ASSIGNMENT 4: TEAM BUILDING
Assignment brief.
Scenario
As the leader of a relatively new team , it is your responsibility to monitor it’s development and build a cohesive unit. In order to do this you must research the different types of teamwork available for you to use, the stages of a teams development & the importance of having a ‘cohesive’ team.
To achieve P5 you must dedicate a page of your website to educate the new recruits on the different types of teamthat operate within a chosen public service. Your page must include :
• An introduction that describes the benefits and importance of teamwork, this may be elaborated on in a visual spider-diagram / popplet but must include:
contribution to organisational productivity and effectiveness, reduction of alienation, fostering innovation, sharing expertise, implementing change, identification and development of talent, Belbin. P5 (Part)
• A description of the types of team, you must include – formal, informal. Size (small / large). Temporary project/task teams and permanent groupings. P5 (Part)
• Types of teamwork activities e.g. paper-based, activity-based, work-related. P5 (Part)
• A description of the types of teams in the public services, you must include –divisional, departmental, sectional, geographical, multi- disciplinary, regiment, brigade, force, multi- agency/services teams, specialist teams, search and rescue, project teams and emergency services. P5 (Part)
To achieve P7 you must continue with your webpage and explain how team building leads to a highly productive team. You must:
• Outline the roles in a team: leader, expert, team player, etc. P7 (Part)
• Describe theorist views on team roles – Belbin, Honey P7 (Part)
• Explain how team building activities are conducted in the Uniformed Public Services to develop an effective team: recruitment, induction, motivation, training, coaching, mentoring, team knowledge, awareness of team members’ strengths, team development, Tuckman; weaknesses, sensitivities, supporting all team members P7 (Part)
• Explain how team performance is evaluated in the Uniformed Public Services: performance indicators, target setting, monitoring, review, performance against targets, support and development of team members P7 (Part)
• Explain how team building leads to team cohesion – definition of team goals, group conflict(actual, potential), group turnover, opportunities for career progression, recognition of contributions. P7 (Part)
Include a conclusion at the bottom of the page that relates how teams are developed to relevant theories in particular Tuckman and Sociograms.
To achieve M5 you must write a report to your leading officer and justify the need to spend money on team building activities. You must include –
• An introduction to your report, outlining the reason for the report.
• An analysis of both good and poor team cohesion in a real-life team performance.
• You must support your findings with examples from at least two named uniformed public services. (Example here)
• You must support your findings by referring to relevant theorists.
• You should consider how personal organization and communication skills can contribute to developing a cohesive team.
As the leader of a relatively new team , it is your responsibility to monitor it’s development and build a cohesive unit. In order to do this you must research the different types of teamwork available for you to use, the stages of a teams development & the importance of having a ‘cohesive’ team.
To achieve P5 you must dedicate a page of your website to educate the new recruits on the different types of teamthat operate within a chosen public service. Your page must include :
• An introduction that describes the benefits and importance of teamwork, this may be elaborated on in a visual spider-diagram / popplet but must include:
contribution to organisational productivity and effectiveness, reduction of alienation, fostering innovation, sharing expertise, implementing change, identification and development of talent, Belbin. P5 (Part)
• A description of the types of team, you must include – formal, informal. Size (small / large). Temporary project/task teams and permanent groupings. P5 (Part)
• Types of teamwork activities e.g. paper-based, activity-based, work-related. P5 (Part)
• A description of the types of teams in the public services, you must include –divisional, departmental, sectional, geographical, multi- disciplinary, regiment, brigade, force, multi- agency/services teams, specialist teams, search and rescue, project teams and emergency services. P5 (Part)
To achieve P7 you must continue with your webpage and explain how team building leads to a highly productive team. You must:
• Outline the roles in a team: leader, expert, team player, etc. P7 (Part)
• Describe theorist views on team roles – Belbin, Honey P7 (Part)
• Explain how team building activities are conducted in the Uniformed Public Services to develop an effective team: recruitment, induction, motivation, training, coaching, mentoring, team knowledge, awareness of team members’ strengths, team development, Tuckman; weaknesses, sensitivities, supporting all team members P7 (Part)
• Explain how team performance is evaluated in the Uniformed Public Services: performance indicators, target setting, monitoring, review, performance against targets, support and development of team members P7 (Part)
• Explain how team building leads to team cohesion – definition of team goals, group conflict(actual, potential), group turnover, opportunities for career progression, recognition of contributions. P7 (Part)
Include a conclusion at the bottom of the page that relates how teams are developed to relevant theories in particular Tuckman and Sociograms.
To achieve M5 you must write a report to your leading officer and justify the need to spend money on team building activities. You must include –
• An introduction to your report, outlining the reason for the report.
• An analysis of both good and poor team cohesion in a real-life team performance.
• You must support your findings with examples from at least two named uniformed public services. (Example here)
• You must support your findings by referring to relevant theorists.
• You should consider how personal organization and communication skills can contribute to developing a cohesive team.
Types Of Teams.
What Is A Team?
A team is a collection of people who work together and work and commit for the same reason. Each member of a team should know what is needed of them and what they are there to do.
Formal Team
This is a team that had been formed for a certain reason. Each of the team members would have their own specific tasks and know what is expected of them. An example of a formal team could be a recruitment team seeking to find new talent or a customer service team. This type of team is known as an "official" set up and is put together to achieve a certain task. In a workplace there is often a management team in place which is a team of all the major managers of that organisation. There is another type of formal team called a "Quality Circle" This is a group of 8-12 employees who meet and talk about how they can improve their performance and how they complete tasks. This is often led by a leader of the team. An example of a formal team in the police force
Informal Team
This is the type of team that is not as organised. There is no clear structure in place. This could be formed by the employees who come up with ways to improve the way that they work. After this, they might contact a member with a higher position to bring this idea into a team.
Formal teams have much more rules in place and has many more expectations of the team members as it is more official. Each member should know what role they need to play. These rules are not necessary or are even put in place in an informal team.
