Report: Developing and Managing High-Performing Teams in the Workplace

This report provides a comprehensive overview of team management, starting with the definition of an effective team and its key features. It explores different models linking individual roles to team performance, including Tuckman's team development theory and Belbin's team roles. The report delves into the stages of team development, barriers to success, and the impact of group norms. It differentiates between beneficial and destructive conflicts, offering methods for conflict resolution and establishing trust within a team. Furthermore, the report examines strategies for promoting a shared vision, encouraging knowledge sharing, and implementing a no-blame culture. It concludes by discussing various leadership and management styles, providing a holistic understanding of effective team development and management practices.

Understand how to manage a team

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
1.1 Define the key features of effective team performance........................................................3
1.2. Comparing the models that used to link individual roles and developing with team
performance.................................................................................................................................4
2.1. Analysing the stages of team development..........................................................................5
2.2. The barriers to success of the team and the solution to overcome the barriers....................6
2.3. Analysing the effect of group norms on team development................................................6
2.4. Difference between beneficial conflict and destructive conflict.........................................7
2.5. Different methods of dealing with conflicts in a team.........................................................7
2.6. Comparing methods of developing and establishing trust within the team.........................7
3.1. Evaluating the ways of promotional shared vision within a team.......................................8
3.2. Approaches that encourage sharing of skills and knowledge between team members.......8
4.1. Defining the meaning of no-blame culture..........................................................................9
4.2. evaluating the benefits of No-blame culture........................................................................9
4.3. how system and processes can be used to support no blame culture..................................9
4.4. Describe the strategies for managing risk with no blame culture......................................10
5.1 The different style of leadership and management.............................................................10
CONCLUSION..............................................................................................................................11

INTRODUCTION
An effective team is very important in carry out the objectives and goals of the team. For
a team to be successful it is important for all team members to give their best performance. This
report will help in understanding the ways to develop and manage a team. The report will help in
understanding the features and different models of group performance. Further, the report will
discuss different stages of team development and the barriers and conflict in team development.
The report will also discuss the method of dealing with conflict building trust and accountability.
The report will later discuss the method of promoting vision, skills and knowledges in team
members. the report will also discuss about no-blame culture in team and benefit of it.
Furthermore, the report will discuss different style of leadership and management.
MAIN BODY
1.1 Define the key features of effective team performance.
A team is a group of more than two people who are come together in order to perform a
job, task or to solve a critical problem (Mitchell and Golden, 2012). An effective team is formed
by the positive leadership. An effective team will always work with coordination in order to
attain a common goal. Following are the features of an effective team.
 An effective team will have a mutually agreed goals and objectives. All the team
remember have a clear picture of their goals to be achieved.
 An effective team will have a good balance of persons who posses different skills,
experiences, qualification.
 The key important features of an effective team the positive communication between the
team members and with the leader (Truijen and et.al., 2013).
 The team is instructed and supervised by an effective leader.
 The team member express themselves openly and trust each other. The team members
listen to other' s opinion.

1.2. Comparing the models that used to link individual roles and developing with team
performance.
Team role is the tendency of behaviour in a team. With the better performance of team
team, each team member has clear about their responsibility in team. There are different models
that will help in understanding the individual roles in developing team performance.
Tuck man's team work theory:
This models explains that with the development of the team and its process, the
relationship between the team members also increases. It gives different roles and
responsibilities to each team members (Fransen, Weinberger and Kirschner, 2013). Following
are the different stages in tuck-man's team development:
Forming: the team members are gathered. The process of task is planned under the guidance of
leader. The team members are unaware about the goals and objectives of team.
Storming: Relation among the team member start developing. They have to face various
challenges about the process and decisions taken. This is the stage where there is high risk for the
conflict. This can result in loss of performance.
Norming: team members started coordinating with each other, effective communication are
built. Basic rules are formed and responsibility of task are assigned to each other (Mathieu and
et.al., 2015).
Performing: This is the final stage where team has full focused both on the task as well as on
the team relation. Performance is delivered efficiently.
There is another theory which helped in understanding the individual role in team
performance.
Bel-bin Team Roles:
This theory explained that there are nine cluster of individual behaviour in a team which
are called team roles. Each team needs to access the nine team role behaviour in order to increase
the increase the performance of the team (André, Baldoquín and Acuña, 2011). According to this
theory the nine cluster of team roles are:
 The resource investigator

