• Team members respond well to the leader. • Roles and responsibilities are clear and accepted by the group. Stage 4 – Performing Generally the team would show the following – • The team is more strategically aware. • The team clearly knows what it is doing and why. • Team members look after one and other.
Taking into account the opinions of others and listeneing properly to their input will encourage a healthy team and also give the person involved control of whos and what input they would like in their support. Features of effective team performance, are having the team interacting and empowering each other through discussion and suggestion, this enables the team through meetings and every day events to put ideas forward and develop them to see what works and what does not, as some people believe that they way they do things is the only way which is not the case. There are several challenges’ that can form between developing and established teams, as everyone has their strengths but with that comes some allowable weakness. When these are identified it is my job to nurture strengths and set goals to overcome any weaknesses I do this through observation, meetings, supervision and appraisals. Also through ongoing course work to keep up to date with legislation and any changes to legislation to comply with CQC 3.
• Team cohesion - Within the team, members typically specialise in different tasks. The point of a team is that each individual in the team brings a range of skills, knowledge, attitudes, aptitudes, personalities and priorities to the team. • Personal achievement - The success of every individual is extricable bound to the success of the whole team. 4. It is important that the team’s purpose and role be collaboratively developed so all employees know and clearly understand the organisation’s vision, strategies, goals and objectives, and align their team goals with them.
The employees enjoy their work and are aware of the set goal. Although, there is a set goal they are given room for creativity and input. This allows them to make decisions and feel competent of the work that is accomplished. In chapter 3, we learned about different motivational theories such as The Hawthorne Studies by Elton Mayo, Theory X and Theory Y by Douglas Mcgregor, Immaturity- Maturity Theory of Argyris, Motivation-Hygiene Theory of Herzberg, and The Need Theory of Maslow. The factors that make people happy are all related to job content, according to
Which provides and clarifies employees their new responsibilities, outcomes and most important individual performance. Feedback should be practiced for each individual employees via meetings, or other devices to reinforce team performance and effectiveness with intention of providing motivation for team 2. Why is encouraging participation in the planning, decision making and operational aspects of the team's work important for developing team cohesion, and what role does feedback play in doing this. Offering feedback and reinforcements is important because it commends and offers opportunities to review and reward its members for their contribution, and the standard of cooperation to the work produced. Investing feedback in developing team cohesion is vital for the teams dynamics to work, because it inhibits or enables employees to be more productive.
Each individual has his own strengths and by collaborating with different individuals in a group, their strenghts become more useful and productive. Instead of working alone, a group can accomplish more work than an individual can. Each individual can also uncover each other's flaws and balance each other's strengths and weaknesses. 3. What are the common problems in group dynamics in organizations?
Understanding effective communication and interpersonal skills Behind communication people had created theories on how they believed people communicated. And how each part of communication has it’s own different stages, and how without passing one stage you could not continue and progress to the next. One of these theories is by an individual named Tuckman, and he has broken down group forming and it’s development. Tuckman believed there were 4 main stages of grouping (But it was thought there were 5 stages), the first stage he believed was ‘Forming’, and this was were group members would become acquainted with each other, and begin to lay down basic rules for the group, and people will treat each other as strangers(unless they already know an individual). His second stage was known as ‘Storming’, and this would be where the group members would begin to express their feelings, and rather than playing as part of the team they would act as an individual and refuse to be controlled by group leaders.
Part I: Group Development: The group is in the Mutual Acceptance stage of group development. The situation in this case review shows and explains this stage as testing each other and some members being defensive, or quibbling. As we look into some of the issues in this case review, I refer specifically to the issue of the team in this scenario or case study. Towards the beginning we see the team initially forming, they are motivated and being productive for the most part. The direction or team dynamics seem to be focused on Control and Organization.
They also need support and praise to build their self-esteem and involvement in decision-making to restore their commitment. S3 – Participating / Supporting – The leader passes day-to-day decisions, such as task allocation and processes, to the worker. The leader facilitates and takes part in decisions, but control is with the worker. This style is used in situations where a worker is clearly competent but lacks confidence or motivation. They do not need much direction because of their skills, but support is
This sense of belonging is enhanced and reinforced when the team spends the time to develop team norms or relationship guidelines together. * Team members are viewed as unique people with irreplaceable experiences, points of view, knowledge, and opinions to contribute. After all, the purpose for forming a team is to take advantage of the differences. Otherwise, why would any organization approach projects, products, or goals with a team? In fact, the more that a team can bring out divergent points of view, that are thoughtfully presented and supported with facts as well as opinions, the better.