Size Of Teams
The size of a certain team depends on the amount of individuals needed for the task that they are working on and depending on how promptly decisions have to be made. If a decision needs to be made immediately, there is no point of using a large team as there will be a huge discussion and many disagreements. The recommended amount optimum size is said to be five people. The reason for this is that odd numbers mean that there is a clear vote when there is a split decision. It is enough people to have enough information from each of the team members, meaning no fixed views. It is also small enough that everyone is included. In the modern day, teams can range between five and fifteen for a good group but what matters is that everyone provides knowledge and resources and everyone is included.
Temporary Teams
Temporary teams or project teams are set up for a task that will take up a short period of time and isn't long term. They are formed, they complete their task and then split up. This is often brought up when there is need of creation of promotional material. It is crucial for these teams to make sure that everyone is clear about their task and roles are allocated quickly as they are not working together for long.
Permanent Teams
This is the opposite of a temporary team as it is a team that works together for a long period of time. Their work keeps on going and do similar things for a long time. An example is a sales team who use the same approach to selling products to customers for a consistent and long time.
A team is a collection of people who work together and work and commit for the same reason. Each member of a team should know what is needed of them and what they are there to do.
Formal Team
This is a team that had been formed for a certain reason. Each of the team members would have their own specific tasks and know what is expected of them. An example of a formal team could be a recruitment team seeking to find new talent or a customer service team. This type of team is known as an "official" set up and is put together to achieve a certain task. In a workplace there is often a management team in place which is a team of all the major managers of that organisation. There is another type of formal team called a "Quality Circle" This is a group of 8-12 employees who meet and talk about how they can improve their performance and how they complete tasks. This is often led by a leader of the team. An example of a formal team in the police force
Informal Team
This is the type of team that is not as organised. There is no clear structure in place. This could be formed by the employees who come up with ways to improve the way that they work. After this, they might contact a member with a higher position to bring this idea into a team.
Formal teams have much more rules in place and has many more expectations of the team members as it is more official. Each member should know what role they need to play. These rules are not necessary or are even put in place in an informal team.
Size Of Teams
The size of a certain team depends on the amount of individuals needed for the task that they are working on and depending on how promptly decisions have to be made. If a decision needs to be made immediately, there is no point of using a large team as there will be a huge discussion and many disagreements. The recommended amount optimum size is said to be five people. The reason for this is that odd numbers mean that there is a clear vote when there is a split decision. It is enough people to have enough information from each of the team members, meaning no fixed views. It is also small enough that everyone is included. In the modern day, teams can range between five and fifteen for a good group but what matters is that everyone provides knowledge and resources and everyone is included.
Temporary Teams
Temporary teams or project teams are set up for a task that will take up a short period of time and isn't long term. They are formed, they complete their task and then split up. This is often brought up when there is need of creation of promotional material. It is crucial for these teams to make sure that everyone is clear about their task and roles are allocated quickly as they are not working together for long.
Permanent Teams
This is the opposite of a temporary team as it is a team that works together for a long period of time. Their work keeps on going and do similar things for a long time. An example is a sales team who use the same approach to selling products to customers for a consistent and long time.
Benefits Of Teams.
This to the right hand side is a Popplet presentation showing the benefits of working as a team. In the Popplet I cover the following benefits; monitoring performance, identification of talent, implementing change, reduction of staff alienation, increasing productivity, sharing expertise, innovation and reduction of staff turnover.
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TuCKMAN'S Theory.
n class we studied Tuckman's theory, which was a theory studied by theorist Bruce Wayne Tuckman. He created the theory in 1965 with four stages of team development, before amending it in 1970 to five stages. Tuckman believed that a team would have to go through each of the stages in order to become successful. The stages are as follows:
Forming
Teams are normally formed through testing interpersonal and task behaviors. This is developing and establishment. It is when the team members are formed and come together. They have a very weak connection at this point. They have no planned or strategised purpose.
Storming
This stage is when ideas are brought together and shared but there is still a weak structure to the team. There are not any made plans at this point and nothing is organised yet. There is argument and disagreeing.
Norming
The group begin to share and develop ideas. This is when the team actually starts to form into one that can be productive. It might apply that there is a clear leader and rules are put into place.
Performing
The team then becomes a team of high performance. A pattern of organisation and line of command is formed. Sharing ideas are made easier and all members of the team have a say. This way, each member of the team will make the greatest contribution possible.
Adjourning (ADDED IN 1970)
This is when disillusion occurs or when something is found to not be good. It has a increase in quality of work and productivity. Can be caused by the loss of former participants. This is when things begin to fall apart.
Forming
Teams are normally formed through testing interpersonal and task behaviors. This is developing and establishment. It is when the team members are formed and come together. They have a very weak connection at this point. They have no planned or strategised purpose.
Storming
This stage is when ideas are brought together and shared but there is still a weak structure to the team. There are not any made plans at this point and nothing is organised yet. There is argument and disagreeing.
Norming
The group begin to share and develop ideas. This is when the team actually starts to form into one that can be productive. It might apply that there is a clear leader and rules are put into place.
Performing
The team then becomes a team of high performance. A pattern of organisation and line of command is formed. Sharing ideas are made easier and all members of the team have a say. This way, each member of the team will make the greatest contribution possible.
Adjourning (ADDED IN 1970)
This is when disillusion occurs or when something is found to not be good. It has a increase in quality of work and productivity. Can be caused by the loss of former participants. This is when things begin to fall apart.
BelBIN'S Theory.
A doctor named Dr. R Meredith Belbin, a British researcher and management theorist, discovered that individuals behave when they are put into groups and teams. He had discovered eight different roles and found that teams work most effectively when each of these team roles are included. He found that one individual may be able to attain more that one role but it is only important that each team has each of the eight. This was discovered in 1981 when he released a book explaining his theories.
