Difficulties of Working in A Team
Difficulties of Working in A Team
Difficulties of Working in A Team
At the beginning, I am getting into details about the structure of a team, what
is basic requirements to know. As being described the difficulties of
working in a term, the following important factors will be added to this
material. (Importance of size, development, cope with difficulties and
solution for that, and participants in a team)
There is a greater diversity of talent, skills and knowledge in a large group, but
individuals find it more difficult to make their presence felt. For the best
participation and for highest all-round involvement, the optimum size is
between five and seven. But to achieve the requisite breadth of knowledge
the group may have to be considerably larger, and this makes greater
demands on the skills of the leader in getting participation.
Forming when there is anxiety, dependence on the leader and testing to find
out nature of the situation and the task, and what behaviour is accepted.
Performing when interpersonal problems are resolved, roles are flexible and
functional, there are constructive attempts to complete tasks and energy is
available for effective work.
Team roles
Effective teams need people who help to get things done. They also need
people who are concerned with the social side of working in a group. Task –
Galló Ádám 3/b Business Skills : home assignement 1.
orientated team members are most influential but socially inclined members
are most liked .
Avoiding difficulties there are some methods how to cope with them.
2. Problem solving. The joint development of solution to the problem and the
sharing of responsibility to see that the solutions work. This is clearly the
best approach. It emphasises the need to find a genuine solution to the
problem , rather than simply accommodating different points of view.
3. Compromise. Splitting the difference by negotiation of bargaining. This
approach assumes that there is a no right or best answer and is
Galló Ádám 3/b Business Skills : home assignement 1.
The interview:
When TMCG directors Tim Foster and Kingsley Bungard first worked together
in the late 1980s they quickly realized the potential impact of combining two
very different strands of business development.
Tim had previously set up the Coventry office of Ernst & Young, focussing on
developing clients' business strategy. Kingsley had long been an expert in
management development techniques and training spending some years at
the Cranfield Institute of Technology.
Tim Foster explained how the two approaches came together: "Kingsley and I
had started working with the same clients and the potential of combining
effective team-work with customer focused strategies seemed clear. It was an
obvious and powerful step forward."
In 1990, the two set up The Management Consulting Group, more commonly
known as TMCG, with a primary aim of helping companies improve
performance through people.
Today the company has an impressive and diverse client list, including the
DTI, TRW ASG Lucas Aerospace, Caterpillar UK, Ultra Electronics and
professional bodies such as the Chartered Institute of Housing.
TMCG's main facilitators and trainers include Philip Crisp, Richard Neilson
and Jim Blenkinsop. Their skills are supplemented by associates Matthew
Hunter, Amy Turner, Maurice Brasher and Nick Whiting.
TMCG can also help organizations link their strategy to the day-to-day running
of the business through a team-working approach.
Kingsley explained: "We work with teams from front-line operators to board
level managers to change business culture. Teams become able to take and
make decisions and put in place daily habits, such as well run start of shift
meetings, to maintain the momentum for change."
Once teams start this new way of working, they never want to return to the old
way."
Tim concluded: "The real challenge for businesses is to release the potential
of the workforce. In most companies this potential is concealed by traditional
management methods. In truth, most managers aren't willing to trust their
workforce to take control."
"Managers must learn to let go: their roles should be to provide a basic
operating framework to allow people to progress. It's tough, but they must
empower their teams, they must trust them enough to let them make
mistakes, or, as we say to 'fail forward'."
Key to the success of TMCG's team-working and business strategy approach
is its programme of exemplar visits. These allow organizations to visit
companies which have already developed strategies for change and set up
team-working initiatives where they can see best practice in action.
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