Qualifi Level 4 Diploma in Business Management Report Analysis

This report provides a comprehensive analysis of teamwork and motivation within a business management context. It begins by identifying key attributes of successful teams, such as interdependence, interpersonal skills, and open communication, and then explores various theoretical models used to evaluate team development, including Tuckman's model and the GRPI model. The report further assesses motivational factors affecting teams, examining both content and process theories, with a focus on Maslow's Hierarchy of Needs. It then evaluates relevant motivational theories, such as the process theory, to understand how these factors influence team dynamics and performance. The report concludes with a discussion on setting team objectives and producing recommendations to improve team performance, providing practical insights for effective team management and organizational success. The report is based on the Qualifi Level 4 Diploma in Business Management.

QUALIFI LEVEL 4 DIPLOMA IN BUSINESS MANAGEMENT

Table of Contents
1.0 INTRODUCTION.........................................................................................................................2
Question 1.........................................................................................................................................3
1.1 Identify the attributes of a successful team............................................................................3
1.2 Review theoretical models and approaches used to evaluate teams.......................................5
1.2.1 Forming...................................................................................................................................5
1.2.2 Storming..................................................................................................................................5
1.2.3 Norming...................................................................................................................................5
1.2.4 Performing..............................................................................................................................6
1.2.5 Adjourning..............................................................................................................................6
Question 2.........................................................................................................................................8
2.1 Assess motivational factors affecting different teams..................................................................8
2.2 Evaluate relevant theory............................................................................................................10
Question 3.......................................................................................................................................12
3.1 Identify different approaches to setting team objectives and evaluating team performance.......12
3.2 Produce recommendations on how to improve team performance.............................................14
CONCLUSION..............................................................................................................................15
REFERENCES..............................................................................................................................16
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1.0 INTRODUCTION
Teamwork is defined as a joint initiative that empowers individuals to produce remarkable
outcomes Scarnati (2001, p. 5). Organizational success is based on effective teamwork but,
bringing a group of highly-skilled individuals together is not sufficient for teams to be
effective. Rather, team members need to be able to work well together in order for the team
to successfully achieve its purposes. The principle of group development and teamwork is
rapidly gaining significance in today's competitive world, when every organization is fighting
to obtain the greatest position in the market. Individual decision making has been pushed to
the background, paving the way for a team management approach to issue solving and
decision making, which has proven to be beneficial to businesses. Because this method helps
both the organization and the individual employee, it has been quickly embraced by
enterprises. The goal of this report is to study the factors of effective teamwork as well as
their impact on organizational performance.
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Question 1
1.1 Identify the attributes of a successful team.
Team refers to when two or more team members work together to complete a job (Yeatts &
Hyten, 1998). The dedication is the most important aspect of teamwork. It is regarded as the
most effective secret that successful organizational teams throughout the world use to
accomplish their objectives (Martin, 2006, p.271). There are numerous characteristics of
successful teams and they are listed in the above table:
Table 1.1.1 Attributes of successful team
Key Attributes Descriptions
Interdependence  Employees rely on one another for accurate
information, meeting deadlines, and working in a
non-hostile atmosphere (Smith,1996).
 Interdependence must be a business's foundation
if collaboration, transparency, and team
cohesiveness are to prosper.
 Synergy emerges as a result, enhancing and
strengthening team success (Francis & Young,
1979)
Interpersonal Skills  Recognize own and other team members' roles,
and acknowledge others for their efforts.
 Build a sense of trust and respect (Critchley &
Casey, 1989) and communicate openly on
progress whether negative or positive
 Respect the confidentiality of any provided
information and all parties' agreements.
Appropriate team composition  Team composition and efficacy, or a team's belief
in its capacity to accomplish certain tasks,
impacts team performance (Bandura, 1982;
Stajkovic, Lee, & Nyberg, 2009).
 The members' duties and responsibilities will be
determined by the team's composition.
Commitment to team success  Team members' dedication to understand and
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and shared goals empathize with one another's aspirations will help
in achieving a shared goal
 When team members see their work in the
perspective of the team's strategy, they become
more dedicated to the team's success and have
common goal (Kets De Vries, 1999) and less
concerned with short-term problems.
Commitment to team process,
leadership and accountability
 Members of a team who are committed
comprehend and agree to support the team's
suggestions and choices.
 Commitment enables the team to create at the
highest, most productive levels, as it is built on
the basic behaviours of team performance,
vulnerability-based trust and healthy conflict.
