Management of Team: Building, Conflicts, and Resolution

This report examines the concept of management of team, including building a team, emergence of conflicts, resolution of conflicts, skills and knowledge sharing, and benefits of no blame culture. It also covers risk management, diverse styles of management and leadership, and reflection on own management and leadership style.

TOPIC

Table of Contents

INTRODUCTION
A team is a group of individuals who work together in a unified manner for the
achievement of a common goal (Soni, 2020). Management of team is an important process for
each and every company that operates as a part of the economy. The organisation selected for
carrying out this project is Domiciliary Care Services (UK) Limited. This is an organisation
which provides domiciliary care services to users within the bounds of United Kingdom. The
current project seeks to examine the concept of management of team which includes the ways of
building a team, emergence of conflicts and resolution of these conflicts. In addition to this, it
comprises of approaches which stimulate skills and knowledge sharing between the team
members. Besides this, overview and benefits of no blame culture are included within the report.
Further, strategies for risk management in no blame culture along with the distinction between
diverse styles of management and leadership is covered. At the end, reflection is given in relation
to adjustments to own management and leadership style for aligning oneself to the various
situations that arise in the entity.
1.1 Define the key features of effective team performance
There are various key features which define effective team performance within an
organisation. The most important among these is acknowledged to be collaboration which allows
the team members to work as a unified unit in order to achieve the common goal. In addition to
this, cohesive environment, maintenance of respect and dignity towards each other, maintenance
of competence in execution of the business performance, delegation of authority, timely
accomplishment of set targets, continuous professional development, are some of the other
features which lay down the foundation to facilitation of effective team performance within an
organisation (Basso and et. al., 2020). The management within Domiciliary Care Services (UK)
Limited seeks to make sure that the team of social workers within the entity possess these
features so that they can yield high output which can be deemed to be effective team
performance. As a result of this, the organisation as a whole is able to provide high quality
domiciliary services to people pertinent to United Kingdom.
1.2 Compare the models used to link individual roles and development with team performance
There are various models which are put to use by an organisation for the purpose of
linking individuals and their development to team performance. Such models are acknowledged
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to be Syer and Connolly cycle of developing team working skills, Tuckman’s team dynamics and
Belbin’s team roles (Keszler and et. al., 2020). These are briefly described as follows:-
Syer and Connolly Cycle: As per this, team members need to be aware about each other
and their differences by way of provision of descriptive feedbacks. This can be done within
probation meeting, supervision and appraisal (Basso and et. al., 2020).
Tuckman Team Dynamics: This is a 5 phased model which provides assistance in
development of team by introducing the members to one another, getting engaged in productive
conflicts, performing and then dissolving the team.
Belbin's Team Roles: This is a model which is put to use by companies like Domiciliary
Care Services (UK) Limited for assigning roles to members within a team in accordance with
their traits and characteristics (Kwiatkowski, 2019).
2.1 Analyse the stages of team development
As per the Tuckman's Model of team development, it has been identified that there are
mainly 5 stages of team development. These are explained and analysed in context of launch of a
new service by Domiciliary Care Services (UK) Limited as follows:-
Forming: In the first phase, the team members of Domiciliary Care Services (UK)
Limited are introduced by the leader of the team so as to build coalition. Hereby, the goal is also
communicated to the team.
Storming: Hereby, the members within Domiciliary Care Services (UK) Limited start
conversations with each other in order to know about each other in a detailed manner.
Norming: This stage marks the emergence of productive conflicts between the members
in relation to service development in order to arrive at the best possible solution (Martsinkovska,
2020).
Performing: Hereby, the actual performance by the team members within Domiciliary
Care Services (UK) Limited takes place which ensures that the new service is developed, and is
at the commercialisation stage.
Adjourning: This stage witnessed with the disbursement of team and the individuals
getting back to their routine work in Domiciliary Care Services (UK) Limited.
2.2 Identify barriers to success and how these can be overcome
There are various barriers which may affect the success while operating within teams.
