Lead And Manage A Team
Lead And Manage A Team
1.1 -Explain the features of effective team performance
The features of effective team performance is set up through positive leadership, this is something which is developed and nurtured. An effective team will work together, be focused and all the time supporting each other along the way to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and an understanding towards their job role and responsibility.
The leader/manager should also be aware of the skills or weakness within the team and be able to provide support were necessary and also utilise their strengths. Training and support will enable staff to improve performance, develop confidence and lift spirit within the team. A leader should encourage any conflicts to be resolved through healthy, professional confrontation and willingly and openly negotiate necessary changes. Effective leaders are a bit like cheerleaders for the team, they encourage and support members who are committed and actively with their teams and engage those members who aren’t participating.
1.2 -Identify the challenges experienced by developing teams Lack of Diverse Skills and Interests:
If a team consists of members with similar skills and interests, the purpose of the team may not be achieved. Consider the scope of the project before selecting team members to determine which skills and interests best serve the team. Choose team members who have a range of different skill sets and interests.
When individuals work as part of a team, communication is a key. If a team member treats his role as an independent one, communication suffers. If the team leader doesn’t communicate with the team members, the office suffers. Hold team meetings to discuss expectations. Ask team members about their successes and challenges to gauge the level of communication. Supervisions are key as they are often a good tool to set objectives and measure success.
Even though a team works together to achieve a goal, each person needs to know his specific role within the team. Otherwise, role confusion results. When team members lack an understanding of their specific roles or choose not to follow through with their roles, the team cannot develop as a cohesive and well-functioning unit. As a branch manager it is important that i ensure that i develop specific, well-defined roles for each team member. Explain each role, in detail, to each team member to avoid confusion. Monitor team members to make sure they adhere to their assigned role.
1.3 -Identify the challenges experienced by established teams Conflict
Conflict can occur in work place for all sorts of reasons, however it can often occur in established teams. Often established teams can become quite friendly and personal issues can interfere or cause problems within the working environment, it is important for me as the branch manager that these are indentified and dealt with sooner rather than later as often it can become difficult to manage if it escalates.
Tuckman model refers to Forming – Storming – Norming and performing, Experienced teams can often get stuck in norming which is where everything becomes stagnant and just ticks over day to day. Day to day tasks are complete but nothing above and beyond, as the branch manager its my role to get the team from this stage to performing, this can be done through regular team meetings, supervisions. 1.4 -Explain how challenges to effective team performance can be overcome Working as a part of a team can be challenging depending on different personalities and working styles, however it can be just as rewarding, tasks can get completed quicker and the working environment can be fun and enjoyable. If not managed effectively the team will not function and there are some basic things to bare in mind.
Clear job roles
Regular team meetings
Team building days
All staff are aware of what we are working towards
Manage performance effectively
1.5 -Analyse how different management styles may influence outcomes of team performance There are many management styles and i believe having one particular type all the time wont work, i find myself more of a democratic which is: Democratic style, the manager allows the employees to take part in decision-making: therefore everything is agreed upon by the majority. The communication is extensive in both directions (from employees to leaders and vice versa).
This style can be particularly useful when complex decisions need to be made that require a range of specialist skills: for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. From the overall business’s point of view, job satisfaction and quality of work will improve, and participatory contributions from subordinates will be much higher. However, the decision-making process could be severely slowed down unless decision processes are streamlined. The need for consensus may avoid taking the ‘best’ decision for the business unless it is managed or limited.
As stated above this does have its disadvantages as decisions can be slow and staff can become to involved in the managing of the business. Other types of management styles are:
Democratic is more my style but I will step into other styles should the need arise, however democratic style has its pros and cons, not all decisions can be made or involve the team and during these times conflict and anxiety may arise, it also has the potential to blur job role boundaries as staff may feel they are in a higher position than they actually are, I think its important during times staff can not be involved in decisions then other styles of management should explored, being stuck in one style can become predictive and staff may become complacent. A good style of management is also Autocratic this style of management is where the manager makes all the decisions and this can be an assertive style however it can make the staff feel less involved in the day to day running of the business, it does have it pros – staff can feel well lead and managed with the business under control as the manager can come across confident.
I think its important to move between the both styles depending on the situation, for example if you are disciplining someone the a more assertive style would be needed, where as if you are trying to reach targets or setting KPI’s then the democratic style would be more suited as you would involve the whole team and let everyone decide how the KPI’s would be achieved, staff are more likely to achieve targets if they are involved in the process.
1.6a &B -Analyse methods of developing and maintaining – trust / Accountability Trust develops from consistent actions that show staff you are reliable, cooperative and committed to team success. A sense of confidence in the workplace better allows employees to work together for a common goal. Trust does not always happen naturally, especially if previous actions make the employees question if you are reliable. Take stock of the current level of trust in the workplace, identifying potential roadblocks. An action plan to build positive relationships helps improve the overall work environment for all employees. Remain honest with your employees about both positive and negative aspects of the business. Expect your management team to maintain the same level of honesty with the employees.