 Members have personal responsibility,
accountable of their shared of work and can take
decisions by consensus
Open communication and
positive feedback
 This guarantees that information is flowing into
the team at all times.
 Though feedback, it will ensure that team will
actively seek for methods to enhance and alter
their performance in order to achieve more
success (Critchley & Casey, 1986).
 It helps in active listening and open dialogues for
communication (Kets De Vries, 1999)
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1.2 Review theoretical models and approaches used to evaluate teams.
Organizational structures differ from one to the next. As a result, the use of a certain model
can play a significant role in the organization of such activities. There are several materials in
the research that discuss groups and their evolution.
Tuckman's model was one of the most often used. The model's primary focus is on group
performance in two dimensions: interpersonal connections and work performance
(Bonebright, 2010). The model has five stages as follows:
Figure 1.2.1 Tuckman and Jensen (1977) revised model of group development
Source: https://www.accipio.com/eleadership/mod/wiki/view.php?id=1693
1.2.1 Forming
The first stage, participants' interpersonal skills are developed, their actions are measured,
and their leadership abilities are encouraged. It also encourages them to mingle with other
members, get to know one another, and introduce themselves to newcomers. This stage is
crucial is due to the fact that it may either lead to success and harmony among team members
or it can lead to failure to reach the intended conclusion of the negotiation.
1.2.2 Storming
Storming is a term used to describe actions that serve as a kind of resistance to group
influence and work constraints. In this stage, personalities may clash. For example, conflicts
over how to perform a task may arise, and issues about group leaders' authority may be
raised. Conflict and division around interpersonal challenges define the second stage of the
process, which is accompanied by emotional responses in the task environment.
1.2.3 Norming
In this stage, there is less disagreement and a greater refinement of thoughts and ideas. That's
where the group members' synergy and harmony flourish. It is both acceptable and desirable
to express critical feedback. Members begin to feel like they are part of a team and may enjoy
the improved group cohesion. Team members are becoming more supportive of their co-
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workers, understanding that the diversity of viewpoints and experiences strengthens the team
and enriches the outcome.
1.2.4 Performing
This is the stage where individuals become engaged about helping each other win and close
the agreement. Members of the group attempt to accept each other's ideas and perspectives.
Everyone's attention is directed on reaching the ultimate goal. Because structural problems
have been addressed, the framework can now support task performance.
1.2.5 Adjourning
Adjourning entails breakup. It implies the conclusion of duties, the fulfilment of
responsibilities, and the lessening of reliance (Forsyth, 1990: 77). The focus of this stage is
on the team's development. After attaining the intended aims and objectives, things are
moved on to the next level.
1.2.2 GRPI Model
Another model is the GRPI model which stands for Goals, Roles, Procedures and
Interpersonal Relationships. The GRPI model can assist team members reconnect with a
shared purpose and realign with what's most important if they lost directions.
Figure1.2.2 The GRPI model of team effectiveness (Rubin, Plovnik & Fry, 1977)
Team Development – As a result of this team development, their mutual contact will
improve, their commitment to one another will grow, and personal connections will become
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more joyful. The growth of a team as a whole is an iterative process that begins with a solid
foundation.
This is precisely what the GRPI Model aspires to achieve. It all starts with figuring out what
the team or department's aim is.
Goals - A team and an individual's goals provide direction. A shared goal, knowing who you
are and where you want to go, is the first step in every successful enterprise. The goals must
provide specific criteria for assessing progress toward achieving the objectives. The team can
stay focused by assessing progress, giving them a sense of accomplishment while also
encouraging them to keep going.
Roles - Each team member should have a clear image of who is doing what, who is
responsible for what, and what their authority entails in order for the team to work. They
must be aware of, agree to, and happy with their duties and obligations, as well as
individually and collectively accountable. In this regard, it is critical that team members work
together to achieve their objectives as efficiently as feasible. This is the foundation of a well-
defined procedure for addressing, clarifying, and resolving problems.
Procedures – This implies well defined procedures and how to get things done. Many factors
are involved in the process, including decision-making, communication, conflict resolution,
and problem-solving. Clear and regular communication, of dealing openly with unavoidable
disagreement, and efficient methods for collective decision-making
Interpersonal relationships - The members of a team must establish trust and respect in
order for the team to be effective. Improving interpersonal connections may take various
forms, ranging from smiling at someone to listening intently, asking for advice, and giving
praises. They should maintain open lines of communication in which everyone listens and
provides constructive criticism.