The Eight Team Roles
The Chair
Also known as the co-ordinator, they intend to achieve higher goals for the team. They are the ones that adopt the role of the team leader. They guide the team along letting them reach their aims and objectives. They identify the strengths of each of the team members and have great listening skills. They are calm, letting them have respect from the team. The problems that they have is they may manipulate other team members and pass too much responsibility on.
The Shaper
They are the people who set the objectives and the order in which they complete tasks. They guide the team to finish the task at hand. They are challenging in the sense to get the team to improve their productivity and quality of work. They find the best method of solving problems and issues. They push others when they feel like they aren't performing well and take on challenges. The weaknesses that they have are they may argue and often offend people.
The Plant
This is an individual that is creative and innovative as they come up with new ideas for the team. They may find it hard to deal with criticism, even if it is constructive. They prefer to work alone and find it hard to have team discussions. Although some of their ideas may change the team for the good, some of ideas just won't work and they will not take it well if the team don't like them.
The Monitor-Evaluator
These are the individuals who assess and analyse the ideas of others. They often evaluate the ideas of the plants for the good of the whole team. They look at the pros and cons of ideas before choosing what they want to do. They have a very critical approach to decisions letting team members know how good or bad their ideas are. Sometimes these monitor-evaluators may over react to situations.
Resource Investigator
What they do is they look at the trends and developments outside the organisation. They have the qualities of being curious as they often need to look into other organisations. They are in charge of finding and developing contacts for the team and providing information for the team. They work with outside stakeholders, which are individuals that are affected by the teams operations, to help reach the teams aims and objectives. They are usually optimistic but may lose their optimism fast if they are too positive. They are usually knowledgeable meaning people will feel as if they would like to believe them.
Company Worker/ Implementer
These are the people who get the tasks done. They transform the ideas of other members of the team into an action and physical work. They are organised individuals who work very effectively. They are the ones that are reliable to complete a task and get things done. They may find change difficult, on a downside.
Team Worker
They are individuals who provide support the whole team and ensure that team members are working together in cohesion. They are the members of the team who are responsible for the negotiation as they have a very diplomatic approach as well as flexible. They are completely capable of completing tasks alone, but they tend to find it difficult to make decisions.
Completer Finisher
These people have the vision of seeing tasks finish completely. They are perfectionists, so they make sure that there is no error and they have an eye for detail. They have a mindset of completing tasks on time and they push team members to achieve these deadlines. A completer finisher may worry too much at times and they may find it hard to delegate their work as they believe they can do it better.
The Eight Team Roles
The Chair
Also known as the co-ordinator, they intend to achieve higher goals for the team. They are the ones that adopt the role of the team leader. They guide the team along letting them reach their aims and objectives. They identify the strengths of each of the team members and have great listening skills. They are calm, letting them have respect from the team. The problems that they have is they may manipulate other team members and pass too much responsibility on.
The Shaper
They are the people who set the objectives and the order in which they complete tasks. They guide the team to finish the task at hand. They are challenging in the sense to get the team to improve their productivity and quality of work. They find the best method of solving problems and issues. They push others when they feel like they aren't performing well and take on challenges. The weaknesses that they have are they may argue and often offend people.
The Plant
This is an individual that is creative and innovative as they come up with new ideas for the team. They may find it hard to deal with criticism, even if it is constructive. They prefer to work alone and find it hard to have team discussions. Although some of their ideas may change the team for the good, some of ideas just won't work and they will not take it well if the team don't like them.
The Monitor-Evaluator
These are the individuals who assess and analyse the ideas of others. They often evaluate the ideas of the plants for the good of the whole team. They look at the pros and cons of ideas before choosing what they want to do. They have a very critical approach to decisions letting team members know how good or bad their ideas are. Sometimes these monitor-evaluators may over react to situations.
Resource Investigator
What they do is they look at the trends and developments outside the organisation. They have the qualities of being curious as they often need to look into other organisations. They are in charge of finding and developing contacts for the team and providing information for the team. They work with outside stakeholders, which are individuals that are affected by the teams operations, to help reach the teams aims and objectives. They are usually optimistic but may lose their optimism fast if they are too positive. They are usually knowledgeable meaning people will feel as if they would like to believe them.
Company Worker/ Implementer
These are the people who get the tasks done. They transform the ideas of other members of the team into an action and physical work. They are organised individuals who work very effectively. They are the ones that are reliable to complete a task and get things done. They may find change difficult, on a downside.
Team Worker
They are individuals who provide support the whole team and ensure that team members are working together in cohesion. They are the members of the team who are responsible for the negotiation as they have a very diplomatic approach as well as flexible. They are completely capable of completing tasks alone, but they tend to find it difficult to make decisions.
Completer Finisher
These people have the vision of seeing tasks finish completely. They are perfectionists, so they make sure that there is no error and they have an eye for detail. They have a mindset of completing tasks on time and they push team members to achieve these deadlines. A completer finisher may worry too much at times and they may find it hard to delegate their work as they believe they can do it better.
TYpes of teamwork Activities.
Paper-Based Exercises
In the public services, there are two types of paper based exercises. They are explained below:
Disaster:
Seminar - What this, is an exercise which is based on discussion that had been created to all of the individuals in order to exhibit exactly what their roles/responsibilities and what they would have to do in the event of a prime/large incident. This could be carried out in front of an entire large team or put into smaller groups which allows the discussion of specific details of an emergency response. Carrying this out in smaller teams allows them to look at the what a specific team is responsible for by briefing it directly to them.
Table Top - This exercise is similar to a seminar but it is different because it usually demands for smaller teams. A certain public service and outside agencies would discuss responses from a specific large occurrence. This would be ordered in an order of which they would occur, given that it was a real situation. Typically, these seminars are delivered over a conference table, providing the name 'Table Top'.
Logistics:
This is the procedure of organising, managing and locating the materials and elements needed for the specific project or task. In the military, their logistics could be to move their personnel and artillery to the battle zone with the appropriate support. This would be the moving of large numbers of troops and very expensive materials and equipment. Also they would plan how to deal with specific problems and issues, should they occur during the actual process. The ideal way to perform logistics is with a team of specifically-trained logistic experts in the military and to create a solid plan in preparatory to the event/project. In today's day and age, the planning is often done electronically on computers in apposed to the old-style paper-based planning.
