teams Flashcards
positive impact of teams of governments effectiveness
Creates a positive experience for customers - Reduced wastage due to less customer complaints , improved sales - increases employee satisfaction, increases productivity
Employees are happy to learn from each other- openness and trust between amongst employees
The impact can be seen in the levels of production/work rate
Work is completed to a high standard when a mix of staff is involved with varying levels of experience- brings different skills and talent, higher quality of product can be produced
negative impact of teams on organisations effectiveness
Conflict arises when team members may feel that workload on them is not equally shared- resentment builds
Over reliance on certain team members - if a situation arises where they are not available, the team might not be as productive
Team can be stale if the team is together too long - may be resistant to change
Team without leader will lose its sense of purpose and direction- unable to develop- lower quality product can be produced
tuckman
Forming
At this stage most people do not know each other- they learn about procedures and policies- feeling quite nervous-
storming
At this stage people reveal a bit more about themselves and how they are feeling - still very much about them, rather than thinking as a team member- resist group control- still a lack of trust- could be hostility between members at this stage
Norming
People start to feel apart of a team - realising the team can now achieve the team objectives- other opinions and views are listened to.
Performing
Team needs little supervision - there is an openness and high degree of trust - team roles are established and leaders are evident.
Adjourning
Period of evaluation and reflection at the end of a project or year and there is a plan put in place with regard to transitioning roles e.g for new members or roles.
belbin roles
Plant: Generates creative and innovative solutions to problems.
Resource Investigator: Excels at exploring opportunities and building connections.
Coordinator: Brings clarity to goals and ensures effective delegation.
Shaper: Drives progress and overcomes obstacles to achieve results.
Monitor Evaluator: Provides logical analysis and critical evaluation of ideas.
Teamworker: Promotes harmony and collaboration within the team.
Implementer: Transforms ideas into practical actions and systems.
Completer Finisher: Ensures projects are thorough and meet high standards.
Specialist: Offers deep expertise and dedicated knowledge in a specific area
belbin weakness
Resource investigator
may be too optimistic about the overall outcomes, once the task starts, there initial enthusiasm wears off.
Team worker
Can be indecisive when dealing with important issues and steer away from conflict.
Coordinator
Overdelegate and offload to staff, leaving little work for them to do - team members may feel they are being manipulated.
The plant
Can struggle to communicate their ideas as too many ideas going on in their heads - can be forgetful/ absentminded.
Monitor evaluator
Can lack drive to get things done - may not inspire others
Specialist
Can dwell on technicalities and overburdened staff with information - employees may feel overwhelmed
Shaper
People can feel hurt and prone to provoke others - staff morale may decrease
Implementer
Can be inflexible and not open to ideas - fixed in their ways
Completer finisher
Worry about things - reluctant to delegate/ perfectionist
Fear of things going wrong
conflicts uduring storming phase
Members may struggle to agree
Resistance to take on or accept roles/ tasks allocated
Sub - groups may form which creates a clique culture
Negative behaviours and attitudes from team members where some members of the group may not wish to be a member and act up.
what can managers do to support during tuckmans stages - forming and storming
orming:
Encourage the team to get to know each other by using team building activities
Clarify expectations, roles and responsibilities of members so they know what to do
Set goals of the team and clearly publish them so that members know what the main purpose is
Storming:
Mentor teams through problems and encourage constructive criticism
Promote an open dialogue between team and individual needs
Concentrate on issues about the teaks not about the members
what can managers do to support during tuckmans stages - norming, performing
Norming
Identify the hidden norms and invite the group to evaluate them or set new norms
Encourage group discussion si manners feel comfortable the way things are done in the team
Confirm boundaries and group roles
Performing
Intervene only when necessary eg if conditions change or new members jin
Monitor performance from a distance to ensure sufficient progress
Set realistic targets so members can see progress
what can managers do to support during tuckman stage - adjourning
Adjourning/mourning
Give feedback to staff in order to recognise teams an individual success
Distribute rewards eg “employee of the month”, bonuses etc
