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Unit 19, P1 & P2
Transcript of Unit 19, P1 & P2
Set up by organisations
E.g. HR department has recruiting team Informal teams Individuals
Develop within formal organisational structures
Less structure ways
E.g. A weekend football team Committee Another type of formal team
Deal with recurrent problems and decisions E.g. University usually have a committee for students affairs to deal with recurring issues that involve students’ lives. Temporary projects/tasks teams Given specific projects/ tasks
Short term E.g. The organisation sets up a project which needs staff from Finance, Marketing and Sales working together. When the project completed, they will go back their normal duties. Permanent teams Long term
Continuously work together
Their works are frequently on going E.g. HR teams and administration teams. The size of team could be small or large. It depends on the task in hand and the speed of decisions has to be made and whether the size is appropriate to the needs of the team. The minimum number of a team is three and the optimum team size is five because it is odd number can vote for making decisions, have a mixed view and just enough for everyone involves. Departments and organisations are constituted by teams
Teams > individuals Everyone has different strengths and weaknesses. In a team, people can do what they good at with and when they know their targets clearly, the work will be done productively and effectively. That will help departments and organisations to achieve their objectives so teams essential for business growing. Target setting and monitoring Targets can be set for teams or individuals
Team leaders are important
Leaders monitor the process of the target
Whether meet the target E.g. When the Ofsted comes to the College every year in order to target the level of the College. The college is a whole team and then it can be separated into small teams. Each team’s performance is monitored and trams work together for the benefit of the College. There are many different ways to monitor performance. The performance review is the most common way to monitor performance of individuals of a team. It usually is used for individuals agreeing target their team leader. The team leader will meet his/her team members periodically in order to check whether they meet targets. Benefits of teams Reduction of alienation Teams can help organisations to reduce alienation and to be more friendly components. Everyone involves in the team and take a part in making decision so they will be motivated, building confidence and proud of their contribution to the team. Fostering innovation People will feel they are more creative in teams than on their own so innovation is fostered in teams. If their ideas are good, other member in the team will enthusiastic. If not, other members can help modifying so their idea will be better and better. For example, the success of Microsoft is not only because Bill Gate, he cannot do all the things, but also other staff. Benefits of teams Sharing expertise Team members can share their knowledge. And also everyone has different strengths. It is good to sharing expertise, we can learn from each other because that will help to complete the tasks/projects more effectively and qualitatively. E.g. prepare a presentation, some people good at researching and some people good at presenting. Implementing change Teamwork has power to implement change. If there is only a little explanation and force on people, people can resistant to change it. And then everyone in the team needs to involve and discuss about change process. Benefits of teams Identification & development of talent Everyone has different skills and abilities. Meredith Belbin finds out many team roles in order to help teams work well. The roles include: plant
specialist. Teamwork also can help team leaders find out the talent of their members. And then they can find suitable trainings for developing member’s talents. Team building Recruitment Candidates usually will needs to attend an assessment day, on that day candidates will be put in groups (teams) and be monitored to see how candidates interact. We can see organisations really care about team building since recruitment. Induction In the induction day, when we started the first day of the College, we have been given activities about team building. Team building is the best and quickest way to get to know each other, so do organisations. In organisations’ induction programmes, it is usually about introducing new employees, its members and working practices. And also new employees will be given about two weeks training them how to work in teams. E.g. experiential learning and counselling. Team building Coaching & mentoring An experienced person helps learners become more effective. Coaching Mentoring Long time span
Be limited to a single session Long
Intermittent relationship ‘Mentoring and coaching can be used to encourage team members, and to provide targets for them to achieve that are manageable, rewarding and motivating.’ <Resources: Btec Business Level 3 book 1, page 365> Team building Motivation Motivation will make everyone feel: they are a part of team
given the right training
development opportunities to contribute to the team Team knowledge Personal team traits:
listen to others
encourage others to share their ideas
help the team to move forward
contribute to a shared decision-making process. Managers need to have an awareness of team members’ strengths. And then make them into Belbin’s roles. Managers can choose appropriate people who have suitable Belbin’s roles to play different roles in the team. Team building There are eight major roles be identified by Dr Belbin. Teams will work more effectively, when consist people who have eight roles together. Belbin 1. The chair co-ordinates the team efforts and ensures all resources are used effectively in achieving goals.
