'Leading and Developing a Work Team\r'

' unit of visorment 9 LEADING AND DEVELOPING A over turn tail TEAM Distinguish between concern and leading and assess the implications of from each one on effective police squad exploit. Managers depend on their raft. They butt non do with pop out their wholehearted commission and accommodate. But gaining that support, motivating and engaging them and ensuring that they know what they argon pass judgment to do and how to do it is d accept to double-deckers and it is a difficult task.This book How to Manage throng of Michael Armstrong 2008 is intentional to make it easier by release into the important legal actions that coach-and-fours give up to stomach out to get things through with plenty, namely: managing effectively overall, leading, motivating, police squad building, delegating, interviewing, managing actionance, ontogeny and honour the great unwashed, managing change and handling state lines. As a motorcoach you atomic number 18 there to get thin gs done through population. You be engaged in a purposeful activity involving new(prenominal)s.But you argon concerned with formation ends as tidy as gaining them. You decide what to do and then find out that it gets done with the helper of the checkicles of your squad up. You tell apart with programs, processes, motionlessts and eventualities. All this is done through the exercise of drawing cardship. People are the most important resource usable to you as a manager. It is through this resource that an other(prenominal) resources are managed. However, you are ultimately accountable for the counseling of all resources, including your ca practice session.When dealing with immediate issues, anticipating problems, responding to demands or even a crisis, and developing new paths of doing things, you are personally mingled. You manage yourself as sound as other people. You keep non delegate everything. You frequently prolong to aver on your avouch resources to g et things done. These resources include skill, know-how, competencies, clipping, and reserves of resilience and determination. You willing get support, advice and assistance from your bear staff and specialists, including human resources, but in the stand firm depth psychology you are on your own.It is important to analyze particular aspects of managing people, such as leadership, organizing and motivation including conference cause. in that respect is a drive to exercise your people steering responsibilities effectively. It starts with an overall look at the criteria for managerial force. This is followed by a reassessment of the attributes of effective managers. The rest of the chapter deals with a number of the key aspects of concern. As a manager and a leader you will be judged not only on the results you dupe getd but the level of competence you have attained and applied in getting those results.Competence is close to knowledge and skills †what people take away to know and be able to do to swing out their work well. You will also be judged on how you do your work †how you behave in exploitation your knowledge and skills. These are often describe as ‘behavioral competencies’ and can be be as those aspects of behavior that lead to effective performance. They suggest to the personal characteristics that people bring to their work divisions in such areas as leadership, police squad working, flexibility and communication.As a manager of people your role is to assure that the members of your aggroup give of their best to achieve a sought after result. In other words you are a leader †you set the direction and stop that people follow you. It is necessary to distinguish between focusing and leadership: Management is concerned with achieving results by obtaining, deploying, using and controlling all the resources ask, namely people, money, facilities, plant and equipment, reading and knowledge.Leadership fo cuses on the most important resource, people. It is the process of developing and communicating a vision for the future, motivating people and gaining their engagement. The distinction is important. Management is mainly almost the provision, use and control of resources. But where people are involved it is impossible to deliver results without providing effective leadership.Describe the processes of police squad formation, and valuate st commitgies for encouraging squad formation and development oneness of your most important roles as a manager is to act as a group constructor †developing and making the best use of the force of your team so that its members occasionly deliver master levels of performance. group building takes status when you clarify the team’s purpose and goals, ensure that its members work well together, strengthen the team’s collective skills, leaven commitment and confidence, remove externally imposed obstacles and stool opportu nities for team members to develop their skills and competencies.A team is a collection of people with complementary skills who work together to achieve a common purpose. Their team leader sets the direction, provides commission and support, coordinates the team’s activities, ensures that each team member plays his or her part, promotes the erudition and development of team members, consults with the team on issues affecting its work and, in unification with team members, monitors and reviews team performance.However, some validations have real the concept of self-managing teams which are largely autonomous, responsible to a considerable degree for readiness and scheduling work, problem solving, developing their own key performance indicators and mountain and supervise team performance and quality touchstones. The role of their team leaders is primarily to act as coordinators and facilitators; their style is expected to be more accessory and facilitative than direc tive.An effective team is apparent to be one in which its purpose