• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
Page
  1. 1
    1
  2. 2
    2
  3. 3
    3
  4. 4
    4
  5. 5
    5
  6. 6
    6
  7. 7
    7
  8. 8
    8
  9. 9
    9
  10. 10
    10
  11. 11
    11
  12. 12
    12
  13. 13
    13
  14. 14
    14
  15. 15
    15
  16. 16
    16
  17. 17
    17
  18. 18
    18
  19. 19
    19
  20. 20
    20
  21. 21
    21
  22. 22
    22
  23. 23
    23
  24. 24
    24
  25. 25
    25
  26. 26
    26
  27. 27
    27
  28. 28
    28
  29. 29
    29
  30. 30
    30
  31. 31
    31
  32. 32
    32
  33. 33
    33
  34. 34
    34
  35. 35
    35
  36. 36
    36
  37. 37
    37
  38. 38
    38

An Investigation into the factors preventing fully effective team working at TSI, with a view to recommend strategies for improvement.

Extracts from this document...

Introduction

An Investigation into the factors preventing fully effective team working at TSI, with a view to recommend strategies for improvement. Name: Ayaz Iqbal. Registration Number: 5080. Module Name: Human Resource Management. Tutors Name: Mr. Jeremy Edward Salisbury. Date of Submission: 16-05-2003. CONTENTS. Introduction.................................................................3 Literature review.........................................................6 Understanding Teams....................................................................6 Conflict in Teams......................................................................10 Stuck Teams.............................................................................11 Limitations of Teams..................................................................12 Investigation..............................................................14 Analysis.....................................................................18 Choosing a Team........................................................................18 Nature of the Team......................................................................19 External Factors........................................................................19 Rapport Building Opportunities......................................................23 Dealing with Conflict..................................................................24 Conclusion.................................................................27 Recommendations to Improve Team Effectiveness for TSI.......................28 Recommendations for Further Study..................................................30 Appendices.................................................................31 Appendix A - Results...................................................................31 Appendix B - Number lines comparing practice with theory....................33 Appendix C - Questionnaire...........................................................34 References..................................................................36 INTRODUCTION. Where would the glorified scientists of the western world such as Newton, Einstein, and Mendeleev be without their assistants, Sir Edmund Hilary without Tenzing Norgay and Neil Armstrong without Edwin Aldrin and Michael Collins. Any breakdown of a team often results in tasks never being achieved or achieved to a poorer standard. In today's world of teamwork, inspired by the multinational companies with their multicultural workforce, desirable outcomes are achieved by using strategies that focus on involving all members and value all views. We see organisations and cultures adopting ideas and practices from one another to broaden understanding and improve working practices. With varied results they take the 'good', reject the 'bad' and tolerate the grey area in between. TSI often experiences an underlying clash of cultures when it comes to ways of working, the ideas of teamwork where all members contribute their skills for the overall development of the institution come into conflict with ideas aired such as a fixed hierarchical structure that often questions 'who holds power over who in the eyes of others'. This study will attempt to highlight and clarify current thinking with regards to teams through the literature review and indicate how they apply to TSI. The study will then go on to seek views of staff about effectiveness of teams, how teams be run more effectively at TSI and what changes if any need to be made from a management point of view. ...read more.

Middle

(The weakness in this particular question is obvious as a quantity was requested. Katzenbach and Smith's (1993, p.45) clarification of their definition of teams indicated ten or less was an ideal number for members in a team, the statement was tolerated giving the investigator an idea if TSI management held similar views). All statements were written in a manner that describe successful teams in accordance with the literature, if a respondent 'strongly agrees' to a statement regarding practices at TSI, he would be agreeing with the literature view of successful teams also, and TSI would appear to be running a successful team. The mean rating as described above will be closer to 1. Similarly unsuccessful teams would be indicated by a strongly disagree response and a mean rating closer to 5. Statements were grouped into five different categories: * Choosing a team * Working nature of the team * External factors * Rapport building opportunities * Dealing with Conflict Mean values of the mean ratings were taken for each group of statements. These were represented on a number line ranging from 1 to 5. This graphically described whether TSI was operating a successful team structure (1) or a poorly operating team structure (5) compared with the findings of the literature review. (See appendix B). Analysis. Results of staff survey. Choosing a Team Mean rating Does the literature on 'successful teams' agree with TSI practices 1 Your team contains ten members or less 1.4 Strong agree 2 Members are selected based on achieving a range of complimentary skills for the overall benefit of the team 4.7 Strong disagree 3 Members are not chosen solely on personal compatibility 3.7 Mod disagree 4 Membership into 'prestigious' teams are offered to persons with the right mix of skills, rather than those high up in the chain of command 3.6 Mod disagree Overall mean average 3.35 Neutral Choosing a team at TSI has its own inbred weaknesses, when selecting team members a compromise is regularly struck where the best ...read more.

