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BNC BUSINESS UNIT 19 - P2,P3

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Introduction

P2, P3 Good team work requires careful planning and you can't expect it to just happen. Team work is largely split into two; the task and the process. The task is what needs to be done. The process is how that task is carried out. Depending on the extent of disruption, it would make quite a significant difference if a team member is not doing an effective job and isn't interacting well with their colleagues. Requirements for an effective team are as follows; * the team is required to have task relevant experience; if a member of the group is used to dealing with a task they can pass that experience on e.g. if someone has experience of dealing with customer complaints they can pass that knowledge on. * They should have definitions of responsibility; if people know exactly what is required of them and they can focus on their own role and the team will function more efficiently. * A feeling of involvement should exist to have effective team members people must feel that their contribution will benefit others in the team, and that they will benefit from other members contribution. * Mutual respect and support; team members have to feel that they are respected by the rest of the team, and that the team will help them if necessary. * Individual development should also take place; the team must give every member a chance to develop themselves e.g. gain new skills. * Members must be given opportunities for responsibility. not just from a feeling of development for the team member but also to help get the most out of the team as a whole, with team members using their own initiative quickly without needing to refer to a manager, * Adaptability and flexibility encourage a more effective team where members can take on other roles. I can bring all the skills above to my Unit 18 charity event. ...read more.

Middle

If they are to achieve the reward of a job well done, people will want to see tasks completed. Future development may not be easy, if a team is at the performing stage, but changes will continue to occur. The team may start to break up. When established bonds are made, team members may not be ready to incorporate new members. This team may also be hesitant to accept new managers - especially those with new ideas. In our event unit 18 I think we are between the norming and performing stage in the development of the team. Planned staff development is the process of identifying development opportunities that meet the needs of individuals in a team - which new skills they can learn that will help them with their work. For example, in our event unit 18 we encourage design staff to find out what IT packages such as presentation software and photoshop packages might be useful for them. This is useful because it means that weaknesses of team members can be reduced therefore providing stronger teams in the future. Team leaders and supervisors have the responsibility for motivating team members by being aware of their strengths, weaknesses and sensitivities and building team morale. This method can help retain staff thus enabling the organisation to be more effective and decrease costs. Good team leaders also know when to delegate. Performance appraisal works on the following basis: Desired performance - Actual performance = Need for Action Many large organisations use a performance cycle approach in measuring the performance of teams, e.g. once every month, every quarter or every year. Performance Management is the process involved in getting the best performance from: * Individuals * Teams * The Organisation as a whole Sharing with team members and understanding of what is required to be achieved and them managing and developing people in a way that allows these shared objectives to be achieved is all involved in effective performance management. ...read more.

Conclusion

If not how can they anticipate to achieve them. A team goal might be able to attain sales with a high level of customer service, this is different from either of the goals of maximise sales or supply maximum customer service and a manager must explain exactly what he or she wants. 2 Management of group conflict A fine team leader will know where areas of conflict may happen. E.g. a person great at making ideas may not be so well at task completion and this problem could be solved by not giving that person dependability for finishing the task. However it may not always be easy to circumvent conflict. Certain individuals may not get along try and avoid having them working directly together. If there is disagreement try and sort it out as quickly as possible 3 Management of group turnover People will certainly move on, to lessen damage a manager might teach more than one person to deal with the role, reducing impact if someone leaves. Provide incentives, such as progression (e.g. promotion) this will persuade people to stay. Make sure that the individual's contributions are accredited. 4 Team leadership It is vital to have the right style of leadership. For example some teams might need an authoritarian leader, others a consultative manager and others a democratic leader. Target setting Target setting is of course essential to any organisation. Cadbury-Schweppes has set itself the goal of being the leading global confectioners and giving good returns to its shareholders Deliver superior shareowner returns 1 Deliver financial scorecard Relentless focus on cost and efficiency Be the biggest and best global confectionery company 2 Deliver fewer, faster, bigger, better innovations Expand our platforms via bolt-on acquisitions Taken from the Cadbury Schweppes Annual report 2006 These targets are segmented into 3 areas, American Market, European and Middle East market, and Far East markets Each of these is segmented into several departments, for example finance, marketing, sales, production. These will all have an overall target. Each of these departments can be segmented further. Each time there will be a target Targets are continually reviewed Review diagram: ...read more.

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