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Question 2
2.1 Assess motivational factors affecting different teams.
Motivation refers to meeting the requirements or expectations of individual employees in
order to achieve the organization's major goals. Motivating a group is more difficult than
inspiring a single person. Therefore, the motivational theories are a guide to help
management that drive employee motivation high enough to motivate people to perform at a
high level in order to survive in an ever-increasingly competitive environment. The main
motivation theories are:
 Content Theory
 Process Theory
 Maslow’s Hierarchy of needs
Content Theory
The needs that motivate behaviours are the focus of content theories of motivation also
known as needs theories. Individuals are driven by the need to satisfy their basic demands.
Those needs try to define the specific problems that drive a person's motivation at work. It
focus on assessing people's needs and relative strengths, as well as the goals they want to
achieve in order to fulfil these demands.
Process Theory
Process theories on the other hand investigate how and when behaviour happens. Its goal is to
uncover the psychological origins of these actions, with characteristics emphasizing how
people make decisions in this process (Semerci, 2005, s. 22).
Maslow’s Hierarchy of needs
Maslow presented a theory that identified five hierarchical needs that might be applied to the
performance of an organization and its workforce (Gordon, 1965). Figure 2.1, illustrates
Maslow's hierarchy of needs.
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Figure 2.1
Maslow Hierarchy
of needs
i. Psychological needs
These include the contribution of bonuses and salaries and recognition of their
performance to further reward their achievements. These additional benefits might
encourage an individual to seek new possibilities to develop himself and, as a result,
increase his performance at work. It can also help him build a better career path for
future improvement (McNamara, 2005).
ii. Safety needs
This relates to the requirement for a safe and secure working environment devoid of
risks and hazards. The argument is that workers who work in a safe atmosphere
execute their tasks without fear of being hurt.
iii. Needs for love, affection and belongingness
Employees crave for social needs, and it is the job of organizational culture to develop
the norms and values that top management will focus on when preparing for the
organization's smooth operation, with employee relationships being one of the major
areas that human resource must enhance (Storey, 1992). Managers may foster an
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environment that encourages employees to work together and respect each other.
Interpersonal effectiveness will improve as a result of this.
iv. Esteem Needs
It involves the need for self-respect and other people's acceptance. Workplace
development, cross-training, and special tasks are all common ways to make work
more enjoyable. Furthermore, letting employees to participate in operational decision-
making is an effective way to satisfy an employee's esteem requirements.
v. Self-Actualisation
Employees that have achieved self-actualization are more engaged in personal growth
and development. He may seek a difficult work, the chance to enhance his education,
more autonomy from supervision, or the ability to create his own methods for
achieving corporate goals.
2.2 Evaluate relevant theory.
Employee motivation is the subject of several theories. A handful of the most prevalent are
listed here in brief.
Process theory
Process theories have a distinct advantage over other motivation theories in that they give a
more thorough account of the systems that underpin motivation. To take an illustration,
process theories have allowed human resource managers to examine job motivation under the
microscope, according to Jex (2002). Process theories assist managers understand the choices
and decisions that workers make during this process, rather than merely knowing that an
employee would work hard to meet an esteem demand. As a result, process theories have
greatly aided managers' understanding of employee motivation. Process theories are also
more clearly compatible with the belief that people can select and act in their own best
interests.
Maslow Theory
A person's conduct might be influenced by several needs. One of your team members, for
example, may be actively seeking promotion since it would result in a greater compensation
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(physiological need). However, the promotion can also help with self-esteem and self-
actualization. Despite the fact that the demands are stated as hierarchical, the theory's practice
is not. Understanding and applying the Maslow Theory of Motivation is a valuable tool for
project managers. It may assist in both keeping a team engaged and correcting motivational
challenges. As a result, when such needs become emphasized, performance in that
organization will increase (Maslow, 1954).
Content Theory
According to Aswathappa (2005), content theories are highly effective if a company wishes
to understand what individuals' specific needs are and then create chances (rewards) to meet
those needs, motivating people to join, work hard for, and stay with the organization. Because
they include motivation in a broader sense, content theories are more beneficial for
constructing a thorough picture of job motivation. The content theories of motivation give
more insight into the aspects that impact employee work satisfaction.
According to me, Maslow’s Hierarchy of needs is most suited as the needs of each individual
change with time, thus, an employer may apply the hierarchy at any moment to figure out
what will motivate an employee.
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