teams Flashcards
features of the forming stage (5)
When the team first comes together
Members are anxious/nervous, therefore there is little conflict
Behaviour is driven by the desire to be accepted
Members learn about each other, nature of the tasks and the purpose of the team
Group structures, status hierarchies and interactions between team members and initially decided on
impact of forming on the company (3)
Groups maybe confused until tasks and roles have been clarified which can slow the productivity of the team
Team members may be highly ambitious and work harder in order to prove themselves
Vocal members tend to dominate which can lead to some members feeling undervalues and therefore not contribute
features of the storming stage (6)
Members are ready to establish themselves
Disputes and power struggle arise
Members may battle for positions/authority
Views are more openly expressed
Group conflict, criticism and open questioning of the group’s goal can occur
Pas experiences and resolved issues can prevent the team form moving forward
impact of the storming stage (4)
Groups will experience power struggles/conflict which detracts from the progress of a project/target
Lack of trust within the team which can lead to communication breakdown
Members may become frustrated with arguments and therefore lose motivation
Can be difficult to manage leading to increase stress from the team leader
features of the norming stage (4)
Conflicts are resolved
Tasks and responsibilities are divided amongst members
Sense of shared expectations
Mutual support and cooperation increase
impact of the norming stage (3)
Groups are more likely to come to an agreement which can mean faster decision making with fewer disputes
Cooperation develops so members feel secure in expressing their views which can improve creativity/ innovation
Specialisation can improve quality and output if roles are appropriately allocated
features of the performing stage (7)
Group boundaries have been set so the group can get onto the actual tasks
Members work together as a cohesive group
People respected enough to get on with their tasks
Commitment to success and individuals are valued by colleagues
Collaboration increases group productivity and decision making
Group identity, loyalty and morale are all high
Everyone is task and people orientated
impact of the performing stage (2)
Groups benefit from being empowered which leads to greater motivation towards completing the task
Leadership is less involved in operational tasks therefore saving time of planning and quality assurance of the task.
features of the adjourning stage (4)
Completion and disengagement of task and group
Where the group breaks up or changes
Mouring results in a dip in effectiveness until new norms are established
Task us accomplished and goals are achieved
impact of the adjourning stage (2)
Can break up bonds between employees, making future team working difficult as employees may find it difficult to cope with change and work with others
It is essential that this stage is managed well to ensure that employees can progress to performing well in other tasks
characteristics of an effective team
- size of the team: small teams are more cohesive as they meet more regularly
- shared goal: all must team work towards the goal
- support
- team composition: various skills, knowledge and experience
- good leadership: provides direction
- time scale: the longer the more effective but must be an end
- communication: solving problems an share ideas
- risk taking
Beblin’s 9 team roles
Thinking
- Plant:Good problem solver in unconventional ways. Organised
- Monitor evaluator: Critic with the ability to analyse issues and highlight the negative. impartial judgement
- Specialist: Offers specialist knowledge or skills that are needed. problem solver
Action
- Shaper:Likely to overcome obstacles at the expensive of other team members feelings.may be critics for being manipulative.
- Implementer: Capable of turning ideas into actions. Eager to succeed
- Completer finisher: Effective at the end of a task to ensure quality control . attention to detail
People
- Coordinator:Focuses on the objectives and makes decisions. good communicator
- Team worker: Avoids making decisions that may cause conflict. supportive
- Recourse investigator:Gathers new ideas and information for outside the company. optimistic
benefits of team work on an organiser (5)
Sharing of skills and knowledge should help to generate more/better ideas than individuals
A multi-skilled and flexible workforce that can change and adapt to changing needs
If teams are successful, members should be willing to take on more responsibility and will require less supervision
Risk taking – if successful it can be hugely beneficial the origination e.g give them a competitive edge
Increase employe motivation should improve efficiency and productivity
benefits of team work to employees (4)
Groups of people working together and supporting each other – this can create a sense of value and belonging
Shared knowledge and skills
Increased motivation and morale as their work performance is improving
Risk taking is more likely and therefore less chance of individual employees being blamed for poor performance
Disadvantages of team working (6)
decisions may be lengthy if a team has a weak leader, the group is indecisive or there is ‘paralysis by analysis’ with too much consultation.
Conflict from personality clashes/power struggles/limited resources may arise resulting in ill-feeling, reduced productivity and poor communication.
Training costs may increase if a whole team must attend a course rather than a select few.
Slacking and informality can occur, wasting valuable time and resulting in a need for better supervision.
Team can often lack accountability, meaning that poor or risky decisions might be made if members feel they will not get the blame for failure.
Stagnant teams who have undergone little change may be set in their ways and closed to new ideas and methods from new members.