Activity Based
In the public services, there are three types of activity based exercises. They are as followed:
Physical Training Activities
Physical training is a method of promoting and increasing the awareness of effective teamwork. Many types of sports encourage their participants to work and play together with the vision of winning a match or game. Playing team games can increase the cohesion of teams and how friendly they get with their team mates/colleagues. This is needed to make sure that everyone in the team is supported, much like they would need in a public services situation.
Team-Building Exercises
Team building exercises are planned activities which have the purpose of bring teams together and encourage them to work effectively together and seek ways that that can do so. This could be training courses or even special agencies to help bring team members together. Effective teamwork is more than crucial in the public services.
Military/Emergency Exercises
These are simulations or in-the-moment exercises with the aim to examine a small aspect of a major incident or response plan or even a complete scale situation. These exercises are performed and put in place to be as realistic as possible to better ready the team for a real life situation. This allows the team members to get a feel for what the situation will be like and see how they would react in the respective environment.
Work Related Team Activity
In the public services, there are two types of work related team activities. They are explained below:
Achieving Work Activities
One of the primary roles of any public service is to aim to accomplish the objectives that are set by the respective services. Such objectives may include tasks like reducing response times to the quality of patient treatment before full medical attention is administered.
Planning and Achieving A Project
It is very likely that projects in the different public services each need very careful and effective planning to achieve projects. It's very important that teams within public services develop strategies to put in place to make the planning of projects easier and more efficient.
In the public services, there are two types of paper based exercises. They are explained below:
Disaster:
Seminar - What this, is an exercise which is based on discussion that had been created to all of the individuals in order to exhibit exactly what their roles/responsibilities and what they would have to do in the event of a prime/large incident. This could be carried out in front of an entire large team or put into smaller groups which allows the discussion of specific details of an emergency response. Carrying this out in smaller teams allows them to look at the what a specific team is responsible for by briefing it directly to them.
Table Top - This exercise is similar to a seminar but it is different because it usually demands for smaller teams. A certain public service and outside agencies would discuss responses from a specific large occurrence. This would be ordered in an order of which they would occur, given that it was a real situation. Typically, these seminars are delivered over a conference table, providing the name 'Table Top'.
Logistics:
This is the procedure of organising, managing and locating the materials and elements needed for the specific project or task. In the military, their logistics could be to move their personnel and artillery to the battle zone with the appropriate support. This would be the moving of large numbers of troops and very expensive materials and equipment. Also they would plan how to deal with specific problems and issues, should they occur during the actual process. The ideal way to perform logistics is with a team of specifically-trained logistic experts in the military and to create a solid plan in preparatory to the event/project. In today's day and age, the planning is often done electronically on computers in apposed to the old-style paper-based planning.
Activity Based
In the public services, there are three types of activity based exercises. They are as followed:
Physical Training Activities
Physical training is a method of promoting and increasing the awareness of effective teamwork. Many types of sports encourage their participants to work and play together with the vision of winning a match or game. Playing team games can increase the cohesion of teams and how friendly they get with their team mates/colleagues. This is needed to make sure that everyone in the team is supported, much like they would need in a public services situation.
Team-Building Exercises
Team building exercises are planned activities which have the purpose of bring teams together and encourage them to work effectively together and seek ways that that can do so. This could be training courses or even special agencies to help bring team members together. Effective teamwork is more than crucial in the public services.
Military/Emergency Exercises
These are simulations or in-the-moment exercises with the aim to examine a small aspect of a major incident or response plan or even a complete scale situation. These exercises are performed and put in place to be as realistic as possible to better ready the team for a real life situation. This allows the team members to get a feel for what the situation will be like and see how they would react in the respective environment.
Work Related Team Activity
In the public services, there are two types of work related team activities. They are explained below:
Achieving Work Activities
One of the primary roles of any public service is to aim to accomplish the objectives that are set by the respective services. Such objectives may include tasks like reducing response times to the quality of patient treatment before full medical attention is administered.
Planning and Achieving A Project
It is very likely that projects in the different public services each need very careful and effective planning to achieve projects. It's very important that teams within public services develop strategies to put in place to make the planning of projects easier and more efficient.
Honey's team roles.
Team roles were initially introduced by theorist Meredith Belbin and his teamwork framework has been used by public services for a long time. It is very useful for evaluating the efforts and contributions that an individual makes in a team. In Belbin's theory, he exhibits eight team roles. Honey's team roles are an alternative to this created by theorist, Peter Honey. He had five team roles to exhibit.
The Five Team Roles (Honey):
THE LEADER
This is an individual of the team that ensures that the team are clear of their aims and objectives and aims to keep involvement and commitment in team members high. An example of this role in the public services is in the Fire Services, in an emergency situation a lieutenant makes sure that every member of the team are meeting the aims and objectives of the brigade.
THE CHALLENGER
This is an individual that questions the effectiveness tasks/the team/etc. and asks to implement improvement in the team's operations. This is very important in the public services as at times, it is crucial that time isn't wasted and the most productivity is produced as possible.
THE DOER
The "doer" is an individual in the team who attempts to get the team to make contribution to the task at hand and plays a part in the practical part of tasks. This is important in the public services as there have to be members that stress contribution and play a part in the team's operations.
THE THINKER
This is an individual that comes to the team with well-thought ideas and attempts to improve the ideas of other members for the benefit of the entire team. Well thought ideas is a crucial aspect of the public services to ensure that all decisions are well made.
THE SUPPORTER
This is an individual which tries to keep team cohesion and harmony. They try and ease all of the tension that the team may have. Having support with each other and the team is very important to ensure good team work.
The Five Team Roles (Honey):
THE LEADER
This is an individual of the team that ensures that the team are clear of their aims and objectives and aims to keep involvement and commitment in team members high. An example of this role in the public services is in the Fire Services, in an emergency situation a lieutenant makes sure that every member of the team are meeting the aims and objectives of the brigade.
