RBM5004 - Leading & Managing Teams: Developing High-Performance Teams

This report examines the development of high-performance teams, focusing on key strategies and models. It begins by comparing Tuckman's Team Development Model with Charrier's 'Cog's Ladder' theory, highlighting their similarities and differences. The report then compares Belbin's Team Roles theory with the Margerison-McCann Team Performance Index. Furthermore, the report discusses the impact of motivation and emotional intelligence on team performance, using academic theories and models to support the analysis. The report uses examples of effective team working to illustrate key points, emphasizing the importance of emotional intelligence components such as self-awareness, self-management, social awareness, and relationship management, as well as motivational factors based on Maslow's hierarchy of needs. The goal is to provide insights into how organizations can improve team performance by addressing both emotional and motivational aspects.

How to develop High
Performance Teams

Table of Contents
INTRODUCTION......................................................................................................................3
MAIN BODY.............................................................................................................................3
Compare and contrast Tuckman’s Team development model with Charrier’s ‘Cog’s
Ladder’ theory on Team development. Highlight the key similarities and differences
between the models................................................................................................................3
Compare and contrast Belbin’s Team Roles theory with the Margerison-McCann Team
Performance Index (sometimes known as the ‘Work Wheel’ model). As with section 2,
you should highlight the key similarities and differences between each of these models.....4
An explanation of the impact of Motivation and Emotional Intelligence and how the use of
each factor may influence and support the successful development of Team Performance.
You must make use of academic theories and models available in each of these factors to
support your discussion. Where appropriate, you should also provide relevant examples of
effective team working in operation to support your explanation of key points...................5
CONCLUSION..........................................................................................................................7
REFERENCES...........................................................................................................................8

INTRODUCTION
High performance is generally determined as completion of work by employees in an
effective as well as efficient manner. For instance, Motivation and emotional intelligence are
major practises taken into consideration in order to ensure effective high-performance
management. Motivation is determined as encouraging employees or workforce towards
initiation of efforts with best of their potential in carrying out business operations and
activities. This report assessment will be comprised of essential and insightful knowledge of
determined topic or subject matter. Furthermore, it will be presenting comparison between
various different theories and models related to high performance management (Cauwelier,
2019).
MAIN BODY
Compare and contrast Tuckman’s Team development model with Charrier’s ‘Cog’s Ladder’
theory on Team development. Highlight the key similarities and differences between
the models
Tuckman’s team development model
This determined model is based upon team development which determines that as the team
develops a leader changes its leadership style and relationship establishes in a workplace. For
instance, respective model is comprised of four major steps or stages including Forming,
Storming, Norming, and Performing. In addition to that, all these determined steps are stages
facilitating development of an efficient and effective team which could be engaged in
carrying out business operations and activities.
Charrier Cog’s ladder theory
This particular model or theory represent a formation of team or group according to their
behaviour. For instance, the name cog has been derived through reverse of initials off
representative engaged in introducing this particular theory namely George O. Charrier. In
addition to that, in introducing the theory the author was focused upon how these groups
interacted with each other starting from initial phase to their phase of higher performance.
Similarities in Tuckman and Cog’s Model
The primary and major similarity in both these theories lies in being determined at
team development. For instance, both Tuckman as well as Cog’s model has been introduced
in order to contribute additional values towards effective team development by providing the
with meaningful and necessary knowledge. In addition to that, Cog’s stage namely Why are
we here is quite similar to Tuckman’s forming as it includes interaction and initial phase of
team development. Moreover, each and every succeeding step in these models is similar to
each other which includes slowly and gradually nurturing the whole group towards
development of high-performance teams (MOZ, and KLEINER, 2021).

