1. Analyse the use of group -work and teamwork to improvement performancewithin a business organization.
2. Discuss how the use of Belbin’s theories ofteam roles can be used to develop the best possible team.
3. Explain Tuckman’s theory of team development.
4. Discuss the difference betwee managers and leaders.
5. Analyse three main styles of leadership – autocratic ,democratic and laissezfaire. with the help of examples ,outline the main advantages and disadvantageos of each style.
The managers are the persons who manage a man, money, an organization and the various activities. The managers balance every situation. The evaluation and analysis of the situation are done by the managers which in turn lead to the proper control of the situation. Managers also motivate the subordinates with their behavior and power of influencing others.
Leaders are the persons who exert influence on the society and whom people use to follow. The leaders are the persons who direct others and motivate his followers. The leaders solve the problems of the people who follow them. The leaders can easily motivate the others with his speech, activities and inherent nature of being a leader (Bertocci, 2009).
The points of differences between the managers and the leaders are the following;
Make up of role: The managers can bring stability in the situation. The leaders can change the situation or his role at the time of requirement. The leaders sometimes bring changes in their roles to bring stability in the situation (Neuschel, 2005).
Decision making: The managers make decision and the leaders facilitate decision making process.
Approach: The managers plan details around constraints and the leaders set and lead direction for their followers.
Vision: The managers mainly think for short term and the leaders think for long term horizon.
Control: The managers exert formal influence of control in the workplace. The leaders with their personal charm control the situation (Ament, 2007).
Appeals to: The managers appeals to the head whereas the leaders appeal to the heart.
Culture: The managers endorse the culture in the organization and the leaders shape the culture where ever they get the scope.
Action: the managers are reactive and the leaders are proactive.
Risk: The managers with their management skills minimize the risk while the leaders with the respective leadership skills take the risk and handle the situation.
Rules: The managers make the rules for the workplace unlike the leaders who break the rules and motivate the followers to act accordingly.
Values: The managers are concerned with the results and the leaders are more concerned with the achievements.
Direction: The managers keep the status quo and deal with the existing direction while the leaders formulate new direction and ready to accept the challenge norm (Ramsey, 2006).
Concern: The managers always aim at doing the right thing while the leaders are concerned with the doing the right thing with a new style which could be better than the traditional ways.
Focus: The managers give focus on managing the work and the leaders focus on leading people.
Human resource: The managers manage the subordinates while the leaders take care of the followers.
Autocratic, democratic and laissez-faire theories of leadership are the three types of leadership which are the classical styles of leadership found in the traditional groups and organizations. These styles of leadership play in groups and they form vital background for all those interested in the sociology of social interaction in groups and organizations.
Autocratic Leadership
The autocratic leadership style is also known as authoritarian leadership where a single leader makes choices of his own depending least on the inputs of the group members. This type of leadership is characterized by individual control over all the decision makings (Hamilton, 2008).
Advantages
Disadvantages
Example: In some organizations where the sales manager deals with all the sales issues tend to become autocratic leader.
Democratic Leadership
The democratic leadership gains the authority through collective participation, cooperation and delegation of tasks and responsibilities. The democratic leaders delegate the responsibilities among the followers in the group or organization and facilitate group deliberation (Woods, 2005).
Advantages
Disadvantages
Example: A democratic leader can be an activist, social reformer and a leader but cannot have formal position of power.
Laissez-faire leadership
In this type of leadership the leaders are not responsible for the group members or the followers. There is absence of leadership style in this type of leadership. The group members are responsible for making decisions and action plans. The laissez-faire leaders built trust and faith on their followers (Bass and Bass, 2008).
Advantages
Disadvantages
Examples: this kind of leadership style is found in large organizations which deal with long term employees, or in science laboratories
The teamwork or the group work helps in the improvement of the performance of any organization. The organization’s success depends on the collective effort of the employees working in the groups. The importance of teamwork or the group work is discussed in the following:
Initiates equal participation of the employees which results in the huge pool of suggestions or decisions. The leader or the manager gets much option and select the best one after analyzing the pros and cons of all the ideas shared by the group members. The team members discuss upon the issues of the company together and the company gets the benefits from variety of suggestions that come from effective teams.