2. The shaper sets the objectives and priorities, and guides the team towards completion of the task.
3. The plant is the creative ‘ideas’ person.
4. The monitor-evaluator is shrewd and analytical, and can analyse problems and evaluate progress.
5. The resource-investigator is extrovert and good at making outside contacts and reporting developments outside the organisation.
6. The company worker is practical, loyal and task orientated.
7. The teamworker is caring and very person orientated, keeps the team together and improves communications within the team.
8. The finisher maintains momentum and ensures the completion of the task. Team building Team development Team leaders need to carefully plan staff development. They provide chances for their members to develop/learn more skills which will help them with their work. Tuckman is a good example. Tuckman Forming Storming Norming Performing A number of individuals come together. They are a loose collection with no clear sense of purpose. Learning about each other The group begins to exchange ideas, but there is as yet little structure to the group, and there are no clear plans to take the group forward. Challenging each other The group beings to share ideas – a team begins to form. A leadership pattern may begin to emerge, and the group starts to conform to a given set of ideas. Decisions begin to be formulated. Working with each other The group transforms into a highperformance team. A clear organisational pattern is formed, based on mutual respect, the sharing of ideas and the drawing out of plans and proposals from all members of the team. Every member of the team is therefore able to make the best possible contribution to the group process. Working as one Team building Team dynamics Everyone have weakness and some members can be sensitive. We need to understand, forgive and help member who have weaknesses and are sensitive.
A good leader needs to know his/her members strengths and weaknesses and then help them. For an example, a member is shy but has really good idea and the leader should encourage him/her and let others listen to the good idea. Team building Supporting team members A good team leader has responsibilities to support and encourage him/her members. Team leaders should motivate their members and let them feel they are contributing to the team. We need to know when to trust other team members and ‘trusted team members are typically the most committed ones’. Resource: Donna's PPT Team performance Performance indicators The Performance Indicator is used to evaluate the differences between employees and to use this knowledge to increase productivity of individuals and teams. Performance Indicators Could Measure:
Quality of Work
Adapting to change Team performance Target setting Setting targets will help indicate team performance. There are several team activities can support it,
For examples, the team will meet at regular weekly intervals, everyone in the team will have the chance at some stage to chair a team meeting and set work-based targets, such like, the team will increase output by 7 per cent per month. Team performance Monitoring and review of performance against targets Then, we can measure each individual’s performance and team’s performance against those targets. It might be some team members are fallen behind. We can see they need some extra support and encouragement from the indicate. Team performance Support and development of team members Everyone has weaknesses so team members maybe need some additional support to make up their weaknesses in order to help them perform better than now in the team.
A TDNA (Training and Development Needs Analysis) can be used for identifying the weaknesses of employees and then some suitable training programmes can be given to employees. Team cohesion Definition of team goals It is important to set out clear team goals because when team members know the goals clearly and they know what do they should to achieve, they will be more concentrate and working more effectively. Team cohesion Management of group conflict Managing strategies of conflict is important because there are actual conflict from disagreements. Everyone has their own opinions and what things to be done in different ways. Potential conflict is more difficult to control because it is not easy to be aware of it. Management of group turnover When people come into or leave the team, it has impact on group’s performing and the group turnover usually reduced. Preparing succession management is good idea to deal with those kinds of problems. Training some else can take over the role of the person who is leaving before he/she goes. And also providing incentives for people to stay in the team is a good to deal with the know of problem, such like, offering opportunities for career progression at work. Team cohesion Team leadership Weak leadership will cause lack team cohesion. It is important to have suitable types of leaderships for different types of teams. Types of leaderships: An authoritarian leadership style is one which has full control of decision making, good in crisis situations and motivate through rewards but team members have little or no input.
“A consultative style is where a leader consults with other team members, asking them for advice before coming to a decision for the team. Members feel more involved, although ultimate direction is with the team leader.”A democratic style is where a leader has strong coaching, listening and motivating skills. The style leaders encourages participation in decision making and prepared to make final decision when agreement cannot be reached. And also they think teamwork and communication is important. Thank you Thank you for spending your time on my presentation about team building courses. And also hope it could make you to be firm in rolled the team building courses across Somerset in the Summer.