LO1 The effectiveness of the workplace

By the end of this lesson you should be able to: identify and discuss the features of an effective team explain the benefits and drawbacks of team sizes identify and apply Belbins team roles identify features and types of leader, and apply your knowledge to yourself as a leader.

Shared aims Shared knowledge Shared experience Sense of belonging to the team Productive environment Ability to resolve conflict within teams

Benefits of a large team – more ideas, skills and experience brought to the table. Drawbacks of a large team – sub-teams may form with different objectives. Difficulty in communicating.

Benefits of a small team – easier to focus on the task in hand. Drawbacks of a small team – one person may dominate, resulting in a loss of ideas.

1970s - Dr Meredith Belbin researched what made effective teams effective. Belbin identified nine roles that were fulfilled in an effective team: MotivatorIdeas personOrganiser ImplementerCheckerFinisher Go getterTeam workerSpecialist

Belbin believed that effective teams were a combination of thinkers and doers. He found that one person can take on more than one role in the effective team as long as there is a balance between the thinkers and the doers.

How the team is composed – a good mixture of personalities, skills and experience. How the team is developed and how cohesive members are – members who already know each other will gel more quickly.

The team task – a clear and structured task will offer focus and aims for the team. Team maintenance/environment – must be given the opportunity to gel. Regular meetings will help to maintain focus on goals and ensure members maintain identity.

An effective team needs an effective leader. A good leader will: delegate tasks according to skills and experience set realistic but challenging goals for the team provide support members of the team ensure communication within the team remains open.

Autocratic – leads the team by controlling, decisions are made by the leader with team members not being involved, but rather told what to do. Democratic – allows everyone in the team a voice, all ideas are heard and decisions come from the whole team. Laissez-faire – leader doesnt offer much direction – instead leaves the team to get on with the task.

Type of leader will depend on the team task, and the personalities, skills and experiences of the team. Theory X and Theory Y Tannenbaum, Schmidt, Fiedler, Likert