Team rolesThe Quality Toolbook > Teamwork > Team roles

Formal roles | Informal roles 

<-- Previous | Next --> When teams are formed, it is normal for people to take different roles, according to their position, ability or character type. Formal roles are the external, defined positions that are associated with given responsibilities and are usually allocated according to the position or ability of each person.Individuals in a team will also tend to adopt informal roles that depend more on their character than on any specific knowledge or position. Recognizing these behaviors can be very useful when helping the team to work together.Formal RolesIn order for a team to work in an organized way towards their objectives, several formal roles are often allocated or decided on within the group. Although the leader is the most common role, other positions of specific responsibility can help give focus to specific activities and ensure formal tasks are completed.LeaderThe style of the group leader sets the style of how the group will operate. This style should be more participative than directive, as improvement groups often operate on a voluntary basis or where the work is outside their normal work scope. There also may be no official reporting line to the leader, who may be a peer or from another area.A key objective of the leader is to motivate the rest of the team into having a strong focus on succeeding in their objectives. An active and effective way to achieve this is by working within the team rather than directing it from above. An important factor is that the leader should be respected by the team members, who will be willing to work together with him or her. The leader should also be clearly enthusiastic about solving the problem by using appropriate tools, rather than the less structured 'brainstorm and implement' sessions that often occur.The leader should also have a good understanding of the improvement process being used and should be able to work closely with the facilitator.RecorderThe information gathered, minutes of meetings, output from tool use and communications inside and outside the team forms the 'group memory' of the team. If this is not recorded and organized, it can result in the team itself becoming disorganized.The role of the recorder (or scribe or librarian) is thus to record and gather all the data and present it in a format which the team can easily understand and reference. The key skills for the recorder are a clear and concise writing style and an ability to organize information for easy access.AnalystMeasurements made during the project are seldom directly interpretable, and must be translated into an understandable format from which decision points may be identified. The analyst's key focus is on the measurement and interpretation of data to enable these decisions to be made.

The exact skills of the analyst will vary with the type of project, for example where detailed numerical measures are being made, a mathematical ability may be needed. Other projects may need an understanding of psychology, for example where the measurement is of people's opinions.ExpertExperts in the team have specialized knowledge, for example about technical areas or key processes, and act as advisors and authorities in their field of expertise. It is important in an improvement team to either have appropriate expertise within the team or to have it readily available.A chicken and egg situation can occur, where an expert is required to identify a problem, but the appropriate expert cannot be identified until the problem is known. This can result in the problem being circled, but not approached. The effect of this on the team is that experts may come and go, or may stay and become inappropriate people to have on the team.FacilitatorThe facilitator is not an actual team member, but is closely connected with the team, and especially with the team leader. This person is an expert in team dynamics and in the improvement process, and thus acts as an advisor and teacher. The facilitator never owns the problem, but does have a strong interest in the success of the group.An effective way of allowing the facilitator to lead the team in specific activities, yet without undermining the leader's role, is for the leader to describe the objective and then to introduce the facilitator as someone who will help them achieve this. The facilitator then takes over, with the clear mandate of helping the group, whilst the leader sits with the group.Informal rolesThere are a number of models of interpersonal behavior in groups that identify specific roles that people adopt, often unconsciously. It is important that these characters get on together, as subliminal conflict, where people react emotionally to situations they do not consciously recognize, can be particularly difficult to resolve.In practice, behavioral style may vary along a spectrum between extremes. People may also act at different positions along the spectra, depending on the situation. Nevertheless, individuals do tend towards particular groups of behaviors and if these are recognized, a cohesive and effective mix may be found in the group to enable its members to work well together. A typical set of behavioral styles are as follows.Social style: Self versus GroupIt is natural to consider ones own opinions and feelings as important, and many people are largely self-based in their thinking. However, people get on together by also thinking about others, and a person who is more group-based will consciously aim to bring the group together as a harmonious whole.People with strong self-image may tend towards a leadership role, but unless they also consider the people in the team and the group as a whole, there is a danger of them becoming dictatorial, turning the focus away from the problem and onto personalities.In effective groups, team members feel able to contribute their own ideas, but also take seriously the thoughts of others and work towards an agreeable solution. It is an important role of the leader to bring about this state of constructive cohesion.Work style: Doer versus thinker

