(Lecturer in Business and

Module Instructor: Dr Zunaira Aman

Economics )

Research Interests: International

Trade, Development Economics,
Email: Zunaira.Aman@rcl.ac.uk International Markets, Panel Data
Estimation, Econometrical Analysis &
Quantitative Methods

Career Focus: Lecturer, Course and

Module development, Dissertation
Supervision For PG, Professional
Development for UG&PG, Student
Mentoring

PDHE - Dr Zunaira Aman

Student
Introductions
Take turns and let us know more about
yourself. You can tell us about:

1. Your current or previous job.

2. Your experience in the.
3. Your chosen program of studies
and why you have chosen it.
4. Any previous studies you may
have done.

Dr Zunaira Aman
 Getting to know
you:

 Share three areas

you look forward to at
Regent College.
 Share Three aspects
you are nervous about
at Regent College.

PDHE - Dr Zunaira Aman

Teams are more than groups

‘A group of people working towards common goals and

objectives and sharing responsibility for the outcomes.
Team building is the process of selecting and grouping
team members effectively and developing good
working relationships and practices enabling the team
to steer and develop the work and reach their goals’.

The Chartered Management Institute

Differences between a team and a group Mullins, 2016
TEAM WORKING
On a fundamental level, you will
have read that teams require
creative ideas people, drivers,
completer finishers etc. However,
even with an understanding of
what motivates you and your
colleagues and what your
preferred behaviour styles are,
this is still only one piece of the
jigsaw. Every team must be clear
about why it exists and what its
objectives are.
 What makes a successful group?
Not all groups are successful or effective. Often this is a function of the team
containing an imbalanced group of team roles, or it could be that the group
focuses only on the task and ignores the importance of equally managing the
process.

Successful groups will:

 
• Accomplish group goals
• Maintain good working relationships
• Adapt to changing conditions
 Strategies for ensuring effective group work

Establishing ground rules enables you to be clear

about how you are going to work together as a
group. It enables you to consider the process of
the group work itself; the mechanisms by which
the group will act as a unit.

That’s why you will create a PARTNERSHIP

AGREEMENT and sign in the seminar today
 Drew and Bingham (2001) suggest the following ground rules for
Suggested
consideration: Ground Rules

Turn up to meetings

Agree an agenda for meetings

Nobody to speak for longer than 3 minutes at a time

No interrupting

No putting others down. Criticise the ideas not the person

Encourage everyone to speak

Start and end meetings on time

Set deadlines and stick to them

Everyone to do what they agree

Why do teams fail?

The five dysfunctions

of a team , by Patrick
Lencioni
Group development and maturity

Forming

Storming

Norming

Performing

Adjourning
(Tuckman 1973)
Stages of team development Tuckman 1973

Forming: Testing Storming: conflict

Polite Confronting people
Impersonal Managing conflicts
Guarded Opting out Difficulties
Watchful Losing team members
Uncertainty Demotivation Feeling stuck

Norming: Doing Performing: Identity

Getting organised Closeness
Developing skills Group Maturity
Establishing systems and procedures Resourceful
High task orientation Flexible Open
Confronting issues Effective Supportive
Competence assessment Sharing Tolerance
Adjourning: for permanent groups,
disengagement sadness self-evaluation reflection
anxiety about separation and ending
Belbin’s team roles (1981)
• Team role is a pattern of behaviour, characteristic of
the way in which one team member interacts with
another whose performance serves to facilitate the
progress of the team as a whole.
• Most consistently successful teams were mixed, with
a balance of roles.
• The role a person takes is not fixed, it may change
according to circumstances.
• Individuals have a primary role and often a back-up
team role.
Belbin’s Team Roles (1993)
• Co-ordinator (Chairperson)-
helps team to focus on goals,
controls and gets best out of
people
• Shaper - strong opinions,
wants to get moving and
wants to have a say, frustrated
by inaction
• Plant - creative and full of
ideas, good at problem solving
but does not get involved
• Team worker - tries to make
sure all are involved and
promotes team spirit
• Implementer (Company
worker) - turns ideas into
action and gets things done
• Resource investigator- makes
contacts outside, likes to
explore & collect information
• Monitor-evaluator - keen on
accuracy and checks progress,
logical and analytical
• Completer-finisher - gets
detail right, ties up loose ends
• Specialist - acts as a source of
knowledge and skills
 Action
Role orientated roles
Contribution Allowable weakness

Shaper Challenging, dynamic, thrives on Can provoke others. Hurts

pressure. Has the drive and people’s feelings
courage to overcome obstacles

Implementer - Disciplined, reliable, conservative Somewhat inflexible. Slow to

Company worker and efficient. Turns ideas into respond to new possibilities
practical actions

Completer/ Painstaking, conscientious, searches Inclined to worry unduly.

finisher out errors and omissions. Delivers Reluctant to delegate
on time
People orientated
Role
roles
Contribution Allowable weakness

Coordinator- Mature, confident. Clarifies goals, Can be seen as

Chairperson promotes decision making. manipulative.
Delegates well

Team worker Co-operative, perceptive, diplomatic. Indecisive in difficult

Listens, builds, averts conflict decisions

Resource Extravert, enthusiastic, Over-optimistic. Loses

Investigator communicative. Explores interest once initial
opportunities. Develops contacts enthusiasm has passed
 Cerebral
Role roles
Contribution Allowable weakness

Monitor/ Strategic and discerning. Sees all Lacks drive and ability to
Evaluator options. Judges accurately inspire others

Plant Creative, imaginative, unorthodox. Ignores details. Too

Solves difficult problems preoccupied to
communicate effectively

Specialist Single minded, dedicated. Provides Contributes only on a

knowledge and skills in rare supply narrow front. Dwells on
technicalities
Will this be your team?
 ACTIVITY

What are your teams' strengths, weaknesses, opportunities and

threats?

• Create your team SWOT

• Create and sign a Team Partnership Agreement
• Begin matching team skills with needs of the client