Developing Working Relationships with Team Members
Report Compiled By: Daniel St. Quintin
Report Compiled For: Claire Tilley
Due Date: 04/01/2011
Productive Working Relationships
A Positive Approach
This report has been compiled at the request of Claire Tilley on Unit 9- Developing working relationships with Team members. A range of sources will be used and are referenced within the Bibliography.
This report is designed to identify the benefits of productive working relationships and how they can be beneficial within any organisation, from Large, American Companies, such as GAP, to smaller more local organisations like a tennis coach. It also establishes just how important communication is, at not only sharing information, but resolving conflicts.
Productive Working Relationships
The term ‘team’ is imbued with a meaning derived, from games. However, a more appropriate use of the term would be to use it in the working world and in the business industry where the term appears to be used far more loosely. ‘Team’, (in this instance), can be applied to individuals engaged in a common understanding where their separate roles are non existent. Managers in many work places will talk in an avuncular fashion, (positive) about their team. When a team is formed, (a process that will be discussed later in this report), roles must be assigned to each individual. Now, some individuals may fall into their roles because they have to right aptitude/skills to do so. Others may not have such clear abilities and would need a role assigned to them. Either way Belbin’s ‘Team Role Theory’ is relevant here, as it states that there are nine specific roles that any individual can have within a team; The first Team Role to be identified was the ‘plant’. The role was so-called because one individual was “planted” in each team. They tended to be highly creative and good at solving problems in unconventional ways, by thinking outside the box. One by one, the other Team Roles began to emerge. The Monitor Evaluator was needed to provide a logical eye, make impartial judgements where required and to weigh up the team’s options in a detached way. Co-ordinators were needed to focus on the team’s objectives, draw out team members and delegate work appropriately. When the team was at risk of becoming isolated and inwardly- focused, Resource Investigators provided inside knowledge on the opposition and made sure that the team’s idea would carry to the world outside the team. Implementers were needed to plan a practical, workable strategy and carry it out as efficiently as possible. Completer Finishers were most effectively used at the end of a task, to “polish” and scrutinise the work for errors, subjecting it to the highest standards of quality control. Team workers helped the team to gel, using their versatility to identify the work required and complete it on behalf of the team. Challenging individuals, known as Shapers, provided the necessary drive to ensure that the team kept moving and did not lose focus or momentum. It was only after the initial research had been completed that the ninth Team Role, “Specialist” emerged. The simulated management exercises had been deliberately set up to require no previous knowledge. In the real world, however, the value of an individual with in-depth knowledge of a key area came to be recognised as yet another essential team contribution or Team Role. Just like the other Team Roles, the Specialist also had a weakness: a tendency to focus narrowly on their own subject of choice, and to prioritise this over the team’s progress. (Team Roles at Work , R. Meredith Belbin, 2nd Ed, 2010)
As whole, productive working relationships brings more of an opportunity to share objectives, to share ideas and make decisions to enable the team...
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