These barriers can be acknowledged to be style of communication, level of training, level of
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competence of teams, experience of team members to conduct business tasks, funds, changes
roles and responsibilities, interpersonal conflicts, etc. In response to these barriers, there are
various ways by way of which these can be duly resolved (Pereyra-Talamantes and et. al., 2020).
The first way thus acknowledged to be usage of a communication style which ensures that the
information is clear to all. Another way is to make sure that there is enough availability of
resources within the organisation like financial, technological, human and physical. Further,
training should be provided by the organisation to employees at regular intervals of time in order
to make sure that employees have knowledge of their roles and the organisational goal. Yet
another way is to arrange workshops whereby the importance of effectively collaborating for the
purpose of facilitating team work, is given (Kong, Bai and Kong, 2019). This will motivate the
employees of Domiciliary Care Services (UK) Limited to work in a productive manner and
ensure that the team goal is achieve within the predefined course of time.
2.3 Analyse the effect group norms may have on team development
There are various kinds of group norms while working within the teams in the
organisational premises. In this relation, group norms are identified to be group size, social
psychology, group status in group, personality traits, perception, behavioural conduct, work load,
beneficial conflict, destructive conflict, personality clashes, expectation, etc. In this relation, it is
identified that these group norms may impact upon the team development and team behaviour in
a positive or negative way depending upon a number of aspects such as nature of the company,
scale of the organisation, type of business operations, and many more.
2.4 Differentiate between beneficial conflict and destructive conflict in teams
The destructive and beneficial conflict in an organisation is basically differentiated based
on the outcomes of both of these conflicts. Conflict can be defined as a disagreement between
two or more parties due to some reason.
It is often assumed that conflicts are something negative because it consumes times as
well as efforts of people. Constructive conflict refers to a situation in which both the parties
comes up with a solution to the conflict which is bringing benefit to both parties. The
communication taking place in such conflicts is also considered to be true and honest. It is a win-
win situation for both the parties (Tang, Zhao and Yu, 2020). For example in Domiciliary Care
Services (UK) Limited the healthcare worker have argument about innovation to be brought in
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they are debating on favour and against it. The manager can effectively use points of both the
parties to take decision regarding new innovation.
On the other hand destructive conflict is one in which the negative feelings such as anger,
frustration are more involved. In this the results are never positive for both the parties it can
either destroy both or at least one party involved in conflict. They do not communicate openly
and honestly as well. If in Domiciliary Care Services (UK) Limited people are against the policy
which is bought in by new administration this might lead to loss of time and efforts and no
results can be generated from it then.
2.5 Evaluate methods of dealing with conflict within a team
There are basically five methods which can be used in order to effectively deal with
conflicts that are mentioned below: Accommodation: It is a lose or win situation in which one party can give-up themselves.
They think its best to save relationship rather than getting into an argument. Avoidance: It is a losing situation for both the parties where no attention is paid on any of
the two by the manager and the conflict is left as it is without any solution. Compromise: It is a win -lose situation in which manager convinces one party to agree to
the term of others. The result is short term in compromise. Competition: This is a situation of win or lose. In it one party is attempting to win due to
which other looses. When manager is not sure about how to solve conflicts they arrange a
challenge and the winning party is ultimately the winner of conflict.
 Collaboration: This is a win – win for both the parties that are involved in conflicts. The
manager in the Domiciliary Care Services (UK) Limited will make sure that both the
parties that are involved in conflict are listening to each other and the problem is solved
in such a way that it wont occur in long time.
2.6 Compare methods of developing and establishing trust and accountability within a team
There are a number of ways with the help of which trust and accountability in a team can
be built. Below mentioned are those methods:
 It is necessary to make sure that all the duties, roles and responsibilities to team members
are divided equally. Over burdening someone with work while others in team take rest is
wrong.
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 It is necessary that while appointing employees in the company the point of view of
employee is kept in mind. Their expectations, behaviour culture is necessary to make sure
that accountability and trust can be drawn in between employees.
