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Unit 19-developing teams
in business- Assignment 1- What makes an effective team?

Riaz Miah

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P1

Informal teams

 Informal team means that there are a group of people which are
not set up by an organisation, ad usually they do not follow any rules of
guidelines.

Formal

Forms teams is a
structured team, created for a specific purpose. It will usually have a leader
and everyone within the team would have a specific role. They all also must
follow strict rules and guidelines.

Temporary teams

Temporary teams or task
groups are a useful way to develop new initiatives or undertake specific tasks.
These teams also complete tasks for a limited amount of time, after that they
will no longer need to work for that company or organisation which they were
created by.

Multi-agency teams

These are people who come to volunteer for a certain project and
to achieve the same goal. They all work together to achieve a certain
objective.

Virtual teams

Many voluntary and community organisations are scattered across
a region, country or the globe. People who need to work together geographically
dispersed. They might be staff working alone, volunteers in external placements
or trustees who meet only occasionally for formal meetings.

Operational teams

Operational teams are teams who use the direct service of an
organisation. They are also seen as the face of the company, they are the ones
who perform the primary task for the organisation.

Support teams

Support teams provide the necessary back-up to enable others to
get the job done efficiently and effectively. This might be technical support
such as IT, finance or Human Resources or general office management and
administrative support. This team is what keeps the team together and it’s what
helps them achieve their goal.

Management teams

 Management teams are the ones who provide the
more detailed objectives and they are always within the business from day to
day to manage a team effectively and making sure everyone does the right job.

Strategic teams

 Strategic teams provide leadership and direction for the
organisation, keep in touch with the external environment, set key objectives,
develop strategy, and monitor progress. In other words, they are the ones who
develop the goals as well as the strategies which they should approach to
achieve that goal.

Working in a team is beneficial to a business as a group of individuals
can achieve much more than a single person, another benefit is the diversity of
skills, there will be some people that thrive dealing with big corporate
problems and others thrive on the little problems within the organisation. This
diverse range of people skills when combined can tackle any situation at a more
effective rate.

P3

There are many different ways to creating a cohesive team and different
management styles can be applied to get good results. It is imperative for a
manager to know how to implement the following.

Time management

Managers need to put in place time tables and deadlines not only
to get an understanding between the team members and the manager on when the
projects have to be completed. But to keep a good track on what everyone should
be doing at what time for close monitoring.

Communication technology

Managers should ensure that everyone has up to date technology
and knows how to use it efficiently. This ensures that the team can have a good
clear form of communication and to help get there ideas across without meeting
up physically. This will cut travl cost and speed up decision making.

Delegation of roles

As a manager of a team, it is important that you give responsibility
to other team members. This enables each member of the team to dedicate all
their energy and effort into the task they have been delegated.

Team building

Regular team building events can make the team more involved
with work and help team members understand what other members are going through
and how they should treat them at different points in time. Regular events make
team members feel a part of something which leads to a closer group and more
trust within the work environment.

Monitoring performance

A manager must monitor the performance of his or her team, If a
team members are doing well, achieving deadlines on time and punctual to work
then the manager should reward this with motivational tactics such as; a bonus,
shares in the business or a promotion to a higher paid role. If certain team members
don’t pull their weight around or behave inappropriately a quiet chat or a 3-strike
system could be implemented.

Staff training

a job can motivate a worker to do a lot more work and increase
their productivity if they know that they can training and recognized
qualifications at the end of it. This motivates them to do more work. Building skills
whilst earning money is also a plus for all team members and will keep them
interested in their work and department.

Team cohesion p2

Team goal

Team goals are one piece of a complex puzzle that forms a
complete picture for a group project for example it could be gaining more profits
within the next year. Alternatively, the goal could be more tangible such as
constructing a certain amount of product within the next month.

Group conflict

Team conflict is an interpersonal problem that
occurs between two or more members of a team, and affects
results of teamwork, so the team
does not perform at optimum levels. An example of this would be if two
people had two contrasting opinions within the department. Or if someone will
be willing to take a risk to maximise profits which has the risk of failing and
causing the team a loss.

Group turnover

Group turnover is the amount of times asset (such as cash, inventory,
raw materials) is replaced or revolves during an accounting period. For example,
when all the stock within a shop is running low then they order the next batch
of products this is a turnover.

 

 

Career progression

Within some business there are a clear ladder of progression and
clear chances for promotions, as an example McDonalds do this as the crew
members have chances to get promoted to the management team.

 

M1

Dr Meredith Beplin developed nine different
clusters of behaviour that individuals adopt when taking part in a team. His
research proved that teams made up of a balanced mix of the nine different roles
out performed unbalanced teams. He did this research to prove a team is more
effective with people that have different characteristics.  

A successful
team has a lot of individual roles within it but it is imperative that each
role compliments each other

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