Practical Events Management by nikeborome

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									Practical Events
Management
  Lecture 8: Teams and Teambuilding

  Jenny Flinn
  Jenny.Flinn@gcal.ac.uk
Overview
•   Groups
•   Influence
•   Formation
•   Teamwork
•   Team Characteristics
•   Team Roles
•   Work Roles
•   Leadership
•   Conflict Management
Groups in Organisations

• Defining yourself

• Secondary groups

• Primary groups
Group Influence
•   Sense of identity
•   Structure
•   Norms and expectations
•   Pressure to conform
•   Sense of security
•   Mutual support
•   Unification
•   Shared knowledge
                    (Lashley & Lee-Ross, 2003)
Group Formation

•   Personal attraction
•   Group activities
•   Group goals
•   Security and social affiliation
•   Status and self esteem
•   Power
                            (Wood, 1994)
Teamwork
“Teams are special. They evolve from
  groups who have learned to work
  together skilfully”
                        (Honey, 1998:161)

“Members identify and fully use one
 another‟s resources and facilitate
 their mutual interdependence toward
 more effective problem solving and
 task accomplishment”
                 (Reddy & Jamieson, 1998:77)
Characteristics of
Teams
•   Taking care of ourselves
•   Taking care of each other
•   Taking care of facilities, equipment and supplies
•   Having balance in our lives
•   Giving the other person the benefit of the doubt
•   Bringing our best to each situation
•   Putting the other person first
•   Thinking „we‟ and supporting other group members
•   Melding our goals with the group‟s goals
•   Appreciating the strengths, diversity and
    limitations each person brings to the team

                                         (Jordan, 1999)
Team Roles
•   Plant
•   Resource Investigator
•   Co-ordinator
•   Shaper
•   Monitor-evaluator
•   Team Worker
•   Implementer
•   Completer
•   Specialist
                            (Belbin, 1993)
Work Role Model
• Belbin (1997) described good team
  work of consisting of the following
  colours:

  •   Blue
  •   Green
  •   Yellow
  •   Orange
  •   Grey
  •   White
  •   Pink
Work and Team Role
Style
•   Blue – completer finishers and implementers

•   Green – resource investigators and team workers

•   Yellow – plants, shapers and specialists

•   Orange – all roles

•   Grey – all roles

•   White – plants and shapers

• Pink – all roles can slip into this but the monitor-evaluator
  can reduce the inefficiencies
Leadership Approaches

• Directive

• Consultative

• Participative
Defining Conflict
A process in which an effort is
  purposely made by A to offset the
  efforts of B by some form of blocking
  that will result in frustrating B in
  attaining his or her goals or
  furthering his or her interests”


                  (Robbins, 1998:168)
Views of Conflict

• The Traditional view (1930s and
  1940s)

• The Human Relations view
  (1940s to 1970s)

• The Interactionist view
  (present)
Causes of Conflict
• Competition for limited resources
• Differences in objectives
• Misunderstandings
• Personality clashes
• Poor performance
• Lack of cooperation
• Disagreements over methods
• Disputes over areas of responsibility or
  authority
• Failure to comply with rules or policies
• Communications breakdowns
The Conflict Process
• Stage One
  • Potential opposition

• Stage Two
  • Cognition and personalisation

• Stage Three
  • Behaviour

• Stage Four
  • Outcomes
Managing Conflict
• Competition – when quick, decisive action is
  required

• Collaboration – to find an integrative solution

• Avoidance – when issues are trivial

• Accommodation – when you are wrong

• Compromise – when goals are important but want
  to avoid disruption

								
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