 The team worker
 The co-ordinator
 The plant
 The monitor evaluator
 the specialist
 The shaper of team
 The implementer
 The completer finisher
2.1. Analysing the stages of team development.
There are five stages in team development that are being discussed in Tuck man's team
development theory. They are:
Forming: This is the first stage where team members first meet each other. The leaders
introduced them to each other. The team members are unaware about the goals and objectives of
the team. This stage requires high guidance from the leader.
Storming: The team member shares ideas and opinion on the purposes of the task and roles. this
is the very crucial stage as the there is high risk of conflict between the team members over the
difference in opinion and roles (Colombini and McBride, 2012). The relation can be built and
broken in this stage. Th leader has to effectively manage the team.
Norming:in this stage the team members begun to work effectively. They started coordinating
with each other. Effective communication is there, team members started discussing over the
process. The team can take decisions without the support of leaders.
Performing: This is the final stage where, the team performance is on high level. The team
members are focused on achieving the target and goal of the team. The team members are built
effective communication and trust on each other.

2.2. The barriers to success of the team and the solution to overcome the barriers.
There many barriers which hampers the successful team development. It can also affect
the performance of the individual team members and the quality productivity of the team.
Followings are the barriers for success of team:
Lack of communication: lack of communication can result in toxic foe the team performance.
The members who have no effective communications suffers with poor performance. leader
should be able to identify the communication level and take effective measures like daily
meetings formal or informal will help in overcoming this barriers.
Planning for team: The team with the poor communications also suffers from effective
planning for the team (Hillson and Murray-Webster, 2017). The conflicts and lack of trust on
each other hinder the process of making effective planning for team. The team leader should
preplanned about the roles, process and task that to be assigned. The leader should manage the
conflict amongst them so that effective decision can be taken.
Unclear goals: a team is created in order to achieve goals within the workplace. These goals can
be for a specific project. When goals are not communicated to the team members clearly. The
team cannot work properly as they are unaware what they are doing for. The leader should
clearly picture the target and goals that needs to be achieved.
2.3. Analysing the effect of group norms on team development.
Group norms are the basic guidelines and the code of conduct that helps in performing
group activity and operations effectively. These norms are formed by the group members
informally as they understand the behaviour of the group members and their behaviour. Types of
group norms are as follows:
Behaviour norms: this defines the guidelines of the members day to day behaviour. It includes
punctuality, completing task within a time frame. This norms expect some professionalism from
the members. It helps in increasing their focus towards their goals.. Lack of professionalism can
affect their performance and overall productivity of team.
Work Norms: It helps in regulating the performance and productivity of an individual team
members (Williams, 2011). Works norms set a standard of productivity that helps the team
leader to evaluate the good performer and lower performer. It helps in enhancing the

performance of the team members. These work norms are includes loyalty toward job,
relationship between members and with the leaders etc.
2.4. Difference between beneficial conflict and destructive conflict.
The differences between beneficial and destructive conflicts are:
Beneficial conflict Destructive conflict
Beneficial conflict help in increasing different
ideas and views of the team members.
It hinders the performance of the group
member
It helps in increasing the productivity and
morale of the team members.
It leads to decrease the morale of the group
members.
This is win-win situation as both the parties in
conflict will get benefit.
This will create a frustration as demands of
both the parties do not get fulfilled.
There is honest communication between the
members and have respect for their opinion.
There is no honest communication and often
reject the solution of others.
2.5. Different methods of dealing with conflicts in a team.
There are many responses to conflict within a team. Some of the methods of dealing with
conflicts in a team are:
 Paying careful attention to the other person's concern. It will create a positive
professional culture and healthier relationship.
 Conflict can be avoided by following the proper hierarchy.
 A leader should take disciplinary or corrective action for avoiding and dealing by proper
communicating to the employees to improve the conduct and performance.
 Leaders should list out the reason or facts and assumptions of the arguments. Examining
the information in group helps in preventing the arguments.
 Effective listening of each parties perception on conflicts.
2.6. Comparing methods of developing and establishing trust within the team.
As according to the Thomas, K. W. and Ra-him, the five conflicts management styles are:

 Accommodating: This approach is effective when the other party in conflict is expert or
has a better solution. This approach demands high degree of cooperation.
 Avoiding: It is simply avoiding the situation that may result in conflict. This approach
works when the issue is sensitive, and there is no chance of winning. It is also effective
when conflict can leads to high cost.
 Collaborating: in this approach both the parties in conflicts unites to achieve the goals of
both. It can be effective in complex scenario (5 Conflict Management Styles at a Glance,
2018). It involves re-framing of the challenge and listen to every others ideas.
 Competing: this approach is also called win-lose situation. In this approach the party
don't want to cooperate, this is effective when there is an emergency and no time to take
the conflict further.
 Compromising: it is lose-lose situation where no side achieve from the conflict what
they want. It is appropriate for the situation where, temporary solution is required.
3.1. Evaluating the ways of promotional shared vision within a team.
Successfully communicating the vision to the team members helps in providing the
encouragements for the team member to accomplish big. The ways through which the team
vision can be promoted is:
 The leader should be clear about the vision, what should be achieved. The vision should
be visible to the team member. A clear vision will team member to understand what the
objectives are that has to be achieved.
 The vision should set the bar high, so that the employees improve and increase their
performance in order to achieve the vision.
 There should be a specific purpose that required in order to achieve the vision of the team
(Rahim, 2017). The team should know what was the benefits of achieving the vision, it
will help to give them a purpose.
 Effective communication to share the vision should be there, each team member should
know the vision of their team, so that they can work to achieve it.

3.2. Approaches that encourage sharing of skills and knowledge between team members.
The approaches that encourages sharing of skills and knowledgewith the team mebers
are:
 The team members can be encouraged, when the leader will start sharing hid skills and
knowledge. As knowledge sharing stated from the top, the team members will not feel
that they are giving their competitive edge to others.
 Leader can encourage them by providing guidance to share their skills through designing
documents templates that can be used to enter information at the knowledgable base
(Levi, 2015).
 Team members will start motivating each other and share their knowledge and skills once
they formed an effective professional relationship. Leader should take initiative in
building relationship in team.
4.1. Defining the meaning of no-blame culture.
The culture that is built on the positive belief that the team members are fully
participating in the high performance team, and have no intention of doing low quality of job. In
no-blame culture team members are encouraged to speak openly about their problems and
mistakes. It encouraged the team members to be honest and open about their problems. No
blame culture focuses on the future and allows the team members to grow and learn from the
mistakes.
4.2. evaluating the benefits of No-blame culture.
The benefits of the no-blame culture are:
 it helps in building a cooperative team
 It gives positive feeling to the team member that his problems and mistakes are being
listened.
 It creates a positive and safe working environment (Roueche, Baker III and Rose, 2014).
 It helps in in increasing the motivation in the team members and helps in retain them.
 It helps in allowing the open discussion and disclosure of the problem and mistakes.

4.3. how system and processes can be used to support no blame culture.
The process that can be used to support no blame culture in team are as follows:
 Different strategies should be made by leaders to encourage the team members to speak
openly about the problem in order to resolve it.
 The team leader should focus on finding the ways to solve the issue and problem rather
than blaming the person responsible (Douglas, 2013).
 There should be an effective and systematic approach in the team for the problem solving
in team.
 The behavioural norms should be implemented properly which help in increasing the
communication.
4.4. Describe the strategies for managing risk with no blame culture.
The leader should identify the risk that are associated with the no blame culture. Through
an effective no-blame culture, the leader can know about the problems in the team and in
working condition. The leader has to done a risk-assessment in order to evaluate the risk that can
be happened with the problems, and issues. The leaders should provide proper training to the
team members in order to avoids the mistakes. And can increase the performances of the team
members. Management system and approaches should be implemented in order to encourage
positive team working.
5.1 The different style of leadership and management.
Most leaders generally stick to one style of leadership. But with different situations
arising in the team , a leader has to change his approaches or style. Following the different
leadership style of leaders for effective management of team:
 Directive: the leaders in this style has to instruct his team and establishing performance
objectives. And adept at providing skills to clarify their responsibility.
 Supportive: the leader has to show concern for team members and support them. The
leader treat them with dignity and respect (Gorini, Miglioretti and Pravettoni, 2012).
 Participative: in this style, the leader also participate in the task and decision making
process. The leader try to know the view and ideas of team member in this style.

 Achievement oriented: the leaders always encourage the team to perform better, he
makes them believe that they potential to perform and achieve the team goals and
objectives.
CONCLUSION
By summing up the above report, it can be concluded that team development and
management is very important in order to increase the productivity. The present report has
discussed about the attributes of effective team performance. The report has concluded the stages
, barriers and conflicts in team development. The report has also concluded about the method of
dealing with conflicts. Further, the report has evaluates the promotion of shared purposes within
the team. The report has concluded about no-blame culture in team.

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