Developing, Managing and Leading Individuals and Teams to Achieve Success

DEVELOPING,
MANAGING AND
LEADING INDIVIDUALS
AND TEAMS TO ACHIEVE
SUCCESS

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
LO1..................................................................................................................................................3
1.1 Theoretical models developing, managing and leading teams..............................................3
1.2 Practical approaches to effective management and leadership..............................................4
1.3 Strategies of managing team .................................................................................................4
1.4 Approaches to respond to challenges of managing teams.....................................................5
LO2..................................................................................................................................................6
2.1 Techniques for assesing current and future team capabilities ..............................................6
2.2 Process of recruiting team members .....................................................................................6
2.3 Factors which impact on selection of learning and development activities...........................7
2.4 Use of coaching and models to support team development...................................................7
LO3..................................................................................................................................................8
3.1 Methods to monitor and manage team performance .............................................................8
3.2Good practice to supporting high performance teams ...........................................................9
3.3 Motivational Techniques ......................................................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................10

INTRODUCTION
Management and leadership skills refers to skils which are used to organise employees to
reach towards common and shared goals of the company. It refers to motivating individuals to
complete to complete a series of challenging task which guide towards success of the company.it
is one of the many soft skills that are highly valued by employer and employees. Marks and
Spencer is a major British multinational retailer with its headquarters in Londo, England that
specialises and master in selling home, food, clothing and various other products and services
which are mostly under its own label. Present report will brief on managing, developing and
leading teams, approaches to achieve balance of sills and experiences in teams, and various
techniques for leading individuals and team to achieve success.
MAIN BODY
LO1
1.1 Theoretical models developing, managing and leading teams
A group is collection of individuals who co-ordinate their individual efforts. On other
side team is a group of people in Marks and spencer who share with common team purpose and
meeting challenging goals who are mutually committed for same and fot each team member
(Correia, 2017). This could be understand better with
Tuckman's model of group development- It includes stages
Forming- It states that team members are polite and positive. It is the stage where team members
roles and responsibilities are not clear, it is stage which last for some time as people start to make
efforts to get to know there colleagues.
Storming- This stage push against the boundaries established in forming stage, it relates to
confilcts between employees due to different working styles which may cause unforseen
problems such as worload, stress which may be frustrating .
Norming- It is the satge when people start resolving there conflicts, appreciate efforts of others
peers and respect authority as a leader in Marks and Spencer. Employees socialise with each
other and began to help other with there problems which comes in way of compelting task and
job, also by oproviding constructive feedbacks (Natvig, Stark, 2016).
Performing- This stage states to employees performing hard to achieve success of company. As a
leader one should focus on delegating much of work and focus on developing team members.

Adjourning- it relates disbanding of projects as they lst for specific period of time, which may be
difficult as team members has developed close relationship with each other by working together
on a project.
The Tuck man model is being significant as it helps in recognising that team does not
start off fully functioning and formed. It is being suggested that groups develop by clearly
defined stages, which is being by creation as teams of individuals to task focused and cohesive
teams. Disadvantage is It is being stated that it was being created for group that are beings
small, and at that time distributed groups were not in existence and not able to working together
as frequently and easily as they are in modern times.
Belbin theory of team development – it includes 9 stages
The monitor evaluator- They make decisions on basis of rational thinking and facts as opposed to
instinct and emotions. They are critical thinker and excel at strategic planning.
The specialist- These are team members who are experts in specific fields. They have strong in
depth knowledge and perform well as and when required.
The plant- These are creative and free thinkers who suggest innovative ideas and new ways of
doing things and produce ideas which are being original.
The shapers- These are extroverts who tend to push themselves and motivate and inspire others
to achieve the goals and results.
The implementers- These are organisers who like to structure with their environment and
maintain discipline and order.
The completer- This are also known a finishers and are introvert individual who leads with
providing quality work during key stages of project .
The coordinator- These are mature individual who have excellent communication and
interpersonal skills. They are normally in management position (Lynch, Lynch, Clemens, 2018).
Team workers- This are normally extroverts with friendly and mild dispositions. They tend to be
positive listeners and leads to coordinate efforts to team units.
Resource investigators- These are individuals who are being extroverts and who have talent for
networking. They are enthusiastic and positive individual who explore new opportunities and
investigate with new development