Conclusion

relevant information from managers to aid effectiveness of your team 3.8 Mod disagree 16 Training is of a high standard and aids development of your team 3.4 Neutral 17 There is fair access to resources 3.6 Mod disagree 18 Power is given to the team from managers in order to enforce recommendations 4.9 Strong disagree 19 When the team ends or members change, sharing of experiences and knowledge is thorough so that work is not repeated 3.1 Neutral Overall mean average 3.76 Mod disagree Rapport building opportunities 20 There are plenty of opportunities for the team to meet outside the work environment to increase rapport 5.0 Strong disagree Overall mean average 5.0 Strong disagree Dealing with Conflict 21 Conflict is dealt with in a constructive manner with the benefits of a potential learning experience in mind 3.6 Mod disagree 22 Conflict is never ignored or by-passed 4.7 Strong disagree 23 Management gets involved at the right time when teams become stuck, changing members if necessary 2.6 Neutral 24 Plenty of time is allowed for team building, working through opposing view points and coming to a reasonable agreement amongst the team 3.7 Mod disagree Overall mean average 3.65 Mod disagree Appendix B: Number lines showing TSI position when comparing how teams in TSI perform compared with the literature on 'successful teams' Choosing a team (3.35) | | | v | | 1 2 3 4 5 � � Highly Successful teams Poor teams Working nature of the team (4.04) | | | |v | 1 2 3 4 5 � � Highly Successful teams Poor teams External factors (3.76) | | | v | | 1 2 3 4 5 � � Highly Successful teams Poor teams Rapport building opportunities (5.00) | | | | v 1 2 3 4 5 � � Highly Successful teams Poor teams Dealing with conflict (3.65) | | | v | | 1 2 3 4 5 � � Highly Successful teams Poor teams Appendix C: Questionnaire. Staff survey. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Gulf States Metals Inc. (GSM) is a large nickel refinery plant that has suffered ...

    The core assumption of the Model I (Argyris and Schon, 1996) is that organisations are competitive, dangerous places and that one must look after oneself or someone else will. This is theorised to lead to individuals assuming that problems are caused by others.

  2. Cohesive team building. I am going to describe how to build cohesive teams ...

    Motivation ensures that individuals are able to do or complete a certain task to the best of their own ability without been forced. When managing team members, it's very important that each of the team members are motivated so that they can perform to the best of their own ability.

  1. Report: Type of ownership of J-Sainsbury

    good working conditions, to be treated fairly by your boss, to know you are working in a safe environment, to have opportunities to take further training, to be able to develop yourself and have the opportunity to gain promotion, to have protection against victimization, harassment, discrimination, and unfair dismissal, to

  2. 'Pizza Hut' case study.

    The small business and 'Pizza Hut' will both have a manager whom will be at the top of the organisation chart. It will then be the assistant/deputy manager which both businesses will have. After that a small business will have its employees whilst Pizza Hut' have workers who have more authority then its bottom employees.

  1. Business at Work - ASDA

    This type of management style helps Asda achieve many of its objectives. For instance, one of Asda's objective is to make Asda the most enjoyable place to work at where the staff can get on and work together in harmony.

  2. Produce a case study comparing two business organisations, investigating the extent to which each ...

    Overseeing a team of Store Services Advisers, you will be responsible for cost control, deliveries, equipment and cash management on the sales floor. You will develop efficient systems and operational procedures that are designed to allow our stores to perform to their very best at all times whilst keeping abreast of all Health and Safety issues.

  1. Stakeholders - review of Richer Sounds.

    Additional rights of an employer (Implied Rights) Implied rights mean that employees should work in ways that will help the employer to meet their business objectives. Implied rights of richer sounds Employees must: - Be honest - Employees not give away confidential information to anyone - Work in ways so the business could achieve its objectives -

  2. Analysis of a Contract Specific Organisation

    Together we set targets for both customer and employee satisfaction regarding the services that we provide. At Drivers Jonas we have the people, the processes and the systems to take responsibility for servicing your facilities. We will always do this in the most cost-effective way with focus on continuos and transparent quality improvements.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work