THE CHALLENGER
This is an individual that questions the effectiveness tasks/the team/etc. and asks to implement improvement in the team's operations. This is very important in the public services as at times, it is crucial that time isn't wasted and the most productivity is produced as possible.
THE DOER
The "doer" is an individual in the team who attempts to get the team to make contribution to the task at hand and plays a part in the practical part of tasks. This is important in the public services as there have to be members that stress contribution and play a part in the team's operations.
THE THINKER
This is an individual that comes to the team with well-thought ideas and attempts to improve the ideas of other members for the benefit of the entire team. Well thought ideas is a crucial aspect of the public services to ensure that all decisions are well made.
THE SUPPORTER
This is an individual which tries to keep team cohesion and harmony. They try and ease all of the tension that the team may have. Having support with each other and the team is very important to ensure good team work.
Team building activities conducted in the uniformed public services.
Stated below are the numerous team building activities that are performed in the uniformed public services with their respective descriptions:
Recruitment
In team building, this stage would be the initial stage. This stage is basically choosing a team of efficient, hard-working individuals for the team. The individuals that may be chosen for the team may not hold the best qualifications in the field nor be the most confident candidate, however someone with a great mix of skills as well as a high proficiency of social skills. The recruitment process could be done in two ways when a new team position becomes available; hiring a new candidate from outside the organisation with all the recruitment factors of a normal organisation inclusive of the interview and selection process or they may promote or choose a current candidate already working in the organisation. An public services example is when the ambulance services states the specific first aid and paramedic courses for ambulance paramedic candidates in their prerequisites for recruitment.
Induction
This is a stage where new employees to a team or organisation become briefed to get an idea of how things work at their new place of employment. This stage allows the new staff to become aware of all the tasks they must do and the tasks that they must not do. They also will find out the methods and strategies set by the organisation of how to achieve these tasks. Their will also be a typical housekeeping aspect of it where they find out where they spend their lunch hours, where they may get changed for work, any policies set by the company and any safety procedures. This stage may also include training and some staff will be put on a contractual probation period. An example of this in the public services is when a police officer is assigned to a station, he/she should be provided with a tour of the workplace, an explanation of their tasks and working hours, and introduction to the current staff, emergency contingencies and other housekeeping information.
Motivation
This stage is the stage where the organisation aims to provide purpose for their employees to perform efficiently and to a high standard. Motivation can be provided in numerous ways such as rewards or transactional rewards where something is taken away from that member of staff should they provide weak performance. Motivation in the public services can be when military personnel are promoted to a higher rank.
Training/Coaching
This stage is important in nearly any team that exists in any organisation, not to mention every form of uniformed public services. There are roles in the public services that require a careful procedure and may be a specialised field. As a result, it is important that employees receive a sufficient amount of training and coaching to allow them to perform the job at ease. Factors such as law, equipment use and tactical knowledge each need careful training before execution can be made. An example for the police force is when aspiring officers are sent to a police academy as cadets.
Mentoring
Mentoring is a process that is adopted by a few organisations to provide more junior employees with a mentor that has more experience in the field which they could approach for any support and advice. A helpful mentor will provide advice for specific tasks and not to notify the employee's manager should they perform a task wrong or make a mistake. Mentors will cover the best ways in which to cover tasks and deal with issues. An example is when a new police constable is partnered up with an experience police sergeant to patrol a specific location. The new recruit can learn from the more experienced officer and develop skills, as well as knowledge.
Team Knowledge
This is basically being able to comprehend the strengths and weaknesses of members in that respective team. This allows leaders of teams to be able to provide the correct team members with a role that fits them. Providing a team member with a role or task that fits them, efficiency can be maximised within the team. It is a process of using the best people for the job logically. An example of this is in when a police task force is attempting to take custody of suspects. The team leader is responsible for allocating who stays back, who opens the door, who performs the arrest etc.
Weaknesses
Almost every team would have a weakness somewhere in the operation or team members. Minimising the weaknesses within a team should increase the efficiency of the entire team and allow them to perform better. There are numerous weaknesses that may exist within the team such as:
Recruitment
In team building, this stage would be the initial stage. This stage is basically choosing a team of efficient, hard-working individuals for the team. The individuals that may be chosen for the team may not hold the best qualifications in the field nor be the most confident candidate, however someone with a great mix of skills as well as a high proficiency of social skills. The recruitment process could be done in two ways when a new team position becomes available; hiring a new candidate from outside the organisation with all the recruitment factors of a normal organisation inclusive of the interview and selection process or they may promote or choose a current candidate already working in the organisation. An public services example is when the ambulance services states the specific first aid and paramedic courses for ambulance paramedic candidates in their prerequisites for recruitment.
Induction
This is a stage where new employees to a team or organisation become briefed to get an idea of how things work at their new place of employment. This stage allows the new staff to become aware of all the tasks they must do and the tasks that they must not do. They also will find out the methods and strategies set by the organisation of how to achieve these tasks. Their will also be a typical housekeeping aspect of it where they find out where they spend their lunch hours, where they may get changed for work, any policies set by the company and any safety procedures. This stage may also include training and some staff will be put on a contractual probation period. An example of this in the public services is when a police officer is assigned to a station, he/she should be provided with a tour of the workplace, an explanation of their tasks and working hours, and introduction to the current staff, emergency contingencies and other housekeeping information.
Motivation
This stage is the stage where the organisation aims to provide purpose for their employees to perform efficiently and to a high standard. Motivation can be provided in numerous ways such as rewards or transactional rewards where something is taken away from that member of staff should they provide weak performance. Motivation in the public services can be when military personnel are promoted to a higher rank.
Training/Coaching
This stage is important in nearly any team that exists in any organisation, not to mention every form of uniformed public services. There are roles in the public services that require a careful procedure and may be a specialised field. As a result, it is important that employees receive a sufficient amount of training and coaching to allow them to perform the job at ease. Factors such as law, equipment use and tactical knowledge each need careful training before execution can be made. An example for the police force is when aspiring officers are sent to a police academy as cadets.