This sense of integrity makes your employees and colleagues more trusting of your actions Involve all employees in achieving company goals. Be transparent with your company’s mission and goals so all employees feel they are a valuable part of obtaining those objectives. Employees who feel management values them are more likely to instil trust in those leaders Value all input from your employees. Encourage employees at all levels to share their ideas for improving the company. Listen with an open mind even if you don’t ultimately choose to follow a suggestion made by an employee. Define the duties. Eighty percent of the job is specified by your job description and responsibilities.
Twenty percent of your time, however, is spent helping colleagues and clients. Create an atmosphere where everyone bends over backward for the other person. A successful, trusted and well-respected team member uses words like, absolutely or certainly when asked for help. Look for things that need to be done and do them without being asked! This is the true definition of teamwork. Be clear with prospective employees during the interview process. What are your expectations? Hold your existing employees and new hires to consistent standards, outlined in your policy manual. True teamwork demands that all employees are held to the same standards and, most importantly, do whatever is necessary to take care of the customer!
Define your expectations in a workplace policy manual. A personnel policy and workplace manual should cover individual and team responsibilities. If you don’t already have one, or if you have one that needs updating, be sure it includes items such as:
Office and working hours
Professional appearance, including body piercing, tattoos and hair color Salary
Be aware, however, that more important than defining your expectations: You need to be consistent in holding all employees to the same standard or else you will create an atmosphere of favouritism! Outline the time commitment and set aside adequate time for each task. It is not fair to assign or accept a responsibility and then have no time to accomplish the task. Be realistic about the timeframe, and make sure your team members are aware of the deadlines for each project they take on. Be careful to not overload your staff with too many commitments or too many interruptions. They will get discouraged and burned out. Instead, focus on delegating one task at a time, communicating the objective and timeframe clearly.
Open the lines of communication by having an open-door policy. Manage by “walking around.” Know the concerns of your team and deal with them head on. Ignoring your staff’s concerns will NOT make them go away! Be positive in your approach and dependable in your attitude. Do not lose your temper. Instead, be reasonable and predicable. If you respond inappropriately, whether out of anger or insult, your team will remember the 10 percent of the time that you were out of control, not the 90 percent of the time that you did well!
By following these steps and increasing the accountability of your office staff, you create trust and respect in the workplace. With these changes, your sense of teamwork and trust will grow, while decreasing your levels of stress and conflict
1.6 -Compare methods of addressing conflict within a team
Be Aware when conflict occurs
Knowing that conflict may and will occur is the first step to resolving it, especially if you know that certain team members may disagree with each other. By recognising that there will be conflict, a manager knows what to expect.
Set the Ground Rules
At the beginning set some ground rules in your first meeting. Be sure to address what process will be taken to address conflicts, as they are bound to rise and will need to be taken care of before they spiral out of control. Tell team members that everyone’s ideas are valid and that they shouldn’t be dismissed, even if you do not agree with them.
Learn About Destructive Conflicts
Conflict becomes destructive when no resolution is in sight or the issue cannot be resolved. A psychological model for explaining destructive patterns is the persecutor-victim-rescuer triangle. The persecutor would be the bad-guy or bully in this scenario, but the rescuer is also placing him or herself in a position of superiority over the supposed victim. Stop yourself if you see yourself slipping into any of these roles and also try to recognise it in your team.
Stop Conflict when it Happens
Conflict should be addressed immediately before it can grow. If a discussion grows heated during a meeting, do not wait until the next meeting to address the issue. Instead, discuss the issue while in the meeting; even if members disagree, they are still able to see each other’s points of view.
Get the Whole Story
Be sure you understand the perspectives of every person involved. Conflicts arise when there are differences of opinion, but also due to miscommunication or misunderstanding. As the manager, you should get all the information you can in regards to the conflict so that you can resolve it efficiently and effectively.
Meet for Resolutions
If the conflict can’t be resolved during the initial meeting, set up a separate meeting with those that are having the conflicts, so that a resolution can be reached without getting the other team members involved and picking sides.
Discuss Both Sides of a Perspective
Even if you are inclined to agree with one side of the conflict, do not make a final judgment until each person has had their say. Ending a discussion without hearing each person out can escalate the problem. Explain the pros and cons of both ideas, so that both people can consider the opposing view.
Make Compromise a Goal
Compromising between parties is helpful, as it can allow for both conflicting parties the ability to use their ideas. Most times, points can be combined in order to make a better idea or solution.
University/College: University of California
Type of paper: Thesis/Dissertation Chapter
Date: 23 September 2016
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