is clear and its members shade the task is important, both to them and to the organization. The structure, leadership and methods of operation are relevant to the requirements of the task. Team members will be passing engaged in the work they do together and committed to the whole group task. They will have been grouped together in a way that means they are link to one some other through the requirements of task performance and task interdependency.The team will use discretionary effort †issue the extra mile †to ensure that its work gets done. The main features of well-functioning teams as described by Douglas McGregor (1960) are that the breeze tends to be in semiformal, comfortable and relaxed; team members listen to each other; most decisions are reached by consensus; when action is taken, clear assignments are made and accepted, and team leaders do not dominate their teams †the issue is not who controls but how to get the work done.The performance of teams should be assessed in monetary value of their output and results and the quality of team processes that have contributed to those results. Output criteria include the feat of team goals, customer satisfaction and the quantity and quality of work. treat measures comprise participation, collaboration and collective effort, conflict resolution, joint decision making, planning and goal setting, interpersonal dealings, interdependence and adapt great situation and flexibility.How you and your team apply these criteria will be related to the following factors that affect team performance: the pellucidness of the team’s goals in terms of candidates and priorities; how work is allocated to the team; how the team is working its processes in terms of cohesion, ability to handle internal conflict and pressure, relationships with other teams; the extent to which the team is capable of managing itself †setting goals and priorities, monitoring performance; the quality of leadership †even self-managed teams command a find of direction which they cannot necessarily take back by themselves; the level and range of skills possessed by individual team members; the extent to which team members work flexibly, taking advantage of the multi-skilling capabilities of its members; the systems and resources support available to the team.Good support to your team-building efforts will be provided if you conduct regular team performance review fill upings to assess feedback and control information on their joint achievements against objectives and to discuss any issues concerning team work. The agenda for such meetings could be as follows: common feedback review of the progress of the team as a whole and problems encountered by the team which have caused difficulties or hampered progress, and helps and hindrances to the operation of the team. Work reviews of how well the team has functioned. The group problem solving, including an analysis of reasons for any shortfalls or other problems and correspondence of what needs to be done to reckon them and prevent their re-occurrence.Update objectives †review of new requirements, opportunities or threats and the amendment of objectives as required. Evaluate the stages of development of their work group as a team and select and employ strategies to ameliorate and develop team working. One of your most important, if not the most important, responsibilities as a manager is to ensure that the members of your team achieve high levels of performance. You have to ensure that they understand what you expect from them, that you and they work together to review performance against those expectations and that you jointly agree what needs to be done to develop knowledge and skills and, here necessary, make better performance. Your organization whitethorn well have a performance management system which provides charge on how this sho uld be done but ultimately it is up to the manager. You are the person on the spot. Performance management systems only work if managers want them to work and are capable of making them work. You have to believe that your time is well spent in the process of managing performance as described in the first part of this chapter. You need to know about performance planning (agreeing what has to be done), managing performance throughout the year and conducting formal performance reviews as covered in the succeeding(a) three parts.You should have no problems in appreciating the splendor of the first dickens activities. It is the third activity †performance reviews †managers often find hard to accept as necessary and even more difficult to do well. The process of managing performance is found on two simple propositions. First, people are most likely to perform well when they know and understand what is expected of them and have taken part in define these expectations. In oth er words, if you know where you are breathing out you are more likely to get there. Second, the ability to meet these expectations depends on the levels of knowledge, skill, competency and motivation of individuals and the leadership and support they receive from their managers.As a manager or team leader you need skilled, knowledgeable and skilled people in your department or team. You may appoint able people from within and external the organization but most of them will still have a lot to learn about their affairs. And to improve your team members’ performance you must not only ensure that they learn the basic skills they need but also that they develop those skills to enable them to perform even better when faced with new demands and challenges. approximately encyclopedism happens at the place of work, although it can be supplemented by such activities as e- teaching (the delivery of reading opportunities and support via computer, networked and web-based technolo gy) and formal ‘off-the-job’ training courses.It is your job to ensure that favorable conditions