benefits and drawbacks of groups making decisions?
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