Some people have a practical work style, working to plan and taking pleasure in completing actions. Others are more interested in the reasons behind the actions, and may challenge conventional approaches.In teams, a balance of both styles is needed, to ensure thoughtful beginnings and solid completions to team actions.Thinking style: Divergent versus convergentDivergent thinkers are good at brainstorming and coming up with unusual ideas. Convergent thinkers, however, are good at judging and selecting items from a large set of possibilities.Improvement teams often have an equal need for both styles of thinking, for example where divergent thinking is used to find possible causes, then convergent thinking is used to select likely key causes to be carried forward for further investigation.Decision style: Intuition versus factsIn making decisions, a certain amount of personal judgment is required to be combined with the hard data available to help reach a conclusion. An intuitive decision maker tends to rely more on feelings and unidentified experience, whilst a factual decision-maker will seek to increase confidence in a decision by seeking out and analyzing clear facts.Quality improvement activities tend more towards the factual end of this spectrum, although there are some situations (often to do with people) where there is little hard data available, and an intuitive approach can yield good results.

A number of quality improvement and problem-solving tools are most effective when used with a group of people, each of whom may make a specific contribution. When the team meets, both the conduct of the meeting and the layout of the room should help them to work on the problem together, as one team.PlanningMeetings are very expensive in terms of people's time and if there is no objective or agenda, then little is likely to be achieved. A short, focused meeting with a simple and clear objective is likely to be far more productive than a lengthy meeting with unspecified aims. The meeting is also more likely to be successful if the process and tools to use in the meeting are identified beforehand and a facilitator brought in as appropriate.It is thus worth spending time before the meeting identifying the objective of the meeting, how this may be achieved and how any blocks to progress may be overcome.Room layoutWhen sitting together, all members of the team should feel equally able to contribute. A long, rectangular table can isolate people at the ends; the best shape is a simple circle.When working with a whiteboard or flipchart, people should sit in a wide semicircle or arc, facing the work area. This will help them to focus on the problem, rather than one another. Attention to the problem can be further helped by clearly displaying the objective of the meeting, for example on a single sheet of flipchart paper which is taped to the wall.In the meetingWhen the objective and process is agreed by all, the meeting simply becomes a matter of following this plan.

It often occurs that one or two people will dominate any meeting and will tend to do all the talking. This prevents or inhibits other people from making useful input to the team. Other people may also be naturally reticent or unwilling to become involved.It is one of the tasks of the team leader to enable and encourage contributions from all members of the team, which may require specific attention to be paid to both dominant and reluctant individuals.At the end of the meeting, all decisions, actions, responsibilities and timescales should be agreed and clear to everyone. These key points may be reinforced in a written meeting summary (not detailed minutes). 

Successful teamsThe Quality Toolbook > Teamwork > Successful teams

 <-- Previous | Next -->

 In summary, teams can be helped to be more successful by considering a few key points:

Smaller groups are usually more focused and successful. Larger groups are slower and more conservative. Around three or four people is a good size for a problem-solving team, although up to ten can work.

If formal and informal team roles are complementary, the team will find it easier to work together on the problem without conflict and are more likely to have requisite skills available for specific tasks.

A successful team has a sense of cohesion and focus, having worked through to the 'perform' stage. The problem is well understood and 'owned'. They believe they can succeed and are committed to success.

When the team is focused is on solving the problem, advantage is taken of any available ways of achieving this, including tools, training and facilitation.

People are more likely to accept changes when they have been involved in the decision-making and implementation processes.

Finally, it is worth noting that research has clearly shown than teams learn faster, come up with more ideas and make better decisions and than individuals working alone. The only disadvantage is that this usually requires a greater total effort. If the potential benefit of team problem-solving is considered worthwhile, then the investment has a good chance in paying off with effective results. 

 http://www.syque.com/quality_tools/toolbook/Teamwork/team_roles.htm

Goals – Roles – Processes – Relationships Model

When work groups need to function as teams, one model that helps them assess where they are and develop

their teamwork involves the Goals-Roals-Processes-Relationships framework, using the following steps:

Step One: Assess Goal Clarity and Consensus

Have goals been set and communicated?

Do these goals accommodate external conditions with which the team

must work??

Are goals understood and agreed with?

Is there a plan for achieving the goals?

Focus team building on

developing vision, team

goals, action planning and

ensuring consensus about

priorities.

NO

YES

Focus team building on

responsibility charting and

other techniques that help

team members clarify their

role responsibilities,

authorities and expectations

about performance.

YES

YES

NO

Focus team building on environmental conditions outside of the team

such as functional placement, supplier/customer processes, organization

culture and politics.

Step Four: Assess Team Interpersonal Relationships

Are there significant differences in interpersonal styles that are causing

misunderstandings or problems?

Are team members using ineffective or dysfunctional interactive styles?