Cog’s cooperation and Tuckman’s norming stage are similar as both of these theories
determined situation where the team initially starts to develop a bond among each other. For
instance, this stage includes effective coordination and collaboration of team members in
carrying out group activities and practices.
Differences in Tuckman and Cog’s model of team development
In comparison of both these theories or model, there are various differences including
Constructive stage of Cog’s to Norming stage of Tuckman, why we are here and Adjourning,
etc. For instance, there are two distinct stages that the other model or theory does not have. In
addition to that, primary and major of these differences include the way of dealing with the
conflict. Furthermore, Cog’s model determines conflict as situation in which whole team or
group work together as one in coping up with the situation and overcoming through the same.
On the other hand, Tuckman’s model of team development determines that conflict is not
always a negative situation and is inevitable in nature.
Compare and contrast Belbin’s Team Roles theory with the Margerison-McCann Team
Performance Index (sometimes known as the ‘Work Wheel’ model). As with section
2, you should highlight the key similarities and differences between each of these
models.
Belbin’s Team Roles theory
The belbin's team roles theory Is basically based upon defining the roles and
responsibilities there are needed to be occupied buy a team or group in a workplace. For
instance, it includes shaper, coordinator, resource investigator, monitor evaluator, and many
other specified job roles of a team.
Margerison-McCann Team Performance Index
The Margerison-McCann team management profile or index determines that there is a need
for good teamwork in a workplace. For instance, it includes a team management wheel
comprised of various different job roles preferred by individuals in workplace. It includes
report advisor, explorer promoter, conclude a producer, upholder maintainer, and many other
specific job roles.
Similarities in McCann and Belbin’s theory
The primary and major similarity of these determined theories lies in being oriented
and based upon betterment and enhancement of a team with context of a business
organisation. For instance, respective business organisation could use these theories in
managing their teams in workplace with determined job roles that are needed to be focused
upon in order to ensure organisational growth and success. In addition to that, various
different types of job roles in carrying out business operations defined in these theories is
another major similarity in these theories or models.
Differences in McCann and Belbin’s theory

The roles defined in McCann team development wheel are nine in number which is
higher than number of job roles defined in Belbin’s team development theory. For instance,
the primary focus of Belbin’s theory lies in contributing towards connectivity and
interrelation of a team whereas purpose of McCann theory is to ensure high-performance
teamworking (Moura, Dominguez, and Varajão, 2019).
An explanation of the impact of Motivation and Emotional Intelligence and how the use of
each factor may influence and support the successful development of Team
Performance. You must make use of academic theories and models available in each
of these factors to support your discussion. Where appropriate, you should also
provide relevant examples of effective team working in operation to support your
explanation of key points.
Emotional intelligent is the process that used by the companies in order to manage
their work force more effectively and efficiently to influence their Emotion towards the
company functions. In addition to this an effective leader focus on managing its own emotion
as well as recognise and influence the emotion of those around in the workforce. In regard to
this an effective leader Know How to influence there team member performance through
understand their emotional attachment which can trigger them in order to perform more
effective and efficient function.
Emotional intelligent is generally incorporate with 4 theories which are self awareness, self
management social awareness as well as relationship management. Hence in the below
discussion these theories will be derived more effectively in accordance to the respected
company.
Self awareness- Self awareness is the process in which an individual understand its own
strength and weakness as well as assist in recognise their emotions. In addition to this the
mentioned process helps in order to deploy these activities in the organization functions by
addressing the effect of these emotions on team performance. Moreover it essential for an
leader to first understand what they have best in their Personality. Hence the mentioned
process can be employed by deploying the 360 degree feedback in which all the performance
of an individual first evaluate and after that it will match to the others opinion such as boss
and other colleagues. Through such process reliable information could be perceived in
enhancing the organization function (Marín, and Piñeros 2020).
Self management- Self management is the process in which an individual need to manage
their own emotion. In a hectic or complex situation in an organization function. In addition to
this an effective leader always self control their emotions to manage the team productivity in
harder time. Moreover leaders who lack self management tends to face difficulties in keeping
there team working more effectively. Hence it is advisable to perform search activities to
assist in control emotional intelligence more effectively. Hence by developing the positive
working environment as well as breathing techniques can help and in to maintain their
emotional in their control. Furthermore, all of the above discussion could assist the
mentioned organization in order to develop more effective function in there workplace.