Mentoring
Mentoring is a process that is adopted by a few organisations to provide more junior employees with a mentor that has more experience in the field which they could approach for any support and advice. A helpful mentor will provide advice for specific tasks and not to notify the employee's manager should they perform a task wrong or make a mistake. Mentors will cover the best ways in which to cover tasks and deal with issues. An example is when a new police constable is partnered up with an experience police sergeant to patrol a specific location. The new recruit can learn from the more experienced officer and develop skills, as well as knowledge.
Team Knowledge
This is basically being able to comprehend the strengths and weaknesses of members in that respective team. This allows leaders of teams to be able to provide the correct team members with a role that fits them. Providing a team member with a role or task that fits them, efficiency can be maximised within the team. It is a process of using the best people for the job logically. An example of this is in when a police task force is attempting to take custody of suspects. The team leader is responsible for allocating who stays back, who opens the door, who performs the arrest etc.
Weaknesses
Almost every team would have a weakness somewhere in the operation or team members. Minimising the weaknesses within a team should increase the efficiency of the entire team and allow them to perform better. There are numerous weaknesses that may exist within the team such as:
- Misunderstanding of the task at hand
- The incompetency of team members within a team due to not having the required skills and knowledge
- An issue with the relationship between team members
- Lack of motivation within a team
Team performance evaluation in the uniformed public services.
Team performance is essentially the degree of which an organisation or team achieves their aims and objectives. There are several methods and tools that are used to measure the performance of the team.
Performance Indicators
These are a figurative indicators that are used to exhibit the performance of a team by measuring the degree of which they meet their aims and objectives. Within the public services, the following indicators could be used; customer satisfaction ratings, emergency response times, crime statistics and a comparison to the other public service organisations. Emergency response times can relate to numerous public service organisations such as the ambulance services, police force and the fire department. Getting to the scene of the emergency in an efficient and timely manner is crucial and can potentially be the difference between life and death of patients or victims. Customer satisfaction is also another tool that should not be taken lightly, how the patients and victims feel during the emergency and after is very important to take into account for most, if not all, emergency-response public service organisations.
In the public services, the majority of performance indicators are based according to a certain theme. This could be to increase the response time of ambulances by 20% over the next 6-month period for the ambulance service, or it could be prevent the harm to the public during crimes and whilst catching suspects by 15% over the next year for the police. These performance indicators use a target setting method called SMART. Basically what a smart goal is, is for a goal to obtain Specific (to have a certain theme), Measurable (having a way to measure the success), Achievable (whether or not it is possible in the timeframe provided), Realistic (whether it can really be done) and Time-Bound (deadlines are set and specified) characteristics.
Target Setting
This is a crucial for teams to indicate their performance and to enable them to reach their goals. Knowing the target is a must in order for all aspects to be planned (such as time allocation, budget, resources, etc.). An example in the public services (police force) could be to take custody of two suspects with the tactical special forces team by the fifth day of the investigation. Performance is then measured by analysing whether or not the targets have been reached.
Monitoring
Monitoring a team is performed by using tools such as target setting an performance indicators. Often national benchmarks, which vary by country, are included as a tool to analyse the performance of a specific team or an entire public service organisation. This is often shared with other teams, departments and public services. An example of this in the public services is comparing the emergency response times of all the fire departments in Hong Kong. With this, certain departments can determine whether or not they are performing above the average and how they compare to the performance of other departments.
Review
This is another crucial method that is used to develop the performance of a team. The review stage occurs when members of the team meet to collectively reflect on their performance. Traditionally, this is carried out by comparing results to set targets before evaluating why success was achieved or why they failed. From this, teams can learn and take the lessons they learned onto future projects, cases and activities.
Performance Indicators
These are a figurative indicators that are used to exhibit the performance of a team by measuring the degree of which they meet their aims and objectives. Within the public services, the following indicators could be used; customer satisfaction ratings, emergency response times, crime statistics and a comparison to the other public service organisations. Emergency response times can relate to numerous public service organisations such as the ambulance services, police force and the fire department. Getting to the scene of the emergency in an efficient and timely manner is crucial and can potentially be the difference between life and death of patients or victims. Customer satisfaction is also another tool that should not be taken lightly, how the patients and victims feel during the emergency and after is very important to take into account for most, if not all, emergency-response public service organisations.
In the public services, the majority of performance indicators are based according to a certain theme. This could be to increase the response time of ambulances by 20% over the next 6-month period for the ambulance service, or it could be prevent the harm to the public during crimes and whilst catching suspects by 15% over the next year for the police. These performance indicators use a target setting method called SMART. Basically what a smart goal is, is for a goal to obtain Specific (to have a certain theme), Measurable (having a way to measure the success), Achievable (whether or not it is possible in the timeframe provided), Realistic (whether it can really be done) and Time-Bound (deadlines are set and specified) characteristics.
Target Setting
This is a crucial for teams to indicate their performance and to enable them to reach their goals. Knowing the target is a must in order for all aspects to be planned (such as time allocation, budget, resources, etc.). An example in the public services (police force) could be to take custody of two suspects with the tactical special forces team by the fifth day of the investigation. Performance is then measured by analysing whether or not the targets have been reached.
Monitoring
Monitoring a team is performed by using tools such as target setting an performance indicators. Often national benchmarks, which vary by country, are included as a tool to analyse the performance of a specific team or an entire public service organisation. This is often shared with other teams, departments and public services. An example of this in the public services is comparing the emergency response times of all the fire departments in Hong Kong. With this, certain departments can determine whether or not they are performing above the average and how they compare to the performance of other departments.
Review
This is another crucial method that is used to develop the performance of a team. The review stage occurs when members of the team meet to collectively reflect on their performance. Traditionally, this is carried out by comparing results to set targets before evaluating why success was achieved or why they failed. From this, teams can learn and take the lessons they learned onto future projects, cases and activities.