Step Three: Assess Effectiveness of Team Processes and Norms

Does the team have and use efficient planning, decision making and

problem solving processes?

Are effective two-way communications processes in place?

Is there demonstrated team leadership?

Do group norms support high performance/high commitment

teamwork?

Step Two: Assess Clarity of Roles and Responsibilities

Are team members clear about responsibilities and authorities?

Have any gaps or overlaps in role responsibilities or authorities been

worked out?

Have team members discussed and resolved different perceptions or

expectations about how other team members are performing, or should

be performing their roles?

NO

Focus team building on

identifying and addressing

processes, procedures and

norms that are interfering

with effective teamwork.

NO

Focus team building on:

1) Understanding and

valuing individual

differences and/or 2)

Identifying and

addressing dysfunctional

interactive styles

YES

http://moscowitzmediation.com/Goals_Roles_Processes_Relationships_Model.pdf

Define roles and responsibilities.It is important that the members of the team understand what their roles and responsibilities are. Regardless of its representation, the team is responsible for ensuring that the acquisition:

  Satisfies legal and regulatory requirements. 

  Has performance and investment objectives consistent with the agency's strategic goals. 

  Successfully meets the agency's needs and intended results. 

  Remains on schedule and within budget.

   

   

Successful teams typically have a number of features: shared leadership roles, individual as well as mutual accountability, collective work-products, performance measures related to the collective work-product, and other ingredients.

In a team environment, the roles and responsibilities of the members blur and merge, often with striking results.

http://www.acquisition.gov/sevensteps/step1_define.html

Building a Collaborative Team EnvironmentTeams are expected to produce results, but performance is hindered when team members do not work well together. A collaborative team environment is essential for the team's success. To create a collaborative environment, team members must practice the following:Have a Common Purpose and Goal

A team is defined as a group of people working together toward a common goal. Without a goal, there is no team. Ideas for creating a common goal include:

Create and/or review the team's charter. Discuss why the team exists. Allow each team member to express commitment. Create mottoes, symbols, awards, or posters that portray the team

as one unit. Use the common purpose to prioritize team actions.

Trust Each OtherTeam members must trust each other if they are to work together successfully. Ideas for creating trust among team members include:

Be honest. Work to eliminate conflicts of interests. Avoid talking behind each other's back. Trust teammates (you must trust them before they will trust you). Give team members the benefit of the doubt.

Clarify RolesKnowing everyone's role and being familiar with the responsibility of those roles create efficiency and flexibility. Ideas for clarifying roles on the team include:

Review team members' roles frequently. Relate team member expectations to the team's overall purpose. Clarify responsibilities when action planning. Learn what others do on the team. Figure out ways to help each other.

Communicate Openly and EffectivelyMiscommunication can create hard feelings and undermine the success of the team. Ideas for improving communication include:

Err on the side of overcommunicating. Seek to understand all angles. Take responsibility for being heard and understood. Work to clear up misunderstandings quickly and accurately. Reinforce and recognize team member efforts.

Appreciate DiversityTeam members come from all walks of life, with different backgrounds and perspectives. Ideas for taking advantage of team diversity include:

Remember that reasonable people can and do differ with each other.

Try to learn as much as you can from others. Evaluate a new idea based on its merits. Avoid remarks that draw negative attention to a person's unique

characteristics. Don't ignore the differences among team members.

Balance the Team's FocusFinally, team members need to recognize that they should measure and monitor the products and services the team provides as well as the team's internal group dynamics and relationships. (Sometimes team members get so involved in the process of becoming a team they forget the reason they were made a team in the first place, or vice versa.) Ideas for creating that balance include:

Regularly review and evaluate the effectiveness of team meetings. Hold team celebrations for achieving results.

Praise individual effort. Design individual performance goals that emphasize both results

and teamwork. Assign certain team members to monitor task needs and others to

monitor relationship needs.

http://www.opm.gov/policy-data-oversight/performance-management/teams/building-a-collaborative-team-environment/

How to Build Positive Relationships Among Your Team Membersby Denise Brown, Demand Media

Positive team relationships encourage the team to perform beyond expectations.

Related Articles How to Build Team Members Around You Team Project: Perceptions That Build Work Relationships

The Rules & Roles for Team Building Professional Team Building Activities Team Building Ideas for the Workplace 5-Minute Team-Building Exercise

How team members feel about their co-workers can affect how effectively the team accomplishes tasks. Positive team relationships help create teams that are productive, which affects the company's bottom line. As a team leader it's up to you to build team relationships that help your group meet their goals and objectives, and to work as one cohesive unit. Successful team member relationships often extend beyond the walls of the workplace and into the personal lives of the workers.