for learning ‘on the job’ hold out generally in your area as well as taking steps to help individuals develop. To do this job well you need to know about: the conditions that enable effective learning to take place; the importance of ‘self-managed learning’, i. e. individuals taking control of their own learning; the contribution of formal learning; the advantages and disadvantages of sluttish learning and development approaches; how you can contribute to promoting learning and development in your department or team; the use of such learning and development aid as coaching, mentoring, learning contracts and personal development plans; how to instruct people in specific tasks should the need arise. tick off standards and targets and review performance.Managing performance is about getting people into action so that they achieve planned and hold results. It focuses on what has to be done, how it should be done and what is to be achieved. But it is equally concerned with developing people †helping them to learn †and providing them with the support they need to do well, now and in the future. The framework for performance management is provided by the performance agreement, which is the outcome of performance planning. The agreement provides the undercoat for managing performance throughout the year and for maneuver rise and development activities. It is used as a reference point when reviewing performance and the achievement of improvement and development plans.You should treat your responsibility for managing performance as an integral part of the continuing process of management. This is based on a philosophy which emphasizes: the achievement of prolong improvements in performance; the continuous development of skills and capabilities; that the organization is a ‘learning organization’ in the sentience that it is constantly developing and applying the learning gained from experience and the analysis of the factors that have produced high levels of performance. You should therefore be ready, automatic and able to monitor performance and define and meet development and improvement needs as they arise. As far as practicable, learning and work should be integrated.This means that encouragement should be given to your team members to learn from the successes, challenges and problems inherent in their day-to-day work. You should carry out the process of monitoring performance by reference to agreed objectives and to work, development and improvement plans. You have to decide how tightly you monitor on the basis of your understanding of the capacity of individuals to do the work. Identify own leadership style and skills, and assess own effectiveness in leading and developing the team and its performance. Self-managed learning style involves encouraging individuals to take resp onsibility for their own learning needs.The aim is to encourage ‘discretionary learning’, which happens when individuals actively seek to acquire the knowledge and skills required to perform well. It is based on processes of recording achievement and action planning, which involves individuals reviewing what they have learned, what they have achieved, what their goals are, how they are going to achieve those goals and what new learning they need to acquire. The learning program can be ‘self-paced’ in the sense that learners can decide for themselves, up to a point, the rate at which they work and are encouraged to measure their own progress and adjust the program accordingly. self-reliant learning is based on the principle that people learn and retain more if they find things out for themselves.But they still need to be given guidance on what to look for and help in conclusion it. Learners have to be encouraged to define, with whatever help they may requi re, what they need to know to perform their job effectively. They need to be provided with guidance on where they can get the material or information that will help them to learn and how to make good use of it. Personal development plans as described after in this chapter can provide a framework for this process. People also need support from their manager and the organization, with the provision of coaching, mentoring and learning facilities, including e-learning. The leadership style I would apply is the combination of a Transformational and Transactional Leader.As a leader I can be both fire emotions of my pursual which trigger offs them to act beyond the framework of what may be described as exchange relations at the same time be conscious of the link between the effort and reward. I can be proactive and form new expectation and be responsive from the basic orientation in dealing with present issues. Transformational leaders are sublime by their capacity to inspire and prov ide tell consideration, intellectual stimulation and idealized influence to their followers while transactional leaders rely on standard forms of inducement, reward, punishment and sanction to control followers. Leaders induce learning opportunities for their followers and stimulate followers to net problems at the same time they can touch off followers by setting goals and promising rewards for sought after performance.A trait that a leader should possess good visioning, rhetorical and management skills, to develop strong frantic bonds with followers and depends on the leader’s power to reinforce subordinates for their successful completion of the bargain. Lastly, leaders motivate followers to work for goals that go beyond self-interest.REFERENCES: http://www. ehow. com/how_5485211_evaluate-team- performance. hypertext markup language#ixzz1sqUbPZyH accessed on July 18, 2012 How to Manage People. Michael Armstrong 2008 accessed on July 24, 2012 How to Evaluate Team Perf ormance | eHow. com accessed on August 3, 2012 http://www. ehow. com/how_5485211_evaluate-team-performance. html#ixzz1sqUbPZyH accessed on August 10, 2012\r\n'