The dynamics of a team

suzannehunter33
Mind Map by suzannehunter33, updated more than 1 year ago
suzannehunter33
Created by suzannehunter33 about 4 years ago
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The dynamics of a team
1 The purpose of different types of teams
1.1 Different types
1.1.1 Temporary
1.1.2 Permanent
1.1.3 interdependent
1.1.4 Cross functional
1.2 Temporary
1.2.1 Time listed task groups to complete projects or specific short term tasks or an excess of work for the permanent team
1.3 Permanent
1.3.1 Long term members of staff who complete business as usual tasks
1.4 Interdependent
1.4.1 Team members contribute to an overall goal
1.4.2 Team members support one another to complete the task
1.4.3 Often have similar roles and skills so they are interchangeable
1.5 Cross Functional
1.5.1 Team members are drawn from different areas of the organisation with different specialisms to solve problems or work o complex projects
2 Stages of team development and behaviour
2.1 Tuckmans stages of team development
2.1.1 Forming: Dependent on leader for direction, individual roles not yet developed
2.1.2 Storming: Team members compete for positions with one another and with the leader
2.1.3 Adjourning: The group brakes up or moves onto a new project
2.1.4 Norming: Team members accept their roles and responsibilities and cooperate with one another
2.1.5 Performing: The team functions well and knows its purpose clearly, the leader delegates and oversees
2.2 Typical behaviour of team members at each stage
2.2.1 Forming: Positive, polite, anxious, excited to get on with the task
2.2.2 Storming: Frustrated with leadership and team members
2.2.3 Norming: respectful of leadership and team members strength and weaknesses
2.2.4 Adjourning: positive if the team is moving onto a new project together, mournful if the team is being broken up
2.2.5 Performing: productive, cooperative and efficient
3 Concept of team role theory
3.1 Team role theory: meaning of role, significance of roles played in a team members strengths and weaknesses
3.2 Belbins team roles, contributions and allowable weaknesses of each role
3.2.1 Plant: highly creative and good at problem solving, unconventional and forgetful
3.2.2 Resource investigator: strong competitor with sector knowledge; can become forgetful and distracted from the purpose
3.2.3 shaper: good at motivating others and keeping the team on target, can be aggressive or behave badly whilst trying to keep team on target
3.2.3.1 Team worker: flexible and good at working team dynamics; can struggle to make decisions when facing opposition from other team members
3.2.3.2 Implementer: practical and efficient in planning work; can be inflexible if alternative, more effective plans are put forward by other team members
3.2.3.3 Completer finisher: high standards and good at evaluating team work; can be too picky
3.2.3.4 Specialist: in depth knowledge of a specific area; may not see the bigger picture or be able to work flexibly in different areas.
3.2.4 Monitor-evaluator: logical and impartial; too critical and slow
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