1. S ESSION 3 T EAM P ERFORMANCE A SSESSMENT AND C ONFLICT M ANAGEMENT By Amanda Juries and Ross Mileham

2. O VERVIEW Team Performance Team dynamic theories Belbin Role Theory Jungian theory Management Team Role Margerison – McCann Profiles Group Consensus Conflict Steps in Conflict Resolution Strategies of dealing with difficult people Grievance procedure Simple steps Stages in team development

3. C RITERIA FOR SUCCESSFUL TEAM PERFORMANCE Interpersonal behavior and attitudes There must be a clear unity of purpose Every team member must be committed to the team goals and believe them to be meaningful Each member must carry out their tasks efficiently and willingly Shared values The team must work together and help each other out to get the task done. Every member must be able to trust the others to complete to complete their tasks on time Everyone must be listened to and every idea considered Communication The atmosphere must be informal, comfortable and relaxed so that members can feel free to express themselves Team leaders must encourage discussion about problems so that solutions may be found Disagreements must not be ignored /Reasons for conflict must be examined

4. S TAGES OF TEAM DEVELOPMENT Settling and reconciliation of team Working as a team towards goal Members true character shows The team getting to know each other FormingStorming Performing Norming

5. T EAM D YNAMICS T HEORIES Belbin Role Theory Jungian theory Management Team Role Margerison – McCann Profiles Group Consensus

6. B ELBIN R OLE T HEORY Thinking PlantMonitorSpecialist Action ShaperImplementerFinisher People CoordinatorTeam worker Resource Investigator

7. J UNGIAN THEORY Extravert- Introvert (source of energy) Sensing- Intuition (perceive information) Thinking- Feeling (processes information) Judging- Perceiving (implements the information )

8. M ANAGEMENT T EAM R OLE – I NDICATOR [MTR-I] APPROACH Coaches. positive team atmosphere Crusaders Focus Explorers Explore new ideas Innovators new perspectives Sculptors Get the team to work Curators clearer picture Conductors logical organisations Scientist demonstrators

9. G ROUP C ONSENSUS Discuss, identify and define the problem Brainstorm a list of alternative proposals Discuss the proposals and makes changes and set priorities Test for consensus Get the group to make a decision and plan its actions once consensus reached. Get those that are not in agreement to experiment with the decision for a period

10. M ARGERISON –M C C ANN P ROFILES Reporter- Advisor Gather information and make it understandable Creator- Innovator Thinks creatively Explorer- Promoter Connects with people, in and outside the team Assessor- Developer Evaluates different options

11. C ONTINUED Thruster- Organiser Turns an idea into action Concluder- Producer Likes completing things on time Controller- Inspector Likes work with detailed information Upholder- Maintainer Looks after the social elements of the team

12. W HAT IS CONFLICT. Meaning / Definition A state of disagreement or disharmony between persons or ideas Identify causes of conflict Personal differences / Poor communication Competition / Ignoring rules and procedures Poor organisations / Workload and stress

13. S TEPS IN C ONFLICT R ESOLUTION (8) time and a place views are different problem is clearly defined express themselves Brainstorming evaluate alternatives solution is selected and implemented evaluated and monitored

14. S TRATEGIES OF DEALING WITH DIFFICULT PEOPLE / DIFFERENT PERSONALITIES. Do not judge the employee, Get perspective from others who have experienced the same kind of situation Regular meetings with supervisors Identify the type of personality Meet privately with difficult employees, opportunity to explain their behaviour. A deadline should be set for improving bad/difficult behaviour. Guidelines for improvement should be given.

15. G RIEVANCE P ROCEDURE Step 1 bring it to the supervisor's attention one working day Step 2 raise a formal complaint in writing if not happy Step 3 Formal Grievance Form Step 4 relevant manager will arrange a meeting within one working day Step 5 manager ensures that the minutes are kept Step 6 next level of management if not happy Step 7 manager will advise top management who shall arrange the meeting Step 8 decision will be recorded onto the Formal Grievance Form Step 9 Council for Conciliation, Mediation and Arbitration (CCMA) if not happy(appeal if still not happy)

16. S IMPLE G RIEVANCE P ROCEDURE Verbal Written Formal meeting Higher management CCMA

17. R EVIEW Team Performance Team dynamic theories Belbin Role Theory Jungian theory Management Team Role Margerison – McCann Profiles Group Consensus Conflict Steps in Conflict Resolution Strategies of dealing with difficult people Grievance procedure Simple steps Stages in team development

18. CONSOLIDATION ACTIVITIES 1.3. Read the case study and answer the questions that follow. Your company has just decided to expand and as a result there are three senior positions available. Although the positions will be advertised, the staff are enthusiastic and determine to put on a go show so that they stand a chance to get one of the positions. This has resulted in some severe conflict in the office and the staff are criticising one another to prove that they are the best candidate for the job. Not only are you the person that has to make the final decision, but you are also the person that manages all of these employees and need to resolve the conflict.

19. Q UESTIONS 1.3.1Explain briefly what caused the conflict(3x2) Your company has just decided to expand and as a result there are three senior positions available. This has resulted in some severe conflict in the office and the staff are criticising one another to prove that they are the best candidate for the job.

20. I DENTIFY THREE OTHER CAUSES OF CONFLICT IN THE WORK PLACE. Personality clashes Workload and stress Poor communication Poor organisation

21. NAME THE 6 STEPS YOU WOULD NEED TO SOLVE THIS CONFLICT? (6X2) STEP 1A MEETING TO DISCUSS CONFLICT. STEP 2THE PARTIES AGREE THEIR VIEWS ARE DIFFERENT. STEP 3PROBLEM IS DEFINED STEP 4EACH PART EXPRESS THEIR OPINION STEP 5BRAINSTORMING IS DONE TO FIND POSSIBLE SOLUTIONS STEP 6 THE PARTIES AGREE TO EVALUATE ALTERNATIVES. STEP 7 CHOOSE THE MOST APPROPRIATE SOLUTION STEP 8 THE SOLUTION IS EVALUATED AND MONITORED