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Team Building LessonsPrintable PDFs & Worksheets For Team Building Lessons.

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Step 1

Communicate what you expect each team member to accomplish in such a way that all members know you are aware of their particular talents. Build on their strengths. Give them a verbal boost whenever they tackle an assignment that goes outside their comfort zone.

Step 2

Demonstrate to your team that you are accountable to them and to your superiors by being reliable and responsible. Serve as a role model for your team by doing your best work at all times. Expect the same of them. As you work together, you and the team can begin to trust each other to consistently accomplish tasks in a timely manner.

Related Reading: How to Get the Best Performance From Team MembersStep 3

Recognize the work your team accomplishes. Look for positive things to say on a daily basis. While constructive criticism has its place, do it in a manner that does not offend the team.

Step 4

Build team relationships by encouraging team members to recognize each other's strengths. For example, during morning briefings let each team member identify some business trait they appreciate about the person seated to their left. Someone might

recognize a co-worker's willingness to work late, while another team member might state that a teammate's organizational skills contribute to the group's efforts.

Step 5

Listen to what the team members have to say about each other and to you in a nonjudgmental manner. If your team members share a concern with you, take steps to resolve the issue as quickly as possible. Keep the team informed regarding the resolution.

Step 6

Give your team glimpses of your personal life. This makes you seem more approachable as the leader. Encourage them to do the same.

Step 7

Build team member relationships outside the office. As time and finances allow, try to plan some fun activity that the entire group can share. The camaraderie from the outing carries back into the workplace.

Step 8

Celebrate life's moments with your team. Celebrating employee's birthdays as well as other milestones in their lives helps promote positive team relationships. Ask for their input on what kinds of celebrations would be meaningful for them.

http://smallbusiness.chron.com/build-positive-relationships-among-team-members-10129.html

LO2.

Effective Communication Within a TeamBusiness Development, Professional DevelopmentMay 25th, 2009Coaching teams within an organisation is one of the most on-demand areas of Coaching. And when it comes to teams, the number one aspect that dictates the results attained by that team is effective communication amongst its members.In this article, we discuss some elements of effective communication within a team environment and provide a range of strategies that coaches can successfully apply when working with teams.What is effective communication?

Effective communication does more than just convey information. In an effective communication transaction a message is conveyed with shared meaning. It may be helpful to reflect on the following key areas to assist you in developing or enhancing your communication with other team members:The message you think you are sending may not be the same message being received. Within a team environment, members still bring their own experiences, beliefs and interpretations. When communicating a message, expect to be misinterpreted and make adjustments to your message to account for potential areas of misunderstanding.Seek feedback. As misinterpretations are common in communication, it is often advisable that you continually seek feedback to ensure that your messages have been received accurately.Make it your priority to express rather than impress. The aim of communication is to express an opinion, idea or to transfer knowledge.  It is important to remember that your primary aim is to get your message across, try not to obstruct it by being focused on sounding impressive or knowledgeable.Choose the right medium. Effective communication means choosing the appropriate medium for your message. Some information is best conveyed in a team meeting, whilst other information may be received more appropriately in an email or memo, other information should be communicated face to face. Select the medium to suit the message and the person you are communicating with.Be conscious of your non-verbal communication. Be conscious of what you are conveying non-verbally. Avoid diluting the impact of your message with mismatched or incongruent body language. Where possible, adjust your body language to align with your message.Why is communication important for a team to be effective?Team communication processes that function effectively can increase team motivation, foster trust and respect between members, greatly improve decision making processes and contribute substantially to the overall productivity and performance of the team.Yet, communication processes that are ineffective can decrease member motivation, lessen team commitment, increase team gossip and lower productivity. Effective communication processes, therefore are vital to team performance.What makes a communication process effective?Effective communication processes are:Regular. Regular communication within, and between teams helps members to maintain focus, allows all members to keep up to date with team progress and ensures that difficulties or setbacks can be dealt with promptly and collaboratively.Transparent. Transparent communication processes provide all team members with the same information where possible and keep all members adequately informed.Transparent processes maximise the likelihood that team members will be aligned in their concept of where they are going and how they are going to get there. Failing to

adequately inform all team members, equally, may greatly compromise their ability to contribute equally to team processes and decision making.Focused and related to team goals. Communication processes that are focused and related to team goals encourage team members to similarly remain goal focused and outcome directed.Modes of communicationWithin the work environment, communication can occur through a variety of modes depending on personal preference. Some of the more popular modes for team communication are:

