Please enable JavaScript.

Coggle requires JavaScript to display documents.

Building, Leading and managing Teams - Coggle Diagram

- - - - Voluntary
      - Informal
    - - Anticipate how decisions will influence informal groups
      - discourage dysfunctional behaviour in a group
  - - - Membership is determined by the organisation into departments or division
  - - - Volvo and Saab
- - - - Each member can be given the responsibility for specific tasks, avoiding overloading one person
    - - Higher likelihood of having the appropriate knowledge and skills to solve problems
    - - Group discussions can generate and evaluate ideas better than individuals working alone
    - - Working as part of a group can bring social benefits and a sense of belonging to its member
    - - the phenomenon in which the combined activity of separate entities has a greater effect than the sum of the activities of each entity working alone
    - - Feel a collective responsibility and will not want to let the other members down
    - - Results in a better overall result than could be achieved if each person worked independently
    - - More effective communication through participation in group discussions
  - - - Demonstrates that the group can end up with an outcome that none of the members wanted
        
        Normally when none of the group members doesn't want to disturb the consensus
    - - Persuaded by group pressures to agree with decisions which are obviously wrong
    - - Tendency for groups to take decisions which are riskier than any of the individual members would take on their own
    - - Deeply cohesive groups where members try to minimise conflict and reach consensus without critically testing, analysing, and evaluating ideas
- - - - Member can easily leave the group, their dependence on the group is reduced
        
        High turnover of membership leads to lack of cohesion
    - - High size of group=average productivity goes down as there's less opportunity to participate
    - - Similarity of members is preferred for simple tasks
      - Variety of skills and knowledge is more effective for complex tasks.
      - Homogeneity of status leads to a more cohesive group
    - - May detract from the cohesion and effectiveness of the original group
  - - - External threats and incentives are lower the more isolated the group is
    - - Leadership style adopted should be appropriate to the task
        
        McGregor's theory X which can lead to anti-management groups forming
    - - Nature of task and its organisation must be compatible
  - - - There can be a tendency for groups to persist in failure
- - - - Storming
        
        A conflict stage; Team members try to test the manager's authority and team preconceptions are challenged
      - Norming
        
        This stage establishes the norms under which the team will operate and team relationships become settled
        
        The manager will begin to pass control and decision-making authority to the team members
      - Forming
        
        Just individuals who are unsure of their roles and responsibilities until manager distinctly describes it to them
      - Performing
        
        Team is capable of operating to full potential. Progress is made towards the set objectives and the team feels confident and empowered
- - - - Logical and Analytical
    - - Find ideas from outside to bring to the team
    - - Thoughtful and creative
    - - Drives efficiency
    - - Provides the drive to keep the team moving
    - - Co-operative and diplomatic. Concerned with relationships within the team
    - - Scrutinises the work of the team for errors. Quality Control
    - - Brings in-depth specialist knowledge to solve technical problems
    - - Mature and confident, ensures team focuses on objectives
- - - - Individuals find a clash between differing roles that they have adopted
    - - Expectations from outside groups about their role that are different from their own role expectations
    - - Individuals are unsure of what role to play or others are unclear of a particular person's role and so hold back co-operation
    - - Visible indications of the role such as:
        
        Style of dress
        
        OR Uniform
    - - Describes the people who support a lead person in a major role
    - - Where certain types of behaviour can be associated with a role in an office or works
- - - - The team should be of limited duration
      - Membership should be voluntary
      - The numbers should be small
      - Communication should be informal and unstructured
        
        Little documentation and no status barriers
      - Should be Action-oriented
  - - - Building Trust
        
        helps individual members work as a group
      - Social Interaction
        
        Help reduce conflict and increase the cohesion of the group
      - Improved Communication
        
        Through the use of problem solving exercises which force all team members to discuss a problem
  - - - Teamwork focused on task at hand
      - Strong and clear leadership
      - Commitment to purposes
      - Generation of inventions and new methods
      - Clarification of broad purposes and near-term objectives
- - - - Team members actively provide emotional and psychological strength to one another
    - - Degree to which team's members have input into how the team carries out its purpose
    - - Similar understanding of their team's main objectives and take steps to ensure a focus on collective goals
- - - - Conflict amongst groups in an organisation
    - - Disagreements or misunderstandings between members of a team