Through an effective leader organization can manage their team performance as well as can
develop more effective working criteria that could achieved by them more efficiently.
Social awareness -Social awareness is the process that helps the leader in order to understand
others emotions more efficiently. In addition to this it is more important to understand and
manage your own emotion as well as others team members emotions to deploy more effective
function And an organization workplace. Therefore a leader need to work on their empathy in
Order two excel in social awareness. By communicating with empathy an individual can
better support their team as well as can improved its own performance through the
developing skill.
Relationship management- the mentioned theory refers the ability of an individual to
influence resolve conflicts as well as mentor others towards any specific goal. It assist an
individual in order to recognise the conflict in an organization function as well as address
these issues more effectively in order to enhance company productivity as well as employee
engagement in their operational function. In addition to this the mentioned company follow
such process in their operational functions that assist them in order to have tough
conversations.
From the analysis of above discussion it is clearly stated that emotional intelligence plays one
of the vital role in the organization function. As it developed more productive working
environment image employee engagement are higher as well as conflict were solved more
efficiently (Martínez-Esparza, Vega Celorio, and Rubio-Martínez, 2018).
Motivation theory is a process that helps to understand the person requirement. In addition to
this such insights can be used in order to motivate a person towards achieving a particular
goal more productively. In addition to this by using the maslow’s hierarchy of needs an
organization can understand the human needs by deploying their workflows in 5 categories.
As these categories assist them Towards understanding an individual behaviour.
Maslow’s hierarchy of needs
Psychological needs -The psychological needs in the mentioned segment refer to most basic
human needs. Employees needs these basic amenities in order to perform more effective
function at workplace. Hence an organization need to provide restroom, water facilities,
comfortable working environment to their employees.
Safety -another segment in the hierarchy theory is regard to safety. As employees worry
about their own safety as well as their loved ones from uncertainty. Hence an organization
need to address these concerns by providing them safe living space as well as insurance plans
which can assist in eliminating there safety concern thoughts. Therefore, by prioritizing such
function an organization can enhance employee productivity bye motivating them through
fulfilling such scenario (Wisnioski, and et. al., 2019).

Social needs- The mentioned segment highlight the factor of belongingness. It is important
for an organization to develop such working environment in which an employee feel a sense
of belongingness as well as have effective relationship with managers And other Colleagues.
In order to develop such operation at workplace companies post several social activities and
offers more opportunities for relationship building outside the office. As it helps in enhancing
the employee engagement rates As well as develop work life balance.
Esteem- The mentioned element shows the behaviour of an individual who believes in
contributing more efforts in an organization goals. In addition to this the deployed
contribution need to be recognised is one of the major concern for an employee. Hence the
mentioned company need to offer regular recognition and appreciation for the task that
distributed Within the workforce.
Self actualization -The mentioned hierarchy of needs highlights maximising an individual
potential at work. A person admire that their operational activity helps the organization in
order to enhance their functions. A self-actualised employees feels empowered which assist
them and enhancing their growth and engagement. In addition to this the respected
organisation need to deploy more effective training sessions at workplace that can assist the
employee to enhance their skills and knowledge. By the improvisation in their personal traits
will surely facilitate the organisation to achieve greater team performance (Moreno-
Monsalve, and et. al., 2020).
CONCLUSION
From the above report assessment, it could be concluded that effective high-
performance management plays a crucial role in organisational growth and success. For
instance, it highlights comparison of models and theories introduced related to the determined
topic or subject matter. In addition to that, it includes similarities as well as differences
between these models and theories that further facilitate in effective understanding to the
reader or individual going through the same. Furthermore, it further includes information and
knowledge regarding impact of motivation and emotional intelligence in improvisation and
enhancement of a team in carrying out operations and activities.

REFERENCES
Books and Journals
Cauwelier, P., 2019. Building high-performance teams through action learning. Action
learning: research and practice, 16(1), pp.68-76.
MOZ, E. and KLEINER, B. H., 2021. Motivating high-performance teams. Industrial
Management, 63(2).
Moura, I., Dominguez, C. and Varajão, J., 2019. Information systems project teams: factors
for high performance. Team Performance Management: An International Journal.
Marín, C. and Piñeros, O., 2020, July. Emotional Work, Mental Health and Organizational
Management, Determinants in High Performance Teams. Results in Colombian Companies.
In International Conference on Applied Human Factors and Ergonomics (pp. 643-647).
Springer, Cham.
Martínez-Esparza, C., Vega Celorio, A. M. D. L. and Rubio-Martínez, R., 2018. New
Strategies for Training High-Performance Teams. In Sepsis (pp. 135-150). Springer, New
York, NY.
Wisnioski, and et. al., 2019. 4 Building High-Performance Teams for Collaborative
Innovation.
Moreno-Monsalve, and et. al., 2020. Project Management With High-Performance Work
Teams: Analysis of Generic Competencies That Influence Collective Performance.
In Handbook of Research on Project Management Strategies and Tools for Organizational
Success (pp. 1-18). IGI Global.