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Outline factors in setting up a team, management styles, conflicts, training, development and becoming a 'learning organisation'.

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Introduction

To: Managing Director From: Pablo Black, management consultant This report will outline factors in setting up a team, management styles, conflicts, training, development and becoming a 'learning organisation'. A team is a formal group of two or more people created for a purpose, working together for a specific goal. A group of people put together do not automatically become a team. It is vital that the team is set up the best way possible to ensure efficiency and productivity. The starting point for building a team should be identifying the aim of the team. Putting together the appropriate size and individuals for the team is the next step. This is important as there are people who make up the team and in this company, could prove to be expensive if they are not the right people, or if the size of the group is too large or small. The team members should be clear of the objectives and their roles within the team must be established. The jobs within the main task should be appropriate to the members. Members could be motivated or demotivated if they feel they are not suited jobs. ...read more.

Middle

This situation would cause difficulties in building teamwork with an ever changing team, reductions in productivity as new staff acclimatize and an increase in costs through recruiting and training replacement staff frequently. Absenteeism Absenteeism is a good indicator as it measures the rate of deliberate workforce absence as a proportion of the employee total. Pay systems linked to attendance, job enrichment, better human relations, better working conditions may help solve problems with absenteeism. Productivity is a measurement of the efficiency with which a firm turns production input into output. The most common measure is labour productivity, i.e. output per employee. This has a direct effect on labour costs per unit. The higher the productivity, the lower the labour cost per unit. Managing conflicts Conflicts should always at best be avoided but realistically kept to a minimum. Conflicts particularly in team work can be caused by individuals not being clear about their specific role within the team. An individual may have to perform a role outside of the workplace which may conflict with their role in the workplace. With a number of employees maybe having to raise a family at the same time as their working life, conflicts are bound to occur. ...read more.

Conclusion

They may feel their identity and security threatened by change and attempt to resist or slow down to impact. Deskilling, where a previously valued skill is no longer required. Fear of the unknown, like, new technology. Some major organizations are now consciously developing a learning culture that thrives on change. This means a high level of motivation, initiative and experimentation among staff, where mistakes are treated as valuable opportunities to learn. A learning culture depends on people feeling secure. This means mutual support within teams and within defined limits, real acceptance when mistakes are made. To cope with change is not enough, it needs to be embraced and even celebrated. Total quality management (TQM) is part of this learning culture and is an attempt to establish a culture of quality affecting the attitudes and actions of every employee. This is usually attempted by trying to get every work group to think of those they work for as customers, even if they are fellow employees. This is all done through the use of quality circles, emphasis on after sales service, getting things right first time through high quality and low cost. This report will hopefully provide answers to questions which one may have posed. It is aimed at providing recommendations and guidance on how this organization should view and treat individuals in and out of teams. ...read more.

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