Lead And Manage A Team Essay

1.1 -Explain the features of effective squad performanceThe features of effective police squad performance is suffice up through positive leadership, this is something which is developed and nurtured. An effective team testament pee-pee together, be counselinged and whole the period supporting individu every last(predicate)y other along the manner to achieve and reach goals. For a team to be effective, each team member emergencys to be clear on their sections and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and an understanding towards their job role and responsibility.The leader/manager should also be sensitive of the skills or weakness within the team and be able to provide support were necessary and also utilise their strengths. Training and support will change module to improve performance, develop confidence and lift spirit within the team. A leader should encourage any conflicts to be resolved through healthy, master key confrontation and willingly and openly negotiate necessary changes. Effective leaders are a bit like cheerleaders for the team, they encourage and support members who are connected and actively with their teams and engage those members who arent participating.1.2 -Identify the ch tout ensembleenges experience by developing teams Lack of Diverse Skills and InterestsIf a team consists of members with similar skills and interests, the purpose of the team may non be achieved. Consider the scope of the project before selecting team members to determine which skills and interests best serve the team. Choose team members who endure a range of unalike skill sets and interests.Read moreExplain the Features of Effective Team PerformancePoor CommunicationWhen individuals work as part of a team, communication is a key. If a team member treats his role as an independent one, communication suffers. If the team leader doesnt communicate with the team memb ers, the office suffers. Hold team meetings to talk about expectations. Ask team members about their successes and challenges to gauge the level of communication. Supervisions are key as they are often a good tool to set objectives and measure success.Role ConfusionEven though a team works together to achieve a goal, each person enquires to recognize his specific role within the team. Otherwise, role confusion results. When team members lack an understanding of their specific roles or choose not to follow through with their roles, the team cannot develop as a cohesive and well- sportctioning unit. As a branch manager it is primary(prenominal) that i ensure that i develop specific, well-defined roles for each team member. Explain each role, in detail, to each team member to avoid confusion. Monitor team members to make sure they adhere to their assigned role.1.3 -Identify the challenges experienced by established teams ConflictConflict can occur in work place for all sorts of rea sons, however it can often occur in established teams. Often established teams can become quite friendly and personal issues can interfere or cause problems within the working environment, it is classical for me as the branch manager that these are indentified and dealt with sooner rather than later as often it can become difficult to manage if it escalates.NormingTuckman model refers to Forming Storming Norming and performing, experience teams can often get stuck in norming which is where everything becomes stagnant and just ticks over day to day. Day to day tasks are comp permite but nothing supra and beyond, as the branch manager its my role to get the team from this stage to performing, this can be done through regular team meetings, supervisions. 1.4 -Explain how challenges to effective team performance can be overcome Working as a part of a team can be challenging depending on contrasting personalities and working styles, however it can be just as rewarding, tasks can get completed quicker and the working environment can be fun and enjoyable. If not managed effectively the team will not function and there are some basic things to bare in mind.Clear job roles uninterrupted team meetingsRegular supervisions/appraisalsTeam building daysAll stave are aware of what we are working towardsManage performance effectively1.5 -Analyse how incompatible management styles may influence outcomes of team performance There are many management styles and i believe having one particular type all the time wont work, i find myself more of a democratic which is Democratic style, the manager renounces the employees to submit part in decision-making therefore everything is agreed upon by the majority. The communication is extensive in some(prenominal) directions (from employees to leaders and vice versa).This style can be particularly useful when complex decisions need to be make that require a range of specialist skills for example, when a new ICT system needs to be p ut in place, and the upper management of the business is computer-illiterate. From the boilersuit businesss point of view, job satisfaction and quality of work will improve, and participatory contributions from subordinates will be much higher. However, the decision-making process could be soberly slowed down unless decision processes are streamlined. The need for consensus may avoid taking the best decision for the business unless it is managed or limited.As stated above this does have its disadvantages as decisions can be slow and staff can become to winding in the managing of the business. Other types of management styles areConsultativePersuasiveoverlookingChaoticDemocratic is more my style but I will step into other styles should the need arise, however democratic style has its pros and cons, not all decisions can be made or involve the team and during these times conflict and anxiety may arise, it also has the potential to blur job role boundaries as staff may feel they are in a higher limit than they actually are, I think its all important(p) during times staff can not be involved in decisions thence other styles of management should explored, being stuck in one style can become prophetic and staff may become complacent. A good style of management is also Autocratic this style of management is where the manager makes all the decisions and this can be an assertive style however it can make the stafffeel less involved in the day to day running of the business, it does have it pros staff can feel well lead and managed with the business under control as the manager can come across confident.I think its important to move between the both styles depending on the situation, for example if you are disciplining someone the a more assertive style would be needed, where as if you are difficult to reach targets or setting KPIs then the democratic style would be more suited as you would involve the whole team and let everyone decide how the KPIs would be achi