The teamwork or group work helps the company to become more familiar with each other and they get to feel a sense of belongingness with each other. This helps to get the desired outcome of the organization (Daft and Lane, 2008).
The teamwork helps in the development of each employee in the workplace. The employees get the opportunity of self-monitoring, self-assessing. The employees learn about the positive sides of self and that enhances their confidence level.
The collective efforts of the team members bring success and assist the organization in developing company policies intended towards encouraging the team growth in the workplace.
Each team member knows the strengths and weaknesses of the each team so they try to perform in such a way that the weaknesses could be overcome with the strengths.
The efficiency and training of the team develops the system of the organization that allows the conduction of the entire work efficiently. A good team leads the company to the achievement of preset goals of the organization (Lussier and Kimball, 2009).
According to Dr. Belbin a team is not just a bunch of people with respective job titles, but also a congregation of individuals, each of whom has a role which is understood by the other team members. Each member of a team has a particular role to execute and to perform most effectively in the ones that is most natural to him.
The Team Roles theory of Belbin identifies behavior not personalities. According to Belbin team role is a tendency to behave, contribute and interrelate with others in a particular way. He stressed on the different behavioral nature of the individuals rather than on the individuals themselves. He had realized that the positive and effective behavior of the team could bring immense success to the organization (Belbin, 2000).
The recruitment of the members of a particular team is very vital. Each member should have a balance between the skills and behavior then only the success of the team can be achieved. The team work becomes successful when proper team members are selected and that in turn leads to the success of the team (Riding and Rayner, 2001).
Belbin Team Roles are used to identify people’s behavioral strengths and weaknesses in the workplace. The theory is useful to develop the following:
Bruce Tuckman proposed the model of group development or team development in the year of 1965. He found the stages of Forming, Storming, Norming, Performing are important for the growth and development of team in the way so that a team or a group becomes able to face the challenges and to tackle the problems with suitable solutions. The Tuckman’s model of team development helps in the formation of the team to find solutions, to plan work and to deliver desired results.
Forming
The members of the team or a group meet with each other at a common place and analyze the opportunities and challenges then they try to formulate the action plan towards the achievement of the goals. The independent working style is preferred here. Each team member grows the efficiency to deal with pressure.
Storming
The tolerance power of each member in the group should be initiated. Tolerance helps to grow the patience level which is very important for successful development of the group. The tolerance also initiates the power of accepting the other members’ views and suggestions.
Norming
Here in this stage the team members become ready to accept the responsibilities and to perform the task. The team members focus on the success by achieving the goals. Here the team members may avoid any kind of controversial discussion.
Performing
At this stage the members become matured enough to take decisions without the support of their leaders. They act autonomously and they become competent for the performance of the task on their own. This stage marks the maturity of team members. The team members are motivated to perform the task with efficiency.
Later on Tuckman along with Mary Ann Jensen had given rise to another stage of Adjourning, Transforming and Mourning. The stage of adjourning helps in the completion of the task and gives good feeling about achievement and recognition.
References:
Ament, L. 2007. Professional issues in midwifery. Sudbury, Mass: Jones and Bartlett.
Bass, B. and Bass, R., 2008. The Bass handbook of leadership : theory, research, and managerial applications. New York: Free Press.
Belbin, R. 2000. Beyond the team. Oxford: Butterworth-Heinemann.
Bertocci, D. 2009. Leadership in organizations there is a difference between leaders and managers. Lanham, Md: University Press of America.
Daft, R. and Lane, P., 2008. The leadership experience. Mason, OH: Thomson/South-Western.
Hamilton, C. 2008. Communicating for results : a guide for business and the professions. Belmont, CA: Thomson/Wadsworth.
Lussier, R. and Kimball, D., 2009. Applied sport management skills. Champaign, IL: Human Kinetics.
Neuschel, R. 2005. The servant leader unleashing the power of your people. Evanston, Ill: Northwestern University Press.
Ramsey, R. 2006. Lead, follow, or get out of the way : how to be a more effective leader in today’s schools. Thousand Oaks, Calif: Corwin Press.
Riding, R. and Rayner, S., 2001. Self perception. Westport, Conn: Ablex Pub.
Woods, P. 2005. Democratic leadership in education. London: Paul Chapman.
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