Unit 31 1.3
Unit 31
1.2 Compare the models used to link individual roles and development with team performance.
Belbin (1965) found that individual roles when allowing each individual in the team to perform the tasks that highlighted their strengths allowed a well-balanced team to develop with each individual able to bring their best to the team. This approach will result in less need for management intervention and there is less risk. However, the research with this method was carried out in a very rigid, middle management structure where differing relationships and how they interact within a team was less of a factor as most of the people taking part were used to the accepted norm of how such environments work. E.g. white middle-class middle management.
According to Tuckman’s Stages of Group Development every team goes through stages of development known as forming, storming, norming …show more content…
It is key in promoting a shared vision within a team that firstly everyone knows what that vision is and how they can contribute to it. Having a team will be invaluable in bringing forward far more ideas and contributions but it is essential that the vision is a shared one. Teams can often stop progressing if destructive conflict occurs around something as vital as a shared vision.
This is why recognition of the contribution made by team individually or collectively is fed back to the team as and when it occurs. This has been vital during a period where my scheme has come up against funding issues but has managed to stay strong and keep a shared vision despite everything due to the fact that their work has been widely recognised and rewarded by all the agencies that we work with and right across the organisation. In a field where several of the workers are very skilled and could potentially be earning more money elsewhere it is the shared vision and the belief in the work that we do that has ensured team growth and
1.2 Compare the models used to link individual roles and development with team performance.
Belbin (1965) found that individual roles when allowing each individual in the team to perform the tasks that highlighted their strengths allowed a well-balanced team to develop with each individual able to bring their best to the team. This approach will result in less need for management intervention and there is less risk. However, the research with this method was carried out in a very rigid, middle management structure where differing relationships and how they interact within a team was less of a factor as most of the people taking part were used to the accepted norm of how such environments work. E.g. white middle-class middle management.
According to Tuckman’s Stages of Group Development every team goes through stages of development known as forming, storming, norming …show more content…
It is key in promoting a shared vision within a team that firstly everyone knows what that vision is and how they can contribute to it. Having a team will be invaluable in bringing forward far more ideas and contributions but it is essential that the vision is a shared one. Teams can often stop progressing if destructive conflict occurs around something as vital as a shared vision.
This is why recognition of the contribution made by team individually or collectively is fed back to the team as and when it occurs. This has been vital during a period where my scheme has come up against funding issues but has managed to stay strong and keep a shared vision despite everything due to the fact that their work has been widely recognised and rewarded by all the agencies that we work with and right across the organisation. In a field where several of the workers are very skilled and could potentially be earning more money elsewhere it is the shared vision and the belief in the work that we do that has ensured team growth and