Understand How to Manage a Team

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Evidence Sheet

Candidate: Date: Evidence Number: 1

1 Observation by Assessor| | 2 Expert WitnessEvidence| | 3 Witness Testimony| | 4 Candidate Review| | 5 Professional Discussion| | 6 Oral or Written Questions| | 7 Other| √| 8 APL | | Description of EvidenceUnit 31: Understand how to manage a team| 31-1.131-1.231-2.131-2.231-2.331-2.431-2.531-2.631-3.131-3.231-4.131-4.231-4.331-4.431-5.131-5.2| The key features of an effective team performance are: * Leaders who are hands-on, who unite their staff behind a shared purpose, and who are transparent and open in their expectations and pursuit of excellence. * Clarity of vision, which is absolutely focused on the experience of children and young people and uncompromising in its ambition. * A commitment to continual improvement, always being willing to learn and ask ‘what could we do better?’ * The passion and energy of staff who are deeply committed to their work, and the recruitment, training and management systems which identify these staff and support them to grow and develop. * Absolute consistency in the management of behaviour so that young people understand and respect the boundaries that are set and respond positively to encouragement, rewards and meaningful sanctions * Clear communication among all members. * Regular brainstorming sessions with all members participating. * Consensus among team members. * Problem solving done by the group. * Regular team meetings that are effective and inclusive. * Timely hand over from team members to others to ensure consistency and responsibility. * Positive, supportive working relationships among all team members.Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles." He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way" and named nine such team roles that he argued underlie team success.Creating Balanced TeamsTeam leaders and team development practitioners often use the Belbin model to help create more balanced teams. Teams can become unbalanced if all team members have similar styles of behavior or team roles. If team members have similar weakness, the team as a whole may tend to have that weakness. If team members have similar team-work strengths, they may tend to compete (rather than co-operate) for the team tasks and responsibilities that best suit their natural styles. Knowing this, you can use the model with your team to help ensure that necessary team roles are covered, and that potential behavioral tensions or weaknesses among the team member are addressed. Also, by understanding your role within a particular team, you can develop your strengths and manage your weaknesses as a team member, and so improve how you contribute to the team.Belbin's "team roles" are based on observed behavior and interpersonal styles.Whilst Belbin suggests that people tend to adopt a particular team-role, bear in mind that your behavior and interpersonal style within a team is to some extent dependent on the situation: it relates not only to your own natural working style, but also to your interrelationships with others, and the work being done.Also, be aware that there are other approaches in use, some of which complement this model, some of which conflict with it. By all means use this approach as a guide - however do not put too much reliance on it, and temper any conclusions with common sense.Understanding Belbin's Team Roles ModelBelbin identified nine team roles and he categorized those roles into three groups: Action Oriented, People Oriented, and Thought Oriented. Each team role is associated with typical behavioral and interpersonal strengths.Belbin also defined characteristic weaknesses that tend to accompany each team role. He called the characteristic weaknesses of team roles the "allowable" weaknesses; as for any...
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