Explain the features of effective team performance The characteristics of an effective team which separates it from other teams and makes it unique or effective is the ability of the team to perform at the highest level for an extended period of time and to complete its work in the most efficient and effective manner and to the best of its ability. The purpose, roles and objectives of a team could change from team to team, but certain features will consistently be present in a team to enable it achieve effective team performance, some of which are:
Vincent McCrory Unit The features of an effective team performance are set up by showing positive leadership.
Throughout the years many theorists have tried to capture on paper exactly what makes some people form an excellent effective team who achieve goals and targets, whilst others struggle to even get along. An effective team will work together, stay focused, and all the time support each other along the way to reach the end goal.
This is due to each and every member of the team knowing what role and responsibility is required of them to follow their role. The manager will also be in control of what strengths and weaknesses lie within his or her team.
Working as part of a team requires effective communication skills, where there is a breakdown of communication there is also a breakdown of an effective team. A good team leader is a person who can lead their team while giving each member of the team the right to be a leader within themselves; they not only possess good leadership and guidance skills, but also possess good communication skills.
If the team has an effective leader who can communicate clearly the goals and objectives of the team in synch with the goals and objectives of the individual members through effective two-way communication, then there is nothing that can stop that team from achieving Amongst some of the better known team development business models used to describe teams and their effectiveness would be a theorist called Bruce Tuckman, Bruce described teams as having several different phases, he called them; Forming, storming, norming and performing, although his model was first used back init is still widely used today more than 50 years later.
The team is assembled and the task is allocated, Team members tend to behave independently, and although goodwill may exist they do not know each other well enough to unconditionally trust one another.
Time is spent planning, collecting information and bonding. Storming;the team starts to address the task suggesting ideas. Different ideas may compete for ascendancy and if badly managed this phase can be very destructive for the team.
Relationships between the team members will be made or broken during this phase, and some may never recover. In extreme cases the team can become stuck in the storming phase. If a team is too focused on consensus they may decide on a plan which is less effective in completing the task for the sake of the team.
This carries its own set of problems, it is essential that the team has strong facilitative leadership in this phase. Norming; as the team moves out of the storming phase it will enter norming phase, this tends to be a move towards harmonious working practices, with teams agreeing on the rules and values by which they operate.
In the ideal situation teams begin to trust themselves during this phase as they accept the vital contribution of each member of the team. Team leaders can take a step back from the team as individual members take greater responsibility.
The Team may also participate in fun and social activities. The risk during this stage is that the team becomes complacent and loses either their creative edge or the drive that brought them to this stage. Performing;the team is more strategically aware, the team knows clearly why it is doing what it is doing.
The team has a shared vision and is able to stand on its own two feet with no interference or participation from the leader.
There is a focus on over-achieving goals, and the team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively, and necessary changes to process and structure are made by the team.
unit - lm1c - lead and manage a team within a health and social care or children and young people's settings UNIT - LM2c - DEVELOP PROFESSIONAL SUPERVISION PRACTICE IN HEALTH AND SOCIAL CARE OR CHILDREN AND YOUNG PEOPLE'S SETTINGS. Unit Lead and manage a team within a health and social care or children and young people's setting (LM1c) Level 5 Diploma Management/Leadership in Health . This learning resource can be used independently, or during a / or small group tuition session, to support Unit , Lead and Manage a Team, for the Level 5 Health and Social Care .
The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members look after each other. The team requires delegated tasks and projects from the leader.
The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development, and with this the leader delegates and oversees.
Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached.Unit Lead and manage a team within a health and social care or children and young people's setting (LM1c)77 Unit Develop professional supervision practice in health.
Unit ‐ Lead and manage a team within a health and social care or children and young people's setting (7C) Unit ‐ Develop professional supervision practice in health and social care .
6 Be able to manage team performance in a health and social care or children and young people’s setting Monitor and evaluate progress towards agreed objectives Provide feedback on performance to: – the individual – the team Provide recognition when individual and team objectives have been achieved Explain how team members.
Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (Wales & NI) (/62/63/64/65/66) Unit Lead and manage a team within a health and social care or children and young people s setting LM1c Level 5 Diploma Management Leadership in Health.
Question: Unit Lead and manage a team within a health and social care or children and young people's setting (LM1c) Level 5 Diploma Management/Leadership in Health and Social Care Explain the features of effective team performance.