Evaluation of Team Performance
Team members will often be able to determine what is going well, what isn't going well and what could be done better whilst teams work and perform tasks. However, it is often an issue that these teams do not collectively converse about their observations and as a result, team reflections are not carried out. It is absolutely crucial for teams to assess and evaluate performance because it allows these public service steams to indicate the goals that they set out to achieve, and just how well they have performed in comparison. In addition, this could be used as peer motivation as it accommodates the opportunity for members in the team to commemorate their success and to pay tribute to those who perform well. It also provides room for bringing up issues that can be discussed and learned from for tasks in the future.
These types of evaluations allow the team to strategise for improvement and development of the entire team, and specific individuals. This means that specific team members can develop themselves and provide more for the team in the future. Carrying out evaluations allows for team leaders to know their team better and to help improve the overall performance of the team and individual skills.
Team members will often be able to determine what is going well, what isn't going well and what could be done better whilst teams work and perform tasks. However, it is often an issue that these teams do not collectively converse about their observations and as a result, team reflections are not carried out. It is absolutely crucial for teams to assess and evaluate performance because it allows these public service steams to indicate the goals that they set out to achieve, and just how well they have performed in comparison. In addition, this could be used as peer motivation as it accommodates the opportunity for members in the team to commemorate their success and to pay tribute to those who perform well. It also provides room for bringing up issues that can be discussed and learned from for tasks in the future.
These types of evaluations allow the team to strategise for improvement and development of the entire team, and specific individuals. This means that specific team members can develop themselves and provide more for the team in the future. Carrying out evaluations allows for team leaders to know their team better and to help improve the overall performance of the team and individual skills.
Team building and team cohesion.
Definition of Team Goals
As mentioned in the "Team Performance" section, it is crucial for teams to have specific goals in place in order to success to be a possibility. To maximise the success potential, teams should use SMART goals in order to properly indicate the success of the team. The more clarity the goal has, the easier it is to evaluate and relate to once the task has been carried out. Also, the goal must be easy to understand in order for all team members to determine exactly what they need to achieve. The more specific the goal, the higher chance of success and it increases the chances of members in a team to utilise the same techniques and ultimately achieving the same goal. If goals are clear, teams can work together cohesively and cooperate as they are provided with the correct methods and techniques for the task. An example of this could be for the ambulance services in Hong Kong to "Increase the response time of medical services by 20% by implementing ambulance motorcycles by March 2016".
Group Turnover
It is too common for members of teams to leave and enter new teams/groups. The lower the turnover of team/group members is, the higher potential for good team cohesion as it allows for members of teams to better understand each other through having more time together. Occasionally, group turnover could be beneficial for a team/group as the new members can bring new ideas to the table. During times of war, group turnover is often high in the military as a result of frequent injuries and mortalities.
Opportunities for Career Progression and Recognising Contributions
Assistance to the team cohesion of a team could be done by providing room for potential career development. Rewards are often an incentive and motivational technique for teams and individuals to perform better. Having these in place allows for team members to aspire to achieve, and as a result increasing team cohesion. This reward could be either a tangible reward, such as a medal of honour, or a reward such as a promotion (or increase of rank). In the military, there is a ranking system which increases motivation of the entire public service as individuals work to progress to higher ranks.
In addition to this, simple recognition from leaders and members of higher ranks can also be a form of motivation. With leaders showing their praise for individual efforts lets team members feel noticed, and motivates them to continue working hard.
Group Conflict (Actual/Potential)
Conflict amongst team members in any team is inevitable. Conflicts could emerge in the process of brainstorming ideas and goals, choosing methods and techniques and other issues that could occur in the workplace. Occasionally, these conflicts can be a result of individual performance or it could be merely because of two different personality types. Although conflicts could potentially jeoprodise both the performance and cohesion of the entire team, it does not mean that conflicts are always bad for teams. Conflicts can be beneficial in the sense that ideas can be challenged and perspectives that otherwise would have gone unheard of are brought out. These can potentially change the strategy of the entire team for better performance. However, conflicts amongst team members are best to be resolved regardless of the specifics. Unless a team is completely cooperative and happy to work with each other, full team cohesion can never be achieved and performance of the entire team could be affected.
Advantages for resolving conflicts within a team include:
As mentioned in the "Team Performance" section, it is crucial for teams to have specific goals in place in order to success to be a possibility. To maximise the success potential, teams should use SMART goals in order to properly indicate the success of the team. The more clarity the goal has, the easier it is to evaluate and relate to once the task has been carried out. Also, the goal must be easy to understand in order for all team members to determine exactly what they need to achieve. The more specific the goal, the higher chance of success and it increases the chances of members in a team to utilise the same techniques and ultimately achieving the same goal. If goals are clear, teams can work together cohesively and cooperate as they are provided with the correct methods and techniques for the task. An example of this could be for the ambulance services in Hong Kong to "Increase the response time of medical services by 20% by implementing ambulance motorcycles by March 2016".
Group Turnover
It is too common for members of teams to leave and enter new teams/groups. The lower the turnover of team/group members is, the higher potential for good team cohesion as it allows for members of teams to better understand each other through having more time together. Occasionally, group turnover could be beneficial for a team/group as the new members can bring new ideas to the table. During times of war, group turnover is often high in the military as a result of frequent injuries and mortalities.
Opportunities for Career Progression and Recognising Contributions
Assistance to the team cohesion of a team could be done by providing room for potential career development. Rewards are often an incentive and motivational technique for teams and individuals to perform better. Having these in place allows for team members to aspire to achieve, and as a result increasing team cohesion. This reward could be either a tangible reward, such as a medal of honour, or a reward such as a promotion (or increase of rank). In the military, there is a ranking system which increases motivation of the entire public service as individuals work to progress to higher ranks.
In addition to this, simple recognition from leaders and members of higher ranks can also be a form of motivation. With leaders showing their praise for individual efforts lets team members feel noticed, and motivates them to continue working hard.
