Principles of team leading

Transcription

1 Unit 241 Principles f team leading UAN: Level: 2 Credit value: 5 GLH: 37 Relatinship t NOS: Assessment requirements specified by a sectr r regulatry bdy: Aim: R/506/2294 Management & Leadership (2012) Natinal Occupatinal Standards: CFAM&LBA3 Lead yur team All Assessment Criteria must be met and assessed in line with Skills CFA Assessment Strategy. This unit aims t develp knwledge and understanding required t lead a team. Upn cmpletin f this unit, learners will have develped an understanding f key team leading principles, including leadership styles, team dynamics and team mtivatin. Learners will als develp an understanding f techniques used t manage the wrk f teams and the impact f change management within a team. 1. understand leadership styles in rganisatins 1.1 describe characteristics f effective leaders 1.2 describe different leadership styles 1.3 describe ways in which leaders can mtivate their teams 1.4 explain the benefits f effective leadership fr rganisatins 1.1 In rder t be effective and successful, a leader shuld have any number f skills r qualities that ensure he r she is respected by the team as their leader and as smene wh will ensure team tasks are cmpleted n time t the apprpriate standard. Yu are required t describe the principal features f characteristics f effective leaders. 1

2 Leadership styles used by the leader will ften depend upn the team and/r the nature f the wrk, and the three mst recgnisable leadership styles are autcratic, demcratic and laissez-faire. Yu are required t describe the principal features f leadership styles. Herzberg s Mtivatin-Hygiene Thery and Maslw s Hierarchy f Needs are tw imprtant theries f mtivatin that describe hw individuals can be mtivated at wrk. Yu are required t describe ways in which mtivatin thery can be used t mtivate yur teams. Leaders will have respnsibility fr a variety f tasks, such as planning wrk, rganising resurces, making imprvements and cntrlling wrk activities, and maintaining mrale and mtivatin. Yu are required t explain hw ding f these tasks effectively as a leader will benefit the rganisatin. (Yu may wish t prvide examples t illustrate yur answer.) 2. understand team dynamics 2.1 explain the purpse f different types f teams 2.2 describe the stages f team develpment and behaviur 2.3 explain the cncept f team rle thery 2.4 explain hw the principle f team rle thery is used in team building and leadership 2.5 explain typical surces f cnflict within a team and hw they culd be managed. 2.1 Organisatins may use different types f teams, depending n the situatin and the nature f the task. Sme teams may be permanent, thers may be temprary, and the type f team will affect the rganisatin f the team and hw it cmmunicates with ther teams in the rganisatin. Examples include: Functinal teams Crss-functinal teams Self-managed teams Virtual teams Task Frces 2

3 Prject teams Quality Circles Yu are required t explain the purpse f different types f teams. Tuckman s stages f team develpment maintains that teams have t g thrugh a series f phases befre they eventually becme effective and start t deliver results. Yu are required t describe all the stages f team develpment and the team behaviurs that are exhibited at each stage. Belbin s Team Rle Thery suggests that high-perfrming teams are built n a balance f basic rles, with each member f the team perfrming at least ne f thse rles. Yu are required t explain the cncept f team rle thery by describing hw each f the basic rles identified by Belbin cntribute t team perfrmance. Yu are required t explain hw knwing the basic rles identified by Belbin can be used t build teams and help leadership. Cnflict may be defined as the internal r external discrd that ccurs as a result f differences in ideas, values r beliefs f tw r mre peple. Cnflict management is imprtant in rder t: maintain mrale maintain perfrmance standards minimise absenteeism prmte a safe wrking envirnment maintain grup chesin etc. Depending upn the severity and level f cnflict, cnflict may be reslved r reduced infrmally, but in sme cases it may be necessary t use the rganisatin s frmal prcedures. Cnflict management techniques that may be used t reslve team cnflicts include: Win-Win (cllabrating) Attempting t identify the underlying cncerns in rder t find an alternative that satisfies everyne Cmprmise Wrking t a mutually-acceptable slutin that partially satisfies everyne Frcing Using frmal authrity r cercin t get ne s wn way at the expense f thers Aviding Nt addressing the cnflict, withdrawing frm a threatening situatin 3

