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[40 MARKS SECTION A Read the case study below and answer ALL the questions that follow. Using teamwork to build a better workplace Introduction In the business environment nearly all individuals within an organisation will belong to one or more groups or teams. A team is a set of people with a range of different skils who will ideally have objectives that contribute to the overall corporate strategy of the business. They will usually have somebody who is identified as the team leader The importance of teams that perform well cannot be underestimated. It is generally accepted by high achieving organisations that to be effective you need to • Create a motivated team • give team members a brief alongside objectives • appoint a leader of the team • Manage the team • provide them with authority • monitor the progress of the team • ensure effective communications streams (ack of communication can be the one of the biggest issues and failures within organisations). • Developing management skills The Chartered Management Institute (CMI) is a chartered professional body. Its purpose is the promotion of management and leadership excellence. Based in the UK it has 90,000 individual members and 450 business members. It has been providing advice that supports individuals and businesses for more than 60 years. This advice focuses on developing management skils and leaders in the special role that they have in mofvating and inspiring others at work. CMI is also an awarding body, providing a qualifications framework which sets benchmarks for performance within businesses. This case study ilustrates how CMI, by training managers and leaders, supports the work of effective team working within the workplace The phrase “two heads are better than one helps to describe the purpose of teams Teams provide an opportunity to share ideas and strengths and use a variety of viewpoints and experiences. A team provides individuals with a common purpose. They also have a common identity as they strive together towards a common goal. Using motivation to build a better workplace. Working in teams Most people belong to a number of different teams. Some of these teams will be formal teams while others will be informal teams: A formal team is a structured team, created for a specific purpose. It will have a leader and everybody within the team will have a distinct role. For example, a football team would be a formal team. There would be a team captain and everybody in the team will have a position to play when each game starts An infiomal team has no structure and everybody within the team has equal status. They often come together by chance. An informal team provides an opportunity for everybody to work together. For example, a group of friends might arrange a holiday together Within al organisations there may be a number of formal and informal teams. Informal groups are particularly good at providing support for formal groups. For example, if a number of people at work are friends, this may support the work of their formal team. Informal groups help as they provide opportunities for sharing ideas and communicating across departments. For instance, the operations and finance managers might meet over lunch to discuss progress Team behaviour Within teams the behaviour of team members may be influenced by group noms. These are acceptable behaviours for each member of the team. These informal rules tend to regulate how everybody works. For example, a group norm might be for a very dynamic and positive approach to work. This may encourage team members to compete to achieve higher levels of output. Individual members of the team may influence a group’s behaviour. For example, highly motivated individuals may push the team to work harder. They may also help them to achieve higher standards. However, on the other hand, a team member who produces shoddy work may negatively atled a team’s performance. The management style will clearly influence how team work. An autocratic manager wil tend to provide top-down instructions with little or no consultation On the other hand, a democratic manager may delegate authority to individuals. Teams or team members may also be empowered to make decisions if they feel their manager values their opinions. Benefit of work-related skills In the current economic dimate, it is important to ensure that young people are equipped with work-related skills. UK businesses require good quality leaders and CMI is involved in meeting this challenge by providing a range of qualifications that help people to develop their management and leadership skills which in turn will improve their employability skils. These enable them to be effective in the workplace and also provides them with opportunities to become successful managers and leaders of the future. Team decision making Teamwork can provide key opportunities for individuals as well as the organisation they work for. A team identity is an important benefit of team-working. This provides individuals with a feeling of belonging. It helps make the group work more closely together as they make decisions. This should improve motivation and performance as everyone seeks to contribute to achieving the best for al. Using team skills Within any team each member may have a range of different skills. These skils may be complementary. In other words, one person’s skils may support and help another member of the team. For example, if one person is particularly good with ICT applications such as spreadsheets, this may help to improve the performance of other members of the team. Members therefore draw upon each other’s skills. For example, Netty works for Williams Led a global business process outsourcing organisation, and manages the print team. She emphasises that individual members should ask for help where required. As they do this, others should provide assistance. This helps team members beach each other new skills to enhance the performance of the team. Team morale is very important Elective team decision-making The effectiveness of team decision-making may depend upon a number of factors: The skills and abilities of the group members. Teams are often more effective when they have a mix of people who take on a preferred role, for example an effective team could include a person who comes up with ideas. It might also include somebody who could analyse those idees, one who shows good judgement and somebody who simply makes sure that the work gets done and that the deadlines are met. The size of the group. Sometimes the larger the team, the more complex the communication channels become. This can slow down decision making. Larger groups also require more formal structures to co-ordinate responsibilifies so as to avoid duplicating efforts. The task to be undertaken Small groups may better undertake urgent tasks. This may require their undivided attention. Teams are particularly good for dealing with complex and challenging tasks. This is because teamwork provides an opportunity for combining the skills and knowledge of each of the members. One team member may come up with a more efficient method of tackling a challenge that the other members had not thought of. Meredith Belbin’s work on team roles is important in extending understanding of how different roles affect the output of the team Team working in practice Every day CMI members across the UK are involved in team working and developing team performance. They use their management skills to contribute to running teams in order to meet objectives for their organisations. For example: Karen works for the Salvation Army Housing Association. She feels that Effective communication and the management of information between team members remains a constant challenge in order to identify and change processes to ensure efficient practice Kate works for London Southbank University. She supported the work of her team by introducing a system for dealing with e-mails. She says. “We were duplicating work, leaving e- mails unanswered or giving conflicting information to managers. The solution was to introduce a new system where al e-mails to our team go to one central mailbox. We flag the e-mails we are dealing with in our designated colour and send updates on any projects we are working on for the others to read. In this way nothing gets duplicated or missed out and everyone can easily see what everyone else is doing Dougie works for Wiliams Lea. He feels that “Passionate debate is a healthy trait for a team to have as it ensures al aspects of an issue or a solution are thoroughly discussed. However, disputes need to be managed otherwise they can be destructive. Disputes allow people to challenge each other’s point of view and allow the team to fully explore al options available to them These CM members have all leamt valuable and transferable skills to help them become more efficient managers Through leaming how to lead a team, CMI members develop their interpersonal skills to allow them to build positive relationships with team members and managers. These factors help build a supportive working environment which is likely to empower team members to be productive. Conclusion In the work environment almost everybody within the workplace is likely to be a member of one or more teams. These can be formal or informal teams. Eficient team-working can transform the workplace. It can help create dear open channels of communication, improve productivity, help keep morale high and provide individuals with a sense of identity and purpose. Many factors affect the management style used and CMl works with organisations and individuals to help them to understand the fundamentals of managing a team. CMI provide the skils and knowledge required to make more informed management decisions. Many of the skills are transferable and can be used by managers throughout their career Excerpt source: https:/businesscasestudies.co.ukledition-16-using-teamwork-to-build-a-better-workplace, Business Case Studies -15 January 202002 QUESTION 1 (40 Marks) 1.1 With reference to the article and suitable examples, differentiate between and discuss the different types of groups and teams that may be formed in an organisation. Include the respective functions in your discussion (20 marks) 1.2 Using examples from the article, evaluate the general group dynamics that managers should understand to ensure effective management of groups and teams in the organisation (20 marks)

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