Groups and Teams Name: Institution: Contents Page 1. Introduction ……………………………………… 1 2. Discussion………………………………………… 6 2.1 Impact of Belbin’s team role theory……… 6 2.1.1 Leadership Styles……………………… 6 2.1.2 Conflict Management……………………
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A group can be defined as a collection of persons who work in the same place or are put together to finish a given task. The performance of the group results from a coming together of people with an aim of sharing information, insights and views. The performance of the group results from the coming together of people to swap information. While all teams could be termed as groups, teams can be further defined as a subset of a special group. Its working definition is a select number of people who possess skills that complement each other, are committed to a shared purpose, performance goals and their approach, and consider themselves to be mutually accountable. Whereas groups do not require mutual and individual accountability, teams are built on this foundation. A common characteristic of both is accountability. However, the members of the group are measured by and concerned with individual accountability. Team members, on the other hand, consider themselves mutually accountable. Another common characteristic between groups and teams is their shared sense of purpose. However, while the group carries out the purpose of the organization, teams fulfil a purpose that is jointly planned and determined with the authority within the group. The Belbin model is a teamwork concept that seeks to achieve an accurate and coherent system to explain behaviours of individuals and how these behaviours aid in influencing the success of the team. The premise of this paper is to discuss the impact of Belbin team roles on leadership styles, conflict management, and theories of group development and to apply these theories in a survival game. 1. Introduction Every group has formal norms and rules. Group leaders are normally managers whose leadership is based on the position within the hierarchy (Hass, 2009 p112). Teams are committed to achievement of their desired and agreed goal and to working as one unit. This is achieved via collaborative work that entails respect of the other members of the team. The nature of this high-powered team results in collaboration by team members working on problems that have been agreed upon, thus on-going learning is achieved (Hass, 2009 p112). In achievement of their goals and production of joint outputs, the teams become very creative. While group members produce work output individually, teamwork output is collective and requires joint member contribution. Groups are useful in the completion of critical tasks, since they consider individual evaluation and performance as the basis for success determination (Knowledge, 2009 p110). Groups are therefore focused on the accomplishment of tasks imposed on them under the leadership of a strong supervisor. Teams on the other hand perform at levels that are much higher than a group. This is because of a synergy created by the collaboration and output produced jointly, rather than the pooling of output by individuals. The vitality of teams is enhanced by the team environment that is more informal and allows the development of communities of practice, resulting in creative applications and on-going learning (Knowledge, 2009 p110). There have been a few suggested differences in group and team working environments (McMahon & Leimon, 2009 p25). While the manager, in a work
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A. Implementers B. Coordinators C. Shapers D. Plants E. Resource Investigator F. The Monitor Evaluator G. The Team Worker H. The Completers Finishers 6. Conclusion 7. Bibliography Executive Summary In this explicit study, I shall explicate, in detail, various areas with regard to groups and teams.
To others, saying ‘we have formed a team’ means the same as ‘we have formed a group’. Hardingham (1998) finds a great difference between the two words – teams have particular goals and each member upholds and works towards achieving them while groups are just numbers of people.
For the purpose of research, four teams were created and after the completion of the assignment, analysis of the work done was carried out, and two teams that were regarded as the worst performing were selected. Each member of the two selected teams was interviewed, so as to get the details of what could have let their team down.
It might be stated that a group or team might become successful in attaining its assigned tasks and duties only if all the members comprise unique attitude and skills within them. Apart from this, all the members need to comprise of distinctive view-point and knowledge so that the task might be attained very easily and simply.
All this can be avoided while working in a team. By working in groups one is not only exposed to multiple ideas, a range of experiences but it also teaches a person to get along with others.
A group is formed when many individuals pool in their efforts together to complete a task or achieve a goal.
Teams and groups are faced with numerous challenges involving conflict situations and importance to achieve consensus, changing mindset and interpersonal relationships, religious and age differences, cultural values and different career goals. These challenges prevent teams to achieve desired goals and process to maturity stage.
Drawing from real world examples, some groups often fail to become a high performance team. Companies often realize that putting individual employees to work together is not sufficient to create a productive team. Business organizations must work and put significant effort in order to transform a group into a high performance team.