Group Conflict (Actual/Potential)
Conflict amongst team members in any team is inevitable. Conflicts could emerge in the process of brainstorming ideas and goals, choosing methods and techniques and other issues that could occur in the workplace. Occasionally, these conflicts can be a result of individual performance or it could be merely because of two different personality types. Although conflicts could potentially jeoprodise both the performance and cohesion of the entire team, it does not mean that conflicts are always bad for teams. Conflicts can be beneficial in the sense that ideas can be challenged and perspectives that otherwise would have gone unheard of are brought out. These can potentially change the strategy of the entire team for better performance. However, conflicts amongst team members are best to be resolved regardless of the specifics. Unless a team is completely cooperative and happy to work with each other, full team cohesion can never be achieved and performance of the entire team could be affected.
Advantages for resolving conflicts within a team include:
- A better understanding of other members in the team - They can then work better and more efficiently together as they become aware of other's perspectives.
- Increased overall cohesion for the team - Cooperation amongst team members is increased as a result of conflicts being resolved.
- Individual self-awareness increase - This allows members of the team to understand how they act and why.
Types of teams in the public services
In the different public services, there are different team structures for each with different names and types for numerous teams that they have in place within that service. Below are the types of teams available generically in the public services:
Divisional
This is a group within a specific service that serves it's own purpose. A certain division may have it's specialist field. Unlike departments, it is often treated as a stand-alone entity where they operate themselves in terms of recruitment.
Departmental
A section of a public services operations. Duties and roles are divided and are spread out amounts the various departments. They would each have a specific purpose and speciality.
Sectional
This is a type of team which is part of a larger division or department with a stronger focus in a specific field. They will often work with other teams within that department or division.
Geographical
This relates to the location of which a certain team is based or positioned. This is often done through the grouping of people at different stations within a specific public service. An example would be the police station of a certain district in Hong Kong such as the Aberdeen Police Station.
Multidisciplinary
This is a team that consists of members with different types of experience and knowledge. This is to generate the best mix of ideas and planning possible within a team. It enables teams to explore more perspectives than having members from only one specialist field. An example of this could be in the police when numerous individuals from different teams come together to solve a case.
Regiment
This is a ground or military unit that has in excess of two military personnel. These are combat teams which are usually put into place and are classified in the need to attack or defence during attacks or war.
Brigade
This is a team that consists of a group that acts together with two or more "squadrons". This can apply to the military as well as the fire department.
Force
A force is a team that has the objective to enforce or fight off an opposition party. Whether this be criminals robbing a bank for the police or a group of terrorists threatening for the military. It often has to do with the fact that these teams are armed with weapons in the need of use.
Multi-agency Teams
A multi-agency team is a team with members from two or more uniformed public services. This is a team that has to work together to achieve a solution and to solve the issue at hand. An example of a multi-agency team would be when there is a fire where the Fire Department, Police and Medical Services are needed.
Specialist Teams
A specialist team is a team that specialises in a specific task within a public service. An example of this could be the Bomb Disposal Squad in the military that have the specialisation to diffuse explosives.
Search and Rescue
Search and rescue teams are groups of individuals within a certain public service that are formed in the purpose of finding victims. This can apply to numerous public services based on the situation at hand.
Project Teams
Project teams consist of a group of individuals who work together for a specific amount of time on a temporary basis. They work on a project to maximise the strengths of each individual for the task at hand. An example of a project team would be a team that is brought together to solve a case in the police.
Emergency Services
Emergency teams are rapid-response teams that are put into place to cater for patients and victims in the need of urgent care and support. This type of team is present in the Police, Fire Services and Medical Services.
Divisional
This is a group within a specific service that serves it's own purpose. A certain division may have it's specialist field. Unlike departments, it is often treated as a stand-alone entity where they operate themselves in terms of recruitment.
Departmental
A section of a public services operations. Duties and roles are divided and are spread out amounts the various departments. They would each have a specific purpose and speciality.
Sectional
This is a type of team which is part of a larger division or department with a stronger focus in a specific field. They will often work with other teams within that department or division.
Geographical
This relates to the location of which a certain team is based or positioned. This is often done through the grouping of people at different stations within a specific public service. An example would be the police station of a certain district in Hong Kong such as the Aberdeen Police Station.
Multidisciplinary
This is a team that consists of members with different types of experience and knowledge. This is to generate the best mix of ideas and planning possible within a team. It enables teams to explore more perspectives than having members from only one specialist field. An example of this could be in the police when numerous individuals from different teams come together to solve a case.
Regiment
This is a ground or military unit that has in excess of two military personnel. These are combat teams which are usually put into place and are classified in the need to attack or defence during attacks or war.
Brigade
This is a team that consists of a group that acts together with two or more "squadrons". This can apply to the military as well as the fire department.
Force
A force is a team that has the objective to enforce or fight off an opposition party. Whether this be criminals robbing a bank for the police or a group of terrorists threatening for the military. It often has to do with the fact that these teams are armed with weapons in the need of use.
Multi-agency Teams
A multi-agency team is a team with members from two or more uniformed public services. This is a team that has to work together to achieve a solution and to solve the issue at hand. An example of a multi-agency team would be when there is a fire where the Fire Department, Police and Medical Services are needed.
Specialist Teams
A specialist team is a team that specialises in a specific task within a public service. An example of this could be the Bomb Disposal Squad in the military that have the specialisation to diffuse explosives.
Search and Rescue
Search and rescue teams are groups of individuals within a certain public service that are formed in the purpose of finding victims. This can apply to numerous public services based on the situation at hand.
Project Teams
Project teams consist of a group of individuals who work together for a specific amount of time on a temporary basis. They work on a project to maximise the strengths of each individual for the task at hand. An example of a project team would be a team that is brought together to solve a case in the police.
Emergency Services
Emergency teams are rapid-response teams that are put into place to cater for patients and victims in the need of urgent care and support. This type of team is present in the Police, Fire Services and Medical Services.