Working with a Team for the Group Presentation - Essay Example

SOCIAL ENTERPRISE By Introduction This assignment discusses working as a group to deliver on a projects presentation with particular focus on a review of personal role. In general, this assignment assesses the ability to review and reflect on group activities. The social enterprise under review is Youth Development Activity Project (YDAP). YDAP is a non-profits enterprise offering creative learning activities by making positive contribution in young individuals in the London Borough of Hackney. Part 1 Discuss how you work together as a team for the group presentation with particular attention to a review of your own role. As a team, the values that promoted our work as a team were narrowed to five; namely freedom, respect/integrity, communication, responsible stewardship and accountability. These values embrace understanding of human behaviours which emphasizes specifically on contexts for work in groups such as the psychological, the psychophysical, the psychospiritual and the psychosocial (Benson 2010). We have freedom to ask question, put up new ideas and challenge one another intellectually to spear head our work. We respect the rights and appreciated every team member’s input. We have communication that is open and honest that facilitated seeking of ideas and giving them due considerations. The need for responsible stewardship was identified in our team so as to safeguard our environment and people involved. Lastly, accountability was a value that compounded each and every member action. These are basic values that promoted team work success and in our team we made sure the values are adhered to (Brueggemann 2014). It is necessary to divide the activities into a sequence of stages such as acquaintance/familiarisation; planning and preparation; performance/implementation; and completion. Management of these phases and levels of team work has effectively enhanced our team performance (Stolley 2005). The first stage familiarisation/acquaintance is essential for team bonding and working together. This is the phase when the individual members of the team get to be acquainted with each other and start to comprehend the task they have to undertake (Cornelius et al 2008). Time used up at this phase discussing individual sectors of skills and interest is invaluable in assisting the group create a sense of its own uniqueness comprising its strengths and weaknesses (Austin et al 2006). As a team it is essential to us that every member understands what it is they will want to attain. When working as a group we evaluate the product or service provided to targeted group. Timescale is another consideration that is essential for our team success (Stolley 2005). Evaluation is another acquaintance issues that our group value. Every activity is assessed to ensure proper planning and collection of resources is done (Cornelius et al 2008). Another imperative stage our team uses in execution of roles is planning and preparation. This is the phase when the group plan precisely what needs to be implemented, the manner it needs to be executed, and roles specification (who should do what). This stage assists us to reach our target group through paying attention on unifying matters (Cornelius et al 2008). The team agrees on the different fundamentals of the task such as outdoor activities like a visit to art galleries and local museum involve background study, written text, and transport coordination (Stolley 2005; Austin et al 2006). The third stage of our working as a group involves execution/implementation of tasks. Whilst the team implements its tasks individuals members will need to preserve their groups sense of reason. Effective communication is very important, especially when the group activity prolongs over time (DTI 2002). To assist our team promote good communication we share telephone numbers, addresses and email addresses at initial stage to assist contact among members of the team. If likely, institute an email distribution list for quick communication so that matters or challenges can be flagged up as and when they occur (Brenkert 2009). Lastly, we establish regular gathering and meetings of the whole team to check on development and review action strategies (Brueggemann 2014). In a review of my own role as team member (presenter or leader), the responsibility was to ensure the team values and principles are followed to achieve the desired goal. I have managed to benefit from team work through skills development (Gray 1998). Enhanced self-consciousness has boosted my life approach tactics and experiences (Chell 2007). Part 2: Building on the group presentation, review and develop the plans for a social enterprise. Short summary Creative group work needs understanding of human behaviour which emphasizes specifically on contexts for work in groups such as the psychological, the psychophysical, the psychospiritual and the psychosocial. Our values in YDAP embrace these creative group work understandings (Benson 2010). Youth Development Activity Project is mandated with the responsibility to offer activities for youngsters aged 11 to 17 years old. Provide a range of active training chances such as music competition, dance and theatre production. These activities are limited to non school days such as Saturday afternoon, holiday season and other free period children are not on session. YDAP is non-profit social enterprise that undertakes charity work to ensure the youths develop through creativity. A social enterprise is an operative in the social system whose main purpose is to have a social influence rather than make earnings for their managers or shareholders (Kerlin 2009). Mission Statement The mission of YDAP is to bring the best in children through creativity. The mission of the enterprise is to help create young people skills and creativities during music dance and creative activities empowering them to believe in their abilities and to build confidence, making positive contribution in their lives as well as help them to engage in active community activities. Project objectives To create a sustainable social enterprise To create an alternative environment that underpins children’s creative learning development To develop children’s self esteem for future innovation To empower children to interact within a social learning environment To fill the gap in the service provision for young people in a secure and safe learning environment People YDAP is a nonprofits social enterprise that offers activities for children aged 11-17years old. The enterprise has qualified staff (at least of level 3 diploma) to ensure the safety of children and nurture them well. The tendency to bond with others in groups is possibly the most significant single feature of humans, and the groups leave an ineffaceable imprint on members and on community. To understand individuals, we must comprehend their groups. This understanding has assisted our group to forge forward amidst challenges (Forsyth 2010). Organization On review of the YDAP, it has more strengths and opportunities as opposed to weaknesses and threats. This is a good point that the enterprise can use to attract more funds for project presentation (Fenton et al 1999). The ethical concerns are addressed by ensuring the process adopted is legally approved by necessary bodies. Bull et al (2008) in reviewing and analysing moral agency identify regulation enforcers (viewers of social and moral conventional knowledge) and rule generators (people who obtain a