1. Team meetings2. Newsletters3. Email updates

When using these modes it is important to remain mindful of the 3 characteristics that make communication processes effective (i.e. should be regular, transparent and goal focused).1. Team meetingsOne of the primary forums for team communication is the team meeting. When conducted with structure and purpose, regular team meetings can be an effective and productive means of team communication.However, team meetings can evolve into a drawn-out procedure that fritters away valuable time and results in decreasing motivation, frustration and productivity. To conduct an effective team meeting the following principles should be considered:What is the purpose of the meeting? Prior to the commencement of the meeting, all team members should be aware of the meeting’s purpose. Set an agenda and stick to it. The meeting should remain focused on team goals and objectives. It may be necessary to note down some of the areas of discussion that arise as side issues or tangents to the purpose at hand. These issues may need to be addressed in a later forum.Are members aware of what they may be asked to contribute to the meeting? It is helpful for team members to have a clear idea of the kind of information they may be asked to contribute. Contributing facts, knowledge or recommendations may require different preparation than contributing opinions or brainstorming.Team members, who are provided with an idea of what they may be asked to contribute, are thus provided with an opportunity to prepare accordingly. If you put team members on the spot – it can decrease their commitment.Has a meeting agenda been distributed to all members prior to the meeting? In addition to understanding the purpose of the meeting and their likely contribution, team members should all be furnished with an agenda prior to commencement of the meeting. A meeting agenda will state the purpose and focus of the meeting as well as outline the proposed topics and areas for discussion.

Has a time-frame been established prior to the commencement of the meeting? Team meetings should commence and finish on time. When members are aware of a finishing time from the outset they are better equipped to budget time accordingly.Finish the meeting on a note of accomplishment. The completion of a meeting should be a reflection of what has been accomplished within the meeting’s time-frame. The original goal or objective should be revisited and comment should be made on its achievement (whether the achievement was partial or full).2. NewslettersNewsletters can be a creative and effective method of regularly conveying information to fellow team members. Newsletters may also serve as a useful mode for distributing information from your team to other teams.Constructing an effective newsletterIn the process of constructing an effective team newsletter, consider the following points. Decide on the basics early on:

What is the purpose of the newsletter? Who are its intended audience? How frequently will it be circulated? How will it be circulated?

Clear concise information. Effective newsletters are concise and easily understood. They should provide relevant information that is both up to date and useful.Informal and humorous. Newsletters do not necessarily need to be formal documents. A light, humorous tone may encourage regular readers and consequently increase the newsletter’s effectiveness.It may be helpful to remember that newsletters are an ideal tool for highlighting team achievements and recognising individual accomplishments.3. Email updatesEmail has fast become the one of the most widely used mediums for business communication. Mastering email correspondence is one of the simplest and most effective ways of ensuring that your messages are not only read but followed up accordingly.Inboxes are often overloaded with numerous messages of varying importance. If you are sending emails as a means of communicating with your fellow team members you will want to ensure that your message gets read and is clearly understood.Constructing an effective emailTo construct an effective email it may be helpful to remember the following key pointsMake use of the subject line. The subject line provides an opportunity to inform the receiver of the purpose of the email. A subject line ideally should describe exactly what the email is about. An appropriate subject line will maximise the possibility of your message being read.

Use concise language. Like any written business correspondence it’s important to keep business emails concise and to the point. Often the viewing area for emails is limited, so if possible limit messages to a few short paragraphs. Everyone is busy – don’t waste their time – be clear and concise.Make any required follow up clear. If your email is a request for action or follow up from a team member make this clear in your message. Remember to include any contact details (such as phone or fax numbers and addresses for snail mail) that the receiver may require.Respond to emails in a timely manner. Prompt responses to emails not only promotes efficiency but often encourages team members to respond in a similar timely manner.

http://www.livetocoach.com/index.php/2009/05/25/effective-communication-within-a-team/

TEAM STRUCTURES

I am to discuss different Team Structures the influences they might have on project development. 

Team structures are important in project developments because the sum of ideas of each individual is greater than those working alone. Being in a team makes a work easier and there will be sharing not only ideas, but skills and experience will be put to test. 

As a project manager, one must select individuals not only the technically competent ones but those who are willing to be part of the team. Lack of team work and team spirit will result the project being jeopardised and encounter loads of hardships. A project manager in a way must form a team that 

There will be no communication gap between the team members Any technical and administrative issues must be resolved in effective and good

decision Motivation is effective and important Monitoring the progress is crucial If there are personnel leaving in mid-project, it should not affect the entire project

any way

Team structures are: 

Democratic team Hierarchical team Chief programmer team Ego-less (self-directed)

Democratic Team

A democratic team does not enforce hierarchy teams. Usually a project manager provides leadership at times but the rest of the team might also impose leadership. It is appropriate in teams with fewer problems, usually a group of few people, where every member can solve problems than a single individual unlike chief programmer teams. 