eved, staff are more likely to achieve targets if they are involved in the process.1.6a &B -Analyse methods of developing and maintaining believe / business Trust develops from unchanging actions that show staff you are reliable, cooperative and committed to team success. A sense of confidence in the workplace better allows employees to work together for a common goal. Trust does not always happen naturally, especially if previous actions make the employees question if you are reliable. Take stock of the catamenia level of trust in the workplace, identifying potential roadblocks. An action plan to build positive relationships helps improve the overall work environment for all employees. Remain guileless with your employees about both positive and negative aspects of the business. Expect your management team to maintain the same level of honesty with the employees.This sense of integrity makes your employees and colleagues more rely of your actions Involve all employees in ach ieving company goals. Be transparent with your companys mission and goals so all employees feel they are a priceless part of obtaining those objectives. Employees who feel management values them are more likely to instil trust in those leaders Value all input from your employees. bring forward employees at all levels to share their ideas for improving the company. Listen with an open mind even if you dont ultimately choose to follow a speck made by an employee. bushel the duties. Eighty share of the job is specified by your job description and responsibilities.Twenty percent of your time, however, is spent helping colleagues and clients. create an atmosphere where everyone bends over backward for the other person. A successful, trusted and well-respected teammember uses words like, absolutely or certainly when asked for help. Look for things that need to be done and do them without being asked This is the true definition of teamwork. Be clear with prospective employees during the interview process. What are your expectations? Hold your existing employees and new hires to consistent standards, outlined in your policy manual. True teamwork demands that all employees are held to the same standards and, most importantly, do whatever is necessary to take care of the customerDefine your expectations in a workplace policy manual. A personnel policy and workplace manual should cover individual and team responsibilities. If you dont already have one, or if you have one that needs updating, be sure it includes items such asJob descriptionOffice and working hoursLeave timeProfessional appearance, including body piercing, tattoos and hair color SalaryOther benefitsOutside employmentProbationary periodsPerformance reviewsAbsenteeismDisciplineTerminationBe aware, however, that more important than defining your expectations You need to be consistent in holding all employees to the same standard or else you will create an atmosphere of favouritism dodging the time comm itment and set aside adequate time for each task. It is not fair to assign or accept a responsibility and then have no time to accomplish the task. Be realistic about the timeframe, and make sure your team members are aware of the deadlines for each project they take on. Be careful to not overload your staff with too many commitments or too many interruptions. They will get discouraged and burned out. Instead, focus on delegating one task at a time, communicating the objective and timeframe clearly.Open the lines of communication by having an open-door policy. Manage by walking around. deal the concerns of your team and deal with them head on. Ignoring your staffs concerns will NOT make them go away Be positive in your approach and undecomposed in your attitude. Do not lose your temper. Instead, be reasonable and predicable. If you respond inappropriately, whether out of anger or insult, your team will remember the 10 percent of the time that you were out of control, not the 90 per cent of the time that you did wellBy following these steps and increasing the accountability of your office staff, you create trust and respect in the workplace. With these changes, your sense of teamwork and trust will grow, while decreasing your levels of stress and conflict1.6 -Compare methods of addressing conflict within a teamBe cognizant when conflict occursKnowing that conflict may and will occur is the first step to resolving it, especially if you know that certain team members may dissent with each other. By recognising that there will be conflict, a manager knows what to expect.Set the Ground RulesAt the beginning set some ground rules in your first meeting. Be sure to address what process will be taken to address conflicts, as they are bound to rise and will need to be taken care of before they spiral out of control. Tell team members that everyones ideas are valid and that they shouldnt be dismissed, even if you do not agree with them.Learn About Destructive ConflictsC onflict becomes destructive when no resolution is in sight or the issue cannot be resolved. A psychological model for explaining destructive patterns is the persecutor-victim-rescuer triangle. The persecutor would be the bad-guy or bully in this scenario, but the rescuer is also placing him or herself in a position of superiority over the supposed victim. Stop yourself if you see yourself slipping into any of these roles and also try to recognise it in your team.Stop Conflict when it HappensConflict should be addressed immediately before it can grow. If a discussiongrows heated during a meeting, do not wait until the next meeting to address the issue. Instead, discuss the issue while in the meeting even if members disagree, they are still able to see each others points of view.Get the Whole stratumBe sure you understand the perspectives of every person involved. Conflicts arise when there are differences of opinion, but also due to miscommunication or misunderstanding. As the manag er, you should get all the information you can in regards to the conflict so that you can resolve it efficiently and effectively.Meet for ResolutionsIf the conflict cant be resolved during the initial meeting, set up a separate meeting with those that are having the conflicts, so that a resolution can be reached without getting the other team members involved and picking sides.Discuss Both Sides of a PerspectiveEven if you are inclined to agree with one side of the conflict, do not make a final judgment until each person has had their say. Ending a discussion without hearing each person out can escalate the problem. Explain the pros and cons of both ideas, so that both people can consider the opposing view.Make Compromise a GoalCompromising between parties is helpful, as it can allow for both conflicting parties the ability to use their ideas. Most times, points can be combined in order to make a better idea or solution.