Unit 19 D1

U19 – Developing Teams in
Business
LO1- Complete M1
LO2 – Start M2
LO3 – Work towards D1

M1
Compare the roles of the different

members of a team
Reflecting on the roles that you and others
... activity, draw up a table played in the team that compares the roles each of you played.
Include whether Belbin’s theory of team roles came into play (did each team member work according to how Belbin states?). Explain which roles complemented each other (or not) in your group.

M2
Compare the effectiveness of different teams
Prepare a presentation that compares the

effectiveness of different team situations which you have been involved, good and bad; You must include
...
your progression event team and compare it against your work team or
any sports/music/drama team you are involved in. Give a critical commentary based on the theoretical models discussed in class on why some of the teams that you have worked in have been more effective than others. Define in each what were (or could have been) the success factors/behaviours. Team, task and individual
This diagram relates to three core management responsibilities:
• achieving the task
• managing the team or group
• managing individuals

Coercive Leadership
(French and Raven 1959)
Understanding Power
They identified five bases of power:
Legitimate – This comes from the belief that a person has the formal right to make

demands, and to expect compliance and obedience from others.
Reward – This results from one person's ability to compensate another for compliance.
Expert – This is based on a person's superior skill and knowledge.
Referent – This is the result of a person's perceived attractiveness, worthiness, and

right to respect from others.
Coercive – This comes from the belief that a person can punish others for

noncompliance.
If you're aware of these sources of power, you can…
Better understand why you're influenced by someone, and decide whether you want to accept the base of power being used.
Recognize your own sources of power.
Build your leadership skills by using and developing your own sources of power, appropriately, and for best effect.

D1: Evaluate the team’s overall effectiveness in meeting its’ objectives, making recommendations for improvements
Write a formal report to your Programme Manager
that

evaluates the team’s performance. It should include:
The objectives the team was set and how they were met
How the team organised itself – make judgements on whether this helped the team be effective or not
Was the team and its leadership effective? How did individuals in the team contribute to the success?
Make recommendations (with justified reasons) for ways your team could improve in the future
To complete this task you may need to refer to the effectiveness (or not of) other teams. When commentating on team members, ideally use their Belbin characteristics as opposed to their names.