All decisions will be discussed by each member of the team and agreed by everyone There will be constant communication among the members The senior-most person can act as coordinator communicates with the client by

admin and managerial work

Hierarchical Team

The characteristics of this structure are: 

There will be a project manager who will be responsible of the project activities. There will be project leaders who report to the project manager. The project leaders will then be responsible to the project team members. Project manager will co-ordinate with the project leaders to solve problems relating

to the project.

This team structure is suitable for large projects because the project will then be divided into

different tasks and different groups. Each project leader would be responsible to each task and the project manager will then coordinate the combination of all these tasks into the overall project. 

The disadvantage of this structure is that the team will be dependant to the team manager. If the manager will somehow leave midway from the team, the project will be doomed. It will be very difficult to have a back-up plan or some cases to have a back up person. The project manager also needs to be dynamic and dedicated to manage the project. 

Chief Programmer teamsMost of teams in organisations have leaders and chiefs that lead the team to be working effectively and efficiently. In this type of team structure, a project leader provides leadership and is designated as the chief programmer. The chief programmer divides the task into small activities and assigns them to the team members. He also integrates and verifies the tasks developed by different team members. As seen in the Figure 3, the team members report to the chief programmer ie the Project Leader. The chief programmer provides authority, and this structure is more efficient than the democratic team because there is someone who led the team and has authority to make things work. However, the chief programmer will lead the team to lower team morale because the team members work under supervision of the chief programmer. This is like an autocratic type of management where members of the team inhibit their opinion and ideas to be brought forward as the leader will always have their say and make decisions. The chief programmer team will subject to single point failure since too much responsibility and authority is assigned to the chief programmer. 

This kind of team structure probably is the most efficient way of completing small and simple projects since the chief programmer can plan small events and ask the members to help out by organising venues and accommodation. The chief programmer team structure will work well when certain task is within the intellectual grasp of a single individual. However, even for simple and easily-understood problems, an organisation must be selective in adopting this kind of team structure for projects. The chief programmer structure should not be used unless the importance of completing the project is more important than other factors such as team morale, personal developments, life cycle cost etc. 

Ego-less teams (self-directed)Just like democratic team structure, this team structure has a definition in which everybody is equal, decisions are made by consensus, and the team works together to achieve a common goal. This team can produce creative solutions since group members spontaneously get together to solve problems when they arise. This type of team structure is well suited to difficult projects with many technical challenges and it is recommended that every must communicate with one another. This team depends on the personalities of the individuals and it may run into trouble if personal conflicts arise. 

In project development, delegation is important so much that there should also be a leader to manage the team and keeping the project in the right order. A good delegation will allow the team to learn the expertise of a project leader, and this will give them the opportunity to grow towards their potential. It may be difficult to delegate tasks but in today’s business environment, learning to delegate projects is especially important as people are challenged every day to do more. When someone is the project leader, delegation is important as it will make the difference of the success and outcome of the project. To employ a project leader the organisation should beforehand know if this person has the right qualifications and skills to manage a project and be able to take full responsibility.

Teams should also be aware of their roles and how they should contribute to the project. Having a good balance of roles and skills is important and they must be able to work well together. In the 1970s, Dr Meredith Belbin observed teams with a view to finding out where and how the differences in working with teams come about. He and his research team wanted to control the dynamics of teams to discover if – and how – problems could be prevented or avoided. As research progressed the research revealed that the difference between the success and failure of the team do not depend on the factors such as skills and intellect but more on behaviour. The research team began to identify separate clusters of behaviour, each of which formed distinct group contribution or “team roles”. A team role is defined as has the “tendency to behave, contribute and interrelate with each other in a particular way”. There are nine overall identified distinct psychological roles that members of the team can adopt. Although most people have one or two dominant preferred roles, many have more of the balance between roles preferences, and most of the team can switch between roles when necessary.

The Nine Team Roles

The first Team Role to be identified was the “Plant”. The role was so-called because one such individual was “planted” in each team. They tended to be highly creative and good at solving problems in unconventional ways.

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 dispassionate 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.

Teamworkers 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. 

Finally, in this project, there are only a number of team members who will organize a conference that will be held in 2011. There are a number of team members involved and there is a Project Leader who will take responsibility and also has an authority in the group. Because it is not a large team and the task are already allocated to the members, the team structure I feel is best for this project are the Democratic Team and Ego-less Team Structures. Both these team structures are practically the same in some aspects. There will be a leader who will be in-charge to monitor the members’ progress and guide them along the way. The members should be able to communicate their opinions and ideas freely and decisions are made by the agreement of all. Good teamwork will make a huge difference of the success and failure of the project.

http://pmgroup7.wikispaces.com/Team+Structures

ere can be advantages and disadvantages in involving teams of people in decision making. Some advantages include; accumulating more knowledge, taking a broader perspective and gaining support by letting individuals participate in the process.Some of the disadvantages in group decision making include often a slower time to get a decision, a necessity for compromise which results in a less than optimal outcome and the potential for an individual or clique to dominate the group, negating its original benefit.

One difficult decision in itself for a manager or business owner is determining when to engage a group, and the extent to engage a group to help make a decision or whether to go alone and make a decision individually.As the advantages and disadvantages can be different for different situations, there are tools available to assist you in determining, if, when and how to make group decisions.One such tool is the Vroom-Jago decision model.  The model begins by analysing individual

situations with questions including; As the leader, do you have enough information of your own to make a good decision? Is the problem structured in that it is clearly defined, organised and has recognised solutions? Do the members of the group have to accept this decision for it to work? If you make this decision yourself, are you sure the group will accept it? Are the group members aligned with the same goals that you are trying to achieve? Is disagreement likely among group members in reaching a decision?

If it is determined that a group decision is the preferred option, some simple guidelines for the decision making process can help as follows;

Develop a clear understanding of the problem and the need for a decision Develop a clear understanding of the requirements for an effective choice Thoroughly and accurately assess all the positive qualities of alternative solutions Thoroughly and accurately assess all the negative qualities of alternative solutions

Although group decision making can be effective, it can also have disadvantages such as; Social pressure. The pressure to conform to the group can have adverse effects on the

creativity of the individual group member. Domination by a vocal few. Group members may be ignored and outspoken by members who

speak the loudest and longest. Goal displacement. The primary objective of making a sound decision may be affected by a

member's personal considerations such as winning an argument, or getting back at another group member.

Groupthink. Groupthink occurs when group members try to minimise conflict and want to remain within the comfort zone of the group's consensus thinking. Creativity and independent thinking are usually the first things to be sacrificed, resulting in poor quality decisions.

In the workplace, conflict is inevitable, usually occurring when one party perceives that their interests are being opposed or negatively affected by another party. Conflict can produce either a positive or negative outcome. By being able to identify potential conflict before it arises and knowing how to effectively manage it, you will be able to help your staff increase the chances of turning conflict into a positive outcome. There are two types of conflict, functional and dysfunctional.Functional conflicts

Functional conflicts are constructive, support your company's goals, and improve performance. It generally involves people who are genuinely interested in solving a problem and are willing to listen to one another.Stimulating functional conflict is a great way to improve your team's performance and generate new ideas. It involves getting your team to either defend or criticise ideas based on relevant facts rather than on the basis of personal preference or political interests.There are two widely accepted techniques for doing this: devil's advocacy and the dialectic method.Devil's advocacyThis method involves assigning a team member the role of a critic. This person should always question and critique any ideas that your team may have, usually resulting in critical thinking and reality testing. However, it is recommended that this role gets rotated amongst your team to avoid any particular person from developing a strictly negative reputation.Dialectic methodThis approach involves facilitating a structured debate of opposing views prior to making a decision. By hearing the pros and cons of all the different ideas, your team will have greater success in making sound decisions. However, it should be noted that a major drawback of this

 method is that the emphasis to win a debate often clouds the issue at hand.Dysfunctional conflictsDysfunctional conflicts on the other hand, consist of disputes and disagreements that hinder your company's performance. This generally involves people who are unwilling to work together to solve a problem and is often personal.When dysfunctional conflicts arise in the workplace, there are various methods for dealing with it, including: integrating, obliging, dominating, avoiding, and compromising.IntegratingThis method is also known as problem solving and generally involves encouraging opposing parties to confront an issue and cooperatively identify the problem, generate alternative solutions and select the most appropriate solution. Misunderstandings and similar disputes can often be resolved using this method. ObligingThis occurs when a person neglects their own concern in order to satisfy the concern of the opposing party. A characteristic of this conflict management style includes playing down differences while emphasising on commonalities.DominatingAlso referred to as forcing, people that adopt this approach often have an "I win, you lose" mentality. Dominating relies on formal authority to force compliance and is generally appropriate when unpopular but necessary solutions are implemented.AvoidingThis involves either passive withdrawal from the problem or active suppression of the issue.  It is generally appropriate for trivial issues or when the negative effects of confrontation outweigh the benefits of resolving the conflict.CompromisingThis is a give-and-take approach for resolving dysfunctional conflicts and is particularly useful when the parties involved possess equal power.