4 Accmmdating Neglecting wn cncerns t satisfy thers If the frmal prcedures are used, then each prcedure shuld specify the level f authrity apprpriate t each stage. Yu are required t prvide examples that explain hw cnflict is typically caused within a team and then g n t explain what yu wuld d t manage that cnflict. 3. understand techniques used t manage the wrk f teams 3.1 explain the factrs t be taken int accunt when setting targets 3.2 describe a range f techniques t mnitr the flw f wrk f a team 3.3 describe techniques t identify and slve prblems within a team. 3.1 Targets are smetimes used interchangeably with bjectives t prvide fcus and clear directin, and shuld be SMART: Specific: Clear, unambiguus, straightfrward, understandable Measurable: Related t quantified r qualitative perfrmance measures Achievable: With knwn resurces Realistic: Linked t business needs Time-bund: Building-in cmpletin date and review dates Yu are required t explain, using an example, hw t take accunt f the SMART factrs when setting targets Mnitring the flw f wrk f a team and checking the prgress f the team and team members is imprtant in rder t ensure individual and team targets are being met, and will usually invlve sme frm f data cllectin and measuring r checking f recrds r prgress n such factrs as quality, utput, prductivity, schedules, use f materials, etc. Yu are required t describe the principal features f techniques t mnitr the flw f wrk f a team. Prblem-slving slving techniques may be ratinal r creative, and include: Ratinal prblem-slving Rt Cause Analysis (RCA) and fishbne diagram Creative prblem-slving Brainstrming 5Ws (Wh, What, Where, When, Why) 4

5 Six Thinking Hats Mind-Mapping Yu are required t describe the principal features f prblemslving techniques within a team. 4. understand the impact f change management within a team 4.1 describe typical reasns fr rganisatinal change 4.2 explain the imprtance f accepting change psitively 4.3 explain the ptential impact n a team f negative respnses t change 4.4 explain hw t implement change within a team. 4.1 There are many reasns fr rganisatinal change, such as: The need t imprve quality, prductivity, prfit Innvatin New technlgy Cst reductins Changing market cnditins Out-f-date wrking practices etc. Yu are required t describe the principal features f typical reasns fr rganisatinal change Change affects individuals, and when change ccurs in an rganisatin it is imprtant t realise that peple need time t adjust. Keeping a psitive attitude can help peple deal with the uncertainty in change and enable individuals t fcus n hw they can make the best f their existing skills and experience and lk fr pprtunities that arise as a result f the change. Yu are required t prvide examples that explain the imprtance f accepting change psitively. Negative respnses t change within a team may lead t undesirable situatins in the wrkplace such as a reductin in efficiency, a disruptive wrk envirnment, and an increase in cnflict. Yu are required t explain, using examples, the ptential impact n a team f negative respnses t change. 5

6 4.4 There are a number f mdels that can be used t explain hw t implement change within a team, including: Lewin s Change Management mdel Kubler-Rss Stages f Change mdel ADKAR Actin-Orientated mdel Yu are required t use an apprpriate change mdel t explain hw t implement change within a team. 5. understand team mtivatin 5.1 explain the meaning f the term mtivatin 5.2 explain factrs that affect the level f mtivatin f team members 5.3 describe techniques that can be used t mtivate team members 5.4 explain hw having mtivated staff affects an rganisatin. 5.1 Yu are required t prvide a clear and crrect explanatin f what is meant by mtivatin Yu are required t explain hw, accrding t a thery f mtivatin, factrs affect the level f mtivatin f team members. Yu are required t describe the principal features f techniques that, accrding t a thery f mtivatin, can be used mtivate team members. Mtivated staff tend t perfrm better in the wrkplace and shw mre cmmitment t their jb, and this has an impact upn, fr example, team and rganisatinal perfrmance and staff retentin rates. Yu are required t explain, with examples, hw having mtivated staff affects an rganisatin. 6