AHBM Teamwork

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?