more critical strategy to conventional ethics) (Chell 2007). Debatably, where a social entrepreneur/innovator is trying to grow the ethical capital of the industry by drawing on deontological and consequentiality (Bull et al 2008) ethics this can outcome to virtuous expansion and the manufacture of other resources (comprising financial), though instances of such enterprises tend to have both benevolent also a social fundamentals (such as the Eden Project in the UK) (Harris et al 2009). The outdoor project activities that YDAP involves in include. organise visits to local museum and art galleries visits to theatres such as Hackney Empire Walking tours to place of interest like Buckingham Palace, Kew Gardens etc To attain this we had to raise funds since YDAP is non-profit social enterprise. As a plan builder I solicited information about fundraising toward social enterprise and came to learn that online fundraising has worked for other social enterprises. YDAP must extend their activities to other regions to allow them attract a big audience and can be able to fundraise easily. The project activities also need to be expanded to cover wider scope and accommodate big customer share. Research Researchers have stressed influence and interpersonal procedures in general, and seemed to view other procedures, such as communication, productivity, and mental health, using this lens. The study reviews many empirical studies of group procedures, but most researches extend a social psychological comprehension of groups. This emphasis on theory-oriented knowledge at times means that less central but nevertheless interesting topics are affronted, but whenever likely the inquisitive reader is referred to other basis for additional data. Groups comprise research on group dynamics and contemporary views on manners to make working in groups more efficient (Napier and Matti 2004). Change of management criteria to embrace more people and scalability is necessary for YDAP enterprise. To organise the social enterprise activities it necessary for team members to be accountable, work together, communication, show responsible stewardship. This possible through consistently meeting objectives and accomplishment criteria within approved deadlines. Planning, prioritising, and organising portfolio to make sure that deadlines are attained within resource constraints. The higher costs intrinsic in most mission-oriented or service development social enterprises present an additional predicament to their productivity. This is one of the challenges the YDAP faces as it continue to prosper. The ultimately, due to inadequate funding, venture, and resource opportunities, the organization face influential pressure to cultivate swiftly with little anxiety for the realities that typically apply to successful businesses. However, the strengths and opportunities of YDAP make it a promising venture that can overcome the challenges of industries. Marketing The marketing changes that YDAP would make is to ensure they cover greater region of UK not only London area. Presences of qualified staff, discount access to mini bus, capability of doing different activities weekly, branding and website development are features that can enable the enterprise to attract customers. The opportunities like the developing theatre production, product development, customer loyalty, and use of social media like Twitter and Facebook and word of mouth advertising are opportunities that can enable YDAP to market itself comprehensively. Finance sources of fund YDAP is a nonprofits organization and this present a challenge in raising funds. It will depend on grants and funding opportunities from government. Our social enterprise had limited resources and funds just like other non-profit enterprises. In my role as a presentation team member my role was to seek way we could raise money to carry out our activities. After internet surfing about online fundraising I decided Charityintelligence.ca was the best. I communicated my findings to the rest of the team who did their independent survey and agreed we adopt it. According to a 2007 research on charitable provision by Stats Canada, the people of Canada donated a sum of ten billion dollars in 2007, which denoted an increase of approximately twelve percent in donations compared to the $8.9 billion documented in 2004 (Mulvey 2013). While patronage in Canada has develop into quite stylish, the recent increase in charitable provision and practice has also led to a tendency toward philanthropic capitalism, denotation that donors are pending to expect extra professional and professional conduct from the charitable industry (Mulvey 2013). Charityintelligence.ca is a website that reacts to this tendency, helping prospective donors gets the most commendable causes (Mulvey 2013). Its task is to identify Canadas most cost-effective charitable trusts through autonomous in-depth study and objective assessments (Harris et al 2009). It produces a list of the charitable trusts to donate to, advocates that people contribute to these high influence enterprises (Fenton et al 1999). Cost and Time; application procedure consumes some time and assets Mulvey, J (2013); it is premeditated to look extremely into the operations and financial plan of a charitable trust (Harris et al 2009). Effectiveness: If thriving, this website could produce high proceeds: enclosure in their annual suggestions for donors; introduction to serious donor systems; and creditability for enterprise like YDAP organization’s existing interactions (Mulvey 2013). Key Success Factors Critical success factors can thus be exemplified by the degree to which they are external or internal to the project, or that fraction of it over which the team leader has control, and, as a result, whether they submit to something which ought to be monitored or constructed. Maintenance of technological management would be a basis of critical success factors which the YDAP can build, while shifting consumer demographics would be a power that can be surveyed, but not controlled. Expansion to other boroughs around London, expansion achievement, increment of targeted customers and financial opportunities are the key success factors the enterprise will achieve. Overcoming financial bottleneck will also be a success factor the enterprise uses to gauge its progress (Fairclough 1991). Conclusion Youth Development Activity Project is mandated with the responsibility to offer activities for youngsters aged 11 to 17 years old. The objectives, mission and organization of YDAP are geared towards successful operations. YDAP is a nonprofits organization and this present a challenge in raising funds. It will depend on grants and funding opportunities from government. The key success factors are based on expansion to other boroughs around London, expansion achievement, increment of targeted customers and financial stability. References List Austin, J, Stevenson, H & Wei‐Skillern, J (2006), ‘Social and commercial entrepreneurship: same, different, or both?’ ET&P, 30, 1: 1‐22. Benson, JF (2010). Working more creatively with groups. Abingdon: Routledge. Brenkert, D P (2009) ‘Innovation, rule breaking and the ethics of entrepreneurship,’ J Bus Venturing, 24: 448‐464 Brueggemann, WG (2014), The practice of macro social work. Bull, M, Ridley‐Duff R, Foster, D, Seanor, P (2008) ‘Seeing social enterprise through the conceptualisation of ethical capital,’ paper presented at ISBE, 5‐7 November, Belfast, N Ireland. 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