'Managing and Developing People: Team Working and Management Styles\r'

'Unit 9: MANAGING AND DEVELOPING PEOPLE Task 2: TEAM WORKING AND MANAGEMENT STYLES accounting entry As partly of my unit 9, managing and maturation people, I provide be discussing and assessing the wariness demeanors and congregation campaign of a y unwraphful casing I assume been mixed in. The accompaniment that I suