Types of Teamwork Activities
· Paper-based A. Disaster A1.Seminar: to outline roles and responsibilities as well as the procedure involved A2.Table Top: involves smaller teams. Great for testing incident plans because they highlight any weakness in major incident. B. Logistics Logistics is the procedure of managing and keeping track of supplies needed of a project. · Activity-based a. physical training helps to promote effective team work b. teambuilding can bring together in turn enhances efficacy c. military / emergency exercise is a test of responses to the real life situations · Work-related a. Achieving objectives: specific goals set the organization b. Planning and achieving a project: The teams are responsible for developing a strategy and monitoring system to achieve the goals |
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Roles in a Team
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Benefits and importance of team work
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What a team needs
Types of teams Formal . set up by organizations . formed to carry out Task . they have a clear objective to work to with clear structure Informal . formed on their own . come up with own ideas . less structure . still has goals but less definite Temporary . set up for short timeline . has very specific task for EG solve a problem that is specifically assigned to the team. . EG a disaster rescue team Project . very like temporary team . made up of specialists and a project manager . EG. a project in the fire service to check on fire safety standard. Permanent .set up for long period of time .consist of the same members for years at a time . the team members know each other |
Belbin's View on Team Roles
· Build a perfect team out of the imperfect team.
· Address the problem
· 9 team roles type
· Each type has a typical behavioural strength and a characteristic weakness.
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· Build a perfect team out of the imperfect team.
· Address the problem
· 9 team roles type
· Each type has a typical behavioural strength and a characteristic weakness.
·
![Picture](/uploads/5/1/0/7/5107664/1422493872.png)
Peter Honey's View on Team Roles
LEADER; ensure that team objectives are clear and makes sure that everyone takes part
CHALLENGER; questions quality/effectiveness of the team and makes improvements for better results.
DOER; makes the team get on with the task and are practical
THINKER; gives the group ideas and finds pros and cons of the ideas as well as improvements
SUPPORTERS; eases tension and maintains team harmony
LEADER; ensure that team objectives are clear and makes sure that everyone takes part
CHALLENGER; questions quality/effectiveness of the team and makes improvements for better results.
DOER; makes the team get on with the task and are practical
THINKER; gives the group ideas and finds pros and cons of the ideas as well as improvements
SUPPORTERS; eases tension and maintains team harmony
Types of Teams in the Public Services
· Divisional; groups within public service e.g. police services
· Departmental; similar to a division e.g. police air support unit.
· Sectional; same likes division eg mounted section .
· Geographical; a team organized in a specific area eg Thames valley police.
· Multi-disciplinary; a team in which people are assigned to task based on their expertise eg FBI
· Regiment; it is a military unit made up of member of the armed service commanded by a colonel. The regiment can consist of two units; the first is non- operational team, which does administration duties and the second unit is combat arm.
· Brigade; armed forces composed of battalions and regiments working together. It is also smaller then a division. The brigade usually is applied to fire fighting service.
· Force; usually apply to Police force.
· Multi-agency/services teams; it is when different public services work together like police and army working together in a particular task.
· Specialist teams; teams who have the role that is specialised e.g. police dog team
· Search and Rescue; they are search and rescue operations and usually consist of specialist teams e.g. like the government flying service HK in air-sea rescue team.
· Project teams; they are teams that come together to complete a significant task.
· Emergency services; teams that only response to different types of emergency like health or ambulance service.
· Divisional; groups within public service e.g. police services
· Departmental; similar to a division e.g. police air support unit.
· Sectional; same likes division eg mounted section .
· Geographical; a team organized in a specific area eg Thames valley police.
· Multi-disciplinary; a team in which people are assigned to task based on their expertise eg FBI
· Regiment; it is a military unit made up of member of the armed service commanded by a colonel. The regiment can consist of two units; the first is non- operational team, which does administration duties and the second unit is combat arm.
· Brigade; armed forces composed of battalions and regiments working together. It is also smaller then a division. The brigade usually is applied to fire fighting service.
· Force; usually apply to Police force.
· Multi-agency/services teams; it is when different public services work together like police and army working together in a particular task.
· Specialist teams; teams who have the role that is specialised e.g. police dog team
· Search and Rescue; they are search and rescue operations and usually consist of specialist teams e.g. like the government flying service HK in air-sea rescue team.
· Project teams; they are teams that come together to complete a significant task.
· Emergency services; teams that only response to different types of emergency like health or ambulance service.
![Picture](/uploads/5/1/0/7/5107664/6778239_orig.png)
How team-building activities are conducted in the Uniformed Public Services to develop an effective team
· Recruitment; This is the key aspect of building a successful team. The team will need to look at
o What the position entails
o What skills, experience does the person have
o What roles are there to be fulfilled in a team e.g. police ranks or operational units position
o Diversity of skills, experience and background
· The recruitment can be internal or external. The internal recruitment saves time in training, resources and the expectation is more in line with the team. The external recruitment allows more diversity and can help bring in people's new skills.
· Induction; It is the process when the new recruit joining the team. This is to introduce the organisation's policy and procedures. There usually is a period to see if the new joiner has working well. This is called probationary period.
· Motivation; The team are rewarded such as a pay rise or promotion and also punishment, demotion or reprimand.
· Training; to ensure that staffs are up to date in the latest knowledge e.g. legal or tactical knowledge.
· Coaching; to ensure that works skills and effectiveness are improved.
· Mentoring; experienced staff give their knowledge and expertise along with advice to junior members.
· Team Knowledge; is critical because you are trying to use the strengths and weakness to assign team roles and responsibilities effectively.
· Awareness of team member's strengths; it helps us to identify the role of the person in order to allocate the tasks.
· Awareness of team member's weaknesses; it helps to identify the possible obstacles to a team's performance.
The common obstacle could be
- roles that are not clear in lead to miscommunication
- lack of support team can low morale.
- lack of objective
- losing focus of the task
- poor relationship among members lead to poor communication
- lack of skills so can not do the job or understand it.
- have hidden agendas and hidden interest can create conflict.
- low standard of work
- no motivation
· Awareness of team member's sensitivities
· taking account of differences of team member eg culture sensitivity in order to prevent the offending as well as to supporting all team members to achieve the team's objectives.
· Team Development; is the process of becoming a team, which follows Tuckman's 5 stages of theory of team development.
The stages are
· Stage 1;forming
Forming is basically is the team is formed and everything looks up to the leader for guidance and direction.
· Stage 2; storming
Storming is where members struggle for power and relationship begun to form.
· Stage 3;norming
This is a much calmer stage. There is usually a clear augment along a consensus and challenges to leaders authority are few.
· Stage 4;performing
The well-oiled machine gets into action and the team works towards goals positively. There is no conflict and all members supporting each other.
· Stage 5;adjourning
The team moves on to new projects. The original team is disbanded and is recognized for member’s contribution.
![Picture](/uploads/5/1/0/7/5107664/9097373_orig.png)
How team performance is evaluated in the Uniform Public Services
· Performance indicators
· is set to measure the objective and if the team have achieved it or not.
· Target setting
· Target setting is that smart targets. These targets are
· Specific: what needs to be achieved
· Measurable: when they want to achieve
· Achievable: The target needs to be realistic and too easy or hard.
· Realistic: The target is genuinely in control
· Time related: Clear deadline for completion of the task
· Monitoring team performance is when the team monitored by using target setting and performance indicators.
· Review is assessment of the team performance against the assigned criteria or target objectivise
· Performance against targets
· The objective of the review is to analysis the of the teams performance against the criteria
· Support and development of team members
· The various methods of monitoring will used to identify strengths and weakness and judge if he/she is suitable for promotion.
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How Team Building leads to Team Cohesion
· It is the process of bonding to encourage strong team spirit.
· The factors are clear vision, purpose of the team, role satisfaction and clear objectives; positive and cooperative work environment and relationship between members.
· Definition of team goals
· A team must have clear set of objectivise
· Group Conflict (actual, potential)
· There is always room for a potential conflict. It is unavoidable. But it sometimes helps in achieving goals as it allows team to polish plans. It is better to confront head on then doing nothing. The good thing about solving conflict is that it strengthens the relationship between members and increase self awareness.
· Group Turnover
· It is a good thing if it is low turnover because the team members already know each other and their strengths and weakness. However, the turnover can be benefited as it can bring fresh blood in.
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· Opportunities for Career progression
· People often work well together if there is a rewarding system. It helps to motive individual members contributions
· Recognition of Contributions
· No one likes to be ignored. People get upset when their ideas are ignored and they cannot play a big role in the team. When they are recognized, they feel the drive to better themselves and this improves performance and contributes more to the team.
HOW TEAMS ARE DEVELOPED TO RELEVANT THEORIES ON PARTICULAR TUCKMAN AND SOCIOGRAMS
![Picture](/uploads/5/1/0/7/5107664/4777628_orig.jpg)
HOW TEAMS ARE DEVELOPED TO RELEVANT THEORIES ON PARTICULAR TUCKMAN AND SOCIOGRAMS
Tuckman theory can be applied to develop teams because of its five stages of making a team. Each stage builds on the previous stage; these are forming, storming, norming, performing and adjourning.
Each of these steps leads to the performance of the team. It is important not to skip each stage.
o Forming is to set objective and aims and sort out the role of who is going to do what.
o Storming is sharing ideas and it is when the team states its clear objective and grievance.
o Norming is when the team role and responsibilities are established and the team express more spirit and commitment.
o Performing is when the team members work together and they support each other.
o Adjourning is when the task is completed and the team moves on. The leader needs to be very sensitive to the team members in terms of helping them returning to their various departments. It is also a time for promotion and recognition.
The process repeats with every new mission.
Tuckman theory can be applied to develop teams because of its five stages of making a team. Each stage builds on the previous stage; these are forming, storming, norming, performing and adjourning.
Each of these steps leads to the performance of the team. It is important not to skip each stage.
o Forming is to set objective and aims and sort out the role of who is going to do what.
o Storming is sharing ideas and it is when the team states its clear objective and grievance.
o Norming is when the team role and responsibilities are established and the team express more spirit and commitment.
o Performing is when the team members work together and they support each other.
o Adjourning is when the task is completed and the team moves on. The leader needs to be very sensitive to the team members in terms of helping them returning to their various departments. It is also a time for promotion and recognition.
The process repeats with every new mission.
Sociogram
The above sociogram represents the relationship between members of the team in a scenario that involves an accident. It is a social link that is either one way or two ways between the team members with the ambulance as the central focus. The ambulance communicates with patient, family, hospital, police and medical specialist. The double arrows (pointing to both parties) represent the consent flow of communication between the team members while a single arrow (pointing to one party) would show that they are only communicating to one party.
This sociogram shows a sense of how the team develop and how people react or relate to other people. If one party were absent, it would effect how they can work as a team and the teams cohesion would be lowered.
The above sociogram represents the relationship between members of the team in a scenario that involves an accident. It is a social link that is either one way or two ways between the team members with the ambulance as the central focus. The ambulance communicates with patient, family, hospital, police and medical specialist. The double arrows (pointing to both parties) represent the consent flow of communication between the team members while a single arrow (pointing to one party) would show that they are only communicating to one party.
This sociogram shows a sense of how the team develop and how people react or relate to other people. If one party were absent, it would effect how they can work as a team and the teams cohesion would be lowered.
![Picture](/uploads/5/1/0/7/5107664/2790868_orig.png)
Scenario: A proposal to teambuilding activities
I feel that more money is needed to improve teamwork. This is because team work is vital and I feel that without the teamwork, complex manoeuvre could not be performed. This needed in public servicers. Also it needed to have an efficiency officer corps which in turn leads to increased efficiency on the public service as a whole.
Team cohesion in real life example
link : http://www.heraldscotland.com/news/home-news/firefighters-rescue-swan-that-got-stuck-up-a-tree.1424959498
The team had high cohesion and good discipline without devised from the objective. They prepared their water safety gear and used a short extension ladder to rescue the trapped bird. They also used a rope pulley system. In addition, they cooperated with the SPCA and a veterinary hospital.
The leader role would be to advise the team and to ensure that the mission of the rescue team is successful and coordinated with various services. In this scenario, the"performing stage" of Tuckman model sums up the team because the members are knowledgeable and competent. They can function as unit and can get the job done effectively. Team cohesion is important because it allows orders to be passed clearly and they get the right equipment and contact the relevant authorities.
http://www.reuters.com/article/2014/09/28/us-hongkong-china-idUSKCN0HN03Q20140928
The police team cohesion from this riot was medium because they maintained a strong force did not sacifrice a lot of mass. They were also able to remain in formation. However, they did not achieving objectives if removing demonstrations because it along drew in more people , escalated situation and stiffened protesters resolved.
What they should have done differently is that they should ask the chief executive to come out and calm thing down. They should have used kettling method to coordinate the area.
The leader of this police force would be in the commending offices role. They would directly commend and ensure that the team members would carry the task out.
In Tuckman’s theory, I think the police were in the "norming" stage because they had received their order and know what the roles would be which were to disperse the crowd.
How personal organization and communication skills could contribute to developing a cohesive team?
Personal organization helps to contribute to developing a cohesive team because it helps in selecting the team and also allows a clear structure which is needed for orders to flow clearly. eg when fire-fighters had to rescue the swan as per the above case study.
The communication skills are also vital in holding a team together; for example, in the below news,
Revealed: how police lost control of summer riots in first crucial 48 hours
(http://www.theguardian.com/uk/2011/dec/03/police-summer-riots-hours)
The leaked report says the officers had to use own phones as equipment shortages led to chaos in forces' response.
This demonstrated lack of planning and organization for this type of situation. It effects the team and the mission because it means that officers can not have a clear understanding of situation or vision. So, it hindered in archiving the objectives which was time-consuming in calming down the riots and arrested a lot of people.
Below is the example of how personal organization helps to contribute to developing a cohesive team; An unexploded shell was found in a park in Scotland. This demonstrated good organization by cordoning off the area and getting a military explosives team to do the disarming. The cordoning contributed to allow them to conduct their operation with no unauthorised personal around and to minimize casualties if it went off.
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I feel that more money is needed to improve teamwork. This is because team work is vital and I feel that without the teamwork, complex manoeuvre could not be performed. This needed in public servicers. Also it needed to have an efficiency officer corps which in turn leads to increased efficiency on the public service as a whole.
Team cohesion in real life example
link : http://www.heraldscotland.com/news/home-news/firefighters-rescue-swan-that-got-stuck-up-a-tree.1424959498
The team had high cohesion and good discipline without devised from the objective. They prepared their water safety gear and used a short extension ladder to rescue the trapped bird. They also used a rope pulley system. In addition, they cooperated with the SPCA and a veterinary hospital.
The leader role would be to advise the team and to ensure that the mission of the rescue team is successful and coordinated with various services. In this scenario, the"performing stage" of Tuckman model sums up the team because the members are knowledgeable and competent. They can function as unit and can get the job done effectively. Team cohesion is important because it allows orders to be passed clearly and they get the right equipment and contact the relevant authorities.
http://www.reuters.com/article/2014/09/28/us-hongkong-china-idUSKCN0HN03Q20140928
The police team cohesion from this riot was medium because they maintained a strong force did not sacifrice a lot of mass. They were also able to remain in formation. However, they did not achieving objectives if removing demonstrations because it along drew in more people , escalated situation and stiffened protesters resolved.
What they should have done differently is that they should ask the chief executive to come out and calm thing down. They should have used kettling method to coordinate the area.
The leader of this police force would be in the commending offices role. They would directly commend and ensure that the team members would carry the task out.
In Tuckman’s theory, I think the police were in the "norming" stage because they had received their order and know what the roles would be which were to disperse the crowd.
How personal organization and communication skills could contribute to developing a cohesive team?
Personal organization helps to contribute to developing a cohesive team because it helps in selecting the team and also allows a clear structure which is needed for orders to flow clearly. eg when fire-fighters had to rescue the swan as per the above case study.
The communication skills are also vital in holding a team together; for example, in the below news,
Revealed: how police lost control of summer riots in first crucial 48 hours
(http://www.theguardian.com/uk/2011/dec/03/police-summer-riots-hours)
The leaked report says the officers had to use own phones as equipment shortages led to chaos in forces' response.
This demonstrated lack of planning and organization for this type of situation. It effects the team and the mission because it means that officers can not have a clear understanding of situation or vision. So, it hindered in archiving the objectives which was time-consuming in calming down the riots and arrested a lot of people.
Below is the example of how personal organization helps to contribute to developing a cohesive team; An unexploded shell was found in a park in Scotland. This demonstrated good organization by cordoning off the area and getting a military explosives team to do the disarming. The cordoning contributed to allow them to conduct their operation with no unauthorised personal around and to minimize casualties if it went off.
__