INDEX
Number Behaviours that develop and maintain trust 3 Why Confidentiality is important Groups and Teams Team Formation Model Experience of using a formation model Roles within a Team Benefits to a Leader Appendix References Bibliography
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4 5 5 7 8 10 11 13 13
Support/inspire- new ideas, encourage development or fault finding, create a no blame culture causing crisis or stress instead try to learn from faults or failures.
Openness- be truthful and honest so theres no crossed wires Show loyalty/ confidentiality- to both team and individuals, keeping secret any information either business or private entrusted to you. Defending them against other teams or management when things go wrong. Dont be critical or sarcastic but give constructive feedback. Praise loudly.
Reliability- set yourself high standards and do what you say and do it when you say youre going to.
Show Commitment to the team and individuals including aims and development.
Once confidentiality is broken, team spirit, cohesion and moral will be lost. Resulting in loss of performance, improvement and solving of problems. The team could stagnate or go backwards. An individual who was once committed and enthusiastic could become withdrawn and not bothered. It could cause bad feeling, conflict, stress, illness and increase absenteeism. In some cases breaking confidentiality could lead to disciplinary or legal action. repaired at all. Once trust and confidentiality is broken it will take a long time to repair if it can be
Group or Team
The definition of a group is a collection of people or things located close together. The definition of a team is a collection of people dependant on each other and working towards the same objective or goal. `A work team is a group with common objectives, who are willing to work together, are picked and trained to carry out defined tasks, and whose members are dependent on anothers efforts. (Pardy. 2007. P24)
Teesside Cast Products is part of the Corus Group. A group of four steelmaking plants, whose aims are different and are not dependant on each other. Within Teesside Cast Products is Redcar Coke Ovens a group of people located in the same place, again who are not dependent on each other to reach objectives or aims. These groups are selected into different working teams, management, crafts, production, projects and contractors. Whenever necessary specialist teams are employed. The team I am part of is the shift production team where the members rely and depend on each other to perform our tasks and achieve our goals.
The forming Stage is where the group depends on the leader to direct, answer what the purpose and objectives of the team will be. There will be little agreement, unclear roles and responsibilities. Tolerances will be tested and finding out what behaviours are acceptable. Little consideration shown to others feelings, views or values
The Storming Stage is where the leader is required to coach. Personal issues or conflict could arise, Members start vying for position, and factions could form. Resistance to the task, the demands, the rules and set boundaries. Even challenge position of the leader. The Norming Stage is when the leader facilitates and enables the team which starts to act and work as a team, cohesion, trust, confidence and co-operation evolve. Rules and boundaries begin to be accepted. The task objectives, roles and responsibilities become clear and accepted and a working style discussed and decided by a team decision. Diversity and equality become norm. The team acquires a sense of identity and belonging. The Performing Stage is when the Leader delegates, oversees and monitors the team, its task and objectives. Team members issues have been resolved, roles are flexible and functional. Improvement, solutions and constructive work forges ahead. Individual progress and development established and successive promotion incorporated. The Mourning Stage is the final stage in team development, the disbandment of the team, hopefully after achieving its tasks successfully. This stage should be planned as early as possible. It should take into account peoples emotions. A social event could be planned to mark the occasion. Team members may wish to stay in touch with each other. See diagram 1 in appendix. Bruce Tuckmans formation Model. Other formation models include: Tannenbaum and Schmidt Continuum .The diagonal line loosely equates to the stages in Tuckmans model. As the team matures and becomes more self-sufficient and self directed, so the leader style should react accordingly, ideally becoming more detached, more delegating, encouraging and enabling the team to run itself, and for a successor to emerge. (www.businessballs.com) 22-01-2010. See diagram 2 in appendix.
Hersey and Blanchard Model. ` Illustrates the ideal development of a team from immaturity(stage 1 ) to maturity(stage 4 ) during which leadership style progressively develops from relatively detached taskdirecting(1) through the more leader-involved stages of explanation(3) to the final stage of detached delegation(4) at which time the team is largely self leading and hopefully contains at least one potential successor. The aim of the leader is to develop the team through the stages and move on to another role. (www.businessballs.com) 22-01-2010. See diagram 3 in appendix
23-01-2010
The teams progress and development is still apparent today through innovation, continuous improvements and individuals progress. ` A team that is not developing is stagnating (Pardy. 2007p24). The final stage has not materialised in our shift teams but is imminent in other teams throughout Teesside Cast Products after the announcement to partial mothballing of the site.
Strengths and styles Able to get others working to a shared aim; confident, mature.
Shaper
Plant
inventive,
creative, and
original, problem
unorthodox,
MonitorEvaluator Implementer
Systematic, structured,
common reliable,
sense,
loyal,
dependable,
Team Worker
CompleterFinisher
Attention
to
detail,
accurate,
high
Specialist
Technical expert, highly focused capability and knowledge, and driven by professional to personal standards dedication
subject area.
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www.businessballs.com 22-01-2010.
Benefits to a Leader
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A leader would benefit from knowing team members preferred roles so that all roles are covered and only one person covers each role for example if your team has more shapers conflict could develop. Also it is easier to identify what the team is lacking. The team would be well balanced. The team will settle quicker, perform better, and continuously improve and develop and fulfil its tasks and objectives. A team leader would not want his team to be dysfunctional or to fail. Team members could become unhappy or stress caused due to having a role forced upon them thats above their ability and experience or where roles conflict each other. Anyone could suffer from Role overload where one person has too many roles. Roles may stagnate a team member due to not fulfilling their potential; they will become bored if things are too easy
APPENDIX
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REFERENCES
Lines, David. Marcouse, I. Martin, B. (2000). A-Z Business Studies. Kent. Hodder and Stoughton. Pardy, David. (2007) ILM Building the Team. Great Britain. Elsevier http:\\www. Businessballs.com. Date accessed 22-01-2010
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BIBLIOGRAPHY
Armstrong, Michael. (1999). Managing Activities. Wiltshire, UK. CIPD. Donnellon, Anne. (2006). Leading Teams. USA. Harvard Business School Press. Handy, Charles. (1976). Understanding Organisations. England. Penguin. Hayes Nicky. (2002). Managing Teams. Cornwall. South-Western Cengace learning. Leigh, Andrew. (2009). The Secrets of Success in Management. Great
Britain. Pearson Education Ltd. Lines, David. (2000). A-Z Business Studies. Kent. Hodder and Stoughton Pardy, David. (2007). Building the Team. Great Britain. Elsevier. Stannack, Peter. (1993). Managing People for the First Time. Great Britain. Pitman.
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