Table of Contents
LO1 Understand approaches to managing and leading teams 3
1.1 Evaluate theoretical models used for managing and leading teams 3
Theoretical models for the developing, managing and leading team 3
1.2 Discuss practical approaches for effective team management and leadership 5
1.3 Analyze strategies for managing team leaders 6
LO3 Know techniques for managing and leading individuals and teams to achieve success 7
3.1 Examine methods used to monitor and manage individual and team performance 7
3.3 Examine good practice for enabling and supporting individuals and teams to achieve success. 10
LO2 Know how to achieve a balance of skills and experience in teams 11
2.1 Discuss techniques for assessing current and future team capabilities and requirements. 11
Establish communication guidelines. 12
What are the benefits of communication? 12
Factors influencing workplace learning 13
Learning is hampered by a lack of motivation: 13
Learning is hampered by a lack of learning culture. 14
Training is hindered by the lack of resources 14
LO1 Understand approaches to managing and leading teams.
1.1 Evaluate theoretical models used for managing and leading teams
Introduction
A positive business necessitates an accomplished and developed team that can enhance their business, increase their productivity, and support them in accomplishing their targeted goals. The department comprises four teams from UK, Canada, USA, and Ireland management and team expansion is very important for the organisations at this point. Industries cultivate wider with a strong and determined team of people, a team that can precede organisation by introducing creative and productive ideas. There are numerous approaches, theoretical models, and strategies for leaders to lead, manipulate and expand a crew. Building an evolved and controlled crew is vital for leaders; they may be accountable for constructing a crew capable of appearing all required obligations effectively to the advantage of business (Ellis and Abbott, 2011).
Theoretical models for the developing, managing, and leading team
A responsive group is vital and critical for large organisations comprising four teams from UK, Canada, and USA clients. Because of the difference in time zones across the four countries, several additional challenges are involved in managing each team effectively. However, building the kind of group is way a further critical venture for professionals and leaders. Bruce Tuckman created a concept in 1965 regarding group building. Team members are absolutely relying at the leader’s navigation and instructions. This Part of the concept is especially concerned with the planning, collection of data, and bonding among group members. Many businesses then observed his concept for fulfilment in their business. The concept consists of four crucial stages forming, storming, norming, and acting. The forming is the initial Part of the group control, in which terrific human beings are collected in the form of a single group. As new employees are not open to each extraordinary at first, but via discussing and sharing minds they form an understandable bond among themselves (Hallinger and Chen, 2016).
After forming, there is a storming stage in which people are recognised and identified as team members. This is the sensitive stage in the whole process. In the storming stage, the team members’ relevant ideas must be selected. This stage brings a sense of competition, which is healthy among the employees. This stage is not biased toward relationships and emotional matters. After formation and storming, the team finally has to practice all the ideas and information that the employees have gathered. During this stage, the leader must always be attentive because all the team members follow the leader’s instructions (Hallinger and Chen, 2016).
Later Tuckman introduced another step which is called adjourning. This theoretical model has helped a lot of organisations in the leadership and management of their employees. All these management and leadership theories have helped in team building. Not only Tuckman theoretical model is useful for team management and leadership, but there are many other theories too for the same purpose. Another theory for management and leadership is called the scientific management theory. An American mechanical engineer named Frederick Taylor forwarded this scientific management theory. His perspectives were that Employees would work smarter than working harder. He has worked to motivate the employees (Hallinger and Chen, 2016).
He was the one who Established fear day wages for a fair day’s work concept. This was the theory which was practised and implemented throughout the world. Other than Tuckman and scientific management theory for management and leadership purposes, a contingency management theory by Fred Fielder was also introduced. This theory had a belief that the team’s work is affected and influenced by the efficiency and productivity of the team leader. The theory emphasises the adjustment of the leaders and managers in every environment (Chin, 2015).
1.2 Discuss practical approaches for effective team management and leadership
This Part discusses approaches for effective team management and leadership. (Ramazani and Jergeas, 2015) Team management and leadership are linked with each other; if a manager can lead employees successfully, he can manage teams and direct them appropriately