The following are some examples of situations that can produce either functional or dysfunctional

conflict: Incompatible personalities Overlapping or unclear job boundaries Competition for limited resources Inadequate communication Interdependent tasks Unreasonable rules Unreasonable deadlines or extreme time pressure Collective decision making (the greater the number of people participating in a decision, the

greater the potential for conflict) Decision making by consensus Unresolved or suppressed conflicts

As a leader or manager, you should be continually aware of staff interactions within the workplace. As such, you should carefully observe and react appropriately to these early warning signs as they have the potential to lead to major conflict, reduce morale, motivation and cause business inefficiency. more

Models of Decision-making

Decision-making Styles

Group Decision-making

Types of Conflict

Managing ConflictConflict in the workplace can arise in many different forms, however, the three most common are personality conflicts, intergroup conflict, and cross-cultural conflict. By understanding the causes of these conflicts, you will have a greater chance of successfully managing and reducing their negative impacts on your employees.Personality conflictsPersonality conflicts can be defined as interpersonal opposition based on personal dislike and/or disagreement.[1] It can arise from something trivial or major, such as an employee not liking another based on their dress sense, work ethic, attitude, or communication style etc. As minor as it seems, if personality conflicts are not dealt with from the beginning, they can have serious effects on employee morale and significantly hinder team performance. Therefore, as a leader or manager, it is crucial that you carefully select your team not only based on their ability, but also consider their compatibility and commitment to your company's work culture.Another common cause of personality conflict is incivility. Examples include the use of vulgar language in the workplace, or not cleaning up after using shared facilities. To combat this sort of behaviour, some organisations have resorted to workplace etiquette training for their employees.

However, as a leader or manager, you will have to lead by example and act as caring and courteous role models if that is what is expected from your employees.Traditionally, personality conflicts were either ignored or a party to the conflict would lose their job. However, this may lead to discrimination lawsuits so there are more effective ways for dealing with personality conflicts. The following are some suggestions for dealing with such

conflict: Investigate and document the conflict. Attempt informal dispute resolution and encourage the parties involved to work out their

differences in a constructive and positive manner. Avoid dragging other team members into the conflict. Do not take sides. Seek help from human resource specialists or professional counsellors if you are still unable to

resolve the issue.Intergroup conflictIntergroup conflict generally arises when there are conflicts of interests within competing groups within an organisation. It is often the result of group cohesiveness, which is the "we feeling" that binds group members together. Although a certain level of cohesiveness is essential for an effective team, too much can also generate adverse effects, including:

Members of in-groups view themselves as a collection of unique individuals, while they stereotype members of other groups as being all alike.

In-group members perceive themselves in a positive manner and as politically correct, while other group members are negative and immoral.

In-groups view outsiders as threats.Some other common causes of intergroup conflict include:

High levels of conflict within a group, often leading to conflict amongst other groups Negative interactions between groups as a whole or individuals Third parties engaging in negative gossip about a group

As intergroup conflict can seriously hinder your organisation's performance and productivity, there are certain things you can do to prevent or minimise intergroup conflict which include:

Providing team building exercises to reduce conflict within a group and prepare them for working with other groups

Encouraging friendships and good working relationships amongst different groups Appropriately dealing with negative gossip as soon as they arise

Cross-cultural conflict

Cross-cultural conflict can be defined as conflict between individuals or groups that are separated by cultural boundaries. In today's workplace, the ability to deal with people from different

cultures is absolutely critical in order to achieve succes s.The main cause of cross-cultural conflict is miscommunication. For example, if you have employees from high-context cultures, such as Japan, China, Mexico and Arabic nations, you may find that they heavily rely on nonverbal communication to get their message across. In contrast, people from low-context cultures such as Australia, North America, Germany and Switzerland, usually prefer to use verbal and written communication to convey their message.To avoid misinterpretation and misunderstanding with your employees, you should have a good understanding of key differences within different cultures. However, you should not stereotype a person based on their cultural background as you may often find that some people are able to easily adapt to their surroundings.As cross-cultural conflict can have major impacts on the productivity of your team, you should always be proactive. Some of the ways to build cross-cultural relationships include:

Being a good listener Being sensitive to the needs of others Being cooperative, rather than overly competitive Compromising rather than dominate Regularly engaging in conversations to build relationships Being compassionate and understanding

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