 It is necessary to continue with an effective follow through programs. Any deviation can
be corrected with the help of it and employees can effectively trust and build
accountability while working in a team.
While making efforts in order to develop accountability and trusts in team it is necessary
for leader to take the decisions. However there are other ways in which leaders can delegate the
tasks and take opinions from employees on how various steps should be taken in order to
develop these. Asking employees will automatically develop trust in
3.1 Evaluate ways of promoting a shared vision within a team
In order to promote a shared vision within the team following steps can be followed in
the Domiciliary Care Services (UK) Limited:
 It is necessary that all the individuals in a team are allotted some time to work together.
This time will benefit them by getting involved in thought process of each other.
 It is required by everyone in team to get prepared beforehand itself. This will help all the
members in team to put forward their opinion about their vision and they can
collaboratively work on a common goal or vision effectively.
 The manager in a team can also take personal time with all those in team who are
disagreeing on a common vision. It is important to understand the point of view of
everyone before deciding on a single vision. This might help avoiding any
misunderstanding or conflict that might arise in future.
 Once everyone in team is sure about the vision it is necessary to effectively communicate
the vision. This will help in setting up shared vision in a team.
3.2 Review approaches that encourage sharing of skills and knowledge between team members
There are a number of ways with the help of which all the employees in a team can be
encouraged to share their knowledge and skills with each other. Some of them are mentioned
below:
 Regular meetings and gatherings can be organised formally as well as informally. It will
help in effectively building relationship between employees. Once they are well aware
about each other they can effectively share skills and knowledge with each other.
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 Mentorship programmes could be organised in which employees with more skill and
knowledge can effectively train others. In this way every employee can effectively
demonstrate their skill and also distribute the knowledge about it with others.
 Sharing knowledge between employees can be incentivised which will easily promote
sharing knowledge and skills in between employees. It is a smart way to drive employees
to share their knowledge and skills by providing them some benefits and incentives for it.
 It is necessary that communication barriers in company should be removed. It is
important that constant communication in the Domiciliary Care Services is easy. Once
employees are free to communicate effectively with each other the sharing of knowledge
as well as skills in between employees can also be increased then.
4.1 Define the meaning of a no blame culture
Organisations have ample number of jobs functions, operations, activities etc. It is
important to carry out them in proper manner so that work is done in most efficient manner. NO
blame culture is defined as culture in which every personnel wants to participate in positive and
highly effective team & no one wants to work with poor performing team. Firms with no blame
culture allows their subordinates to enjoy freedom of expression. Moreover, they freely talked
about their progress, experience, problems without any fear. Whenever any issue occurs during
the progress or in between the work they brainstorming sessions and group discussions are
created to create ideas to solve problem. In relevance with chosen entity, they also no blame
examine their firm through which they are able to examine the employees enthusiastic nature
towards their work and role. It is analysed that in this type of culture, strategies and other
activities are also carried out to reduce the work load of management. Therefore, it is duty of
manager to make ensure that correct subordinates are chosen for high performance team and job
role. This will leads to increase in productivity of overall management and work will be done
within a period of time.
4.2 Evaluate the benefits of a no blame culture
No blame culture is most beneficial for organisation because it provide helps firm to
identify the traits, skills and knowledge of employee at work place. It is necessary to make
decisions in effective manner so that objectives are achieved in proper way.
Thus there are various benefits of this culture which are explained below-
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 Learning environment- When this culture is carried out at work place, both reactive as
well as proactive activities are performed with aim of elimination of several challenges
or issues.
 Act as motivator approach- Another benefit is that this motivates other subordinates in
entity to work harder to participate in high performing team with aim to get recognition.
 Increase productivity- This also increase productivity of both participated and non -
participative employees which leads to rise in positive competition at workplace.
Through this, it is easier enhance overall work efficiency of workers in management.
After a brief analysis of above matter, it is seen that no blame culture is crucial to be
recognized so that it become easy to encourage employees within the organisation,. Moreover,
HR of entity need to be aware about such culture so that policies, procedures and other activities
are carried out accordingly.
4.3 Describe how systems and processes can be used to support a no blame culture
The systems and procedures within an organisation provide due assistance in supporting
the facilitation of a no blame culture. In this regard, the main systems and procedures are
acknowledged to be clear communication of processes within the team, establishment of line of
accountability as well as management, measures in concern with quality assurance, risk
assessment, provision of training, creation of positive workplace environment. Some other ways
are to hold meeting within the confines of Domiciliary Care Services (UK) Limited at regular
intervals of time. With the help of these, the respective domiciliary services organisation can
make sure that a no blame culture is developed within the entity. As a result of this, the members
will focus upon resolving the issue rather than blaming each other for an issue.
4.4 Describe strategies for managing risks associated with a no blame culture
There are various forms of strategies which are related with No blame culture and are
mentioned below-
 Follow Procedures- This culture is beneficial for organisation but also have risk
associated with it. So, by carrying out the work, workforce according t the procedures
chances of risk will be eliminated.
 Reporting- Another strategy is that reporting is to be done in standardized way. All the
necessary information should be accessed and stored in report. Through this, it will be
easier to manage risks during the work environment.
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 Incident investigation- Then further step is to overview the actions which are to be
undertaken and also roles as well as responsibilities are to be assigned with people who
are in charge.
 Continuous improvement- No blame culture is implemented effectively by continuous
improvement in identified errors. By carrying out continuous improvement properly, it is
possible to remove errors. For example- In context of chosen entity, they require highly
effective team who are able to complete the given task in period of time.
 Corrective actions- In this, correct measures are being adopted to prevent from
uncertain happening or occur problem during the process. To do this, personal protective
equipment is being used with appropriate manner.
5.1 Compare different styles of leadership and management
Leadership style Management style
 Directing- In this, leaders guides and
directs their employees regarding their
work and responsibilities.
 Autocratic style- In this, it comprises
of top down approach in which there is
only one way of communication form
superiors to subordinates.
 Supportive- It is a style in which
leader is supportive in nature and
includes its followers in decision
making.
 Collaborative- This management style
depicts that staff or employees are
ready to take risk and are responsible
for their own problems and issues
which solve in effective manner.
Thus, after analysing the above specified matter it is seen that both are adopted by
organisation depending upon their requirement and leaders or managers choice. So, it is duty of
manager to make assure correct style is adopted for implementation of tactics.
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5.2 Reflect on adjustments to own leadership and management style that may be required in
different circumstances
Leadership and management style both are required by organisation depending upon
situations or events. It is important to be aware about when and how to use which type of style.
For example- selected firm adopts the supportive leadership style when employees put more
effort but do not accept the new change in work environment. Whereas in situation when there is
need of control and objectives are to be achieved they prefer autocratic management style.
Therefore, it is crucial for every entity to use them in most efficient manner so that
decision-making is carried out accordingly. Moreover, is necessary in these styles so that when
critical circumstances arises, it is easy to face them with correct measures. This assist entity in
managing individual in firm and implementing strategy.
CONCLUSION
On the basis of above discussion, it is concluded that every organisation is composed of
different types of teams. It is important for the company to effectively manage these teams in
order to make sure that the goal and objectives are achieved in a timely manner. It is identified
that collaboration, working for unified goal, regards and dignity, comprehensibility of role and
responsibilities are some of the key features of an effective team performance. For the purpose of
team development, Tuckman Team Development Theory is executed by companies which
consists of 5 main stages named forming, norming, storming, performing and adjourning. The
different kinds of group norms like social psychology, group status, personality traits, conflicts
and rivalry are the key norms which tend to affect the team as well as its performance. In
addition to this, it has been comprehended that no blame culture should be facilitated within the
bounds of an organisation in order to make sure that efforts are taken to resolve the errors and
not to put blame on one another. Besides this, it has been acknowledged that quality assurance
measures, provision of incentive, risk assessment, training, etc. are some of the systems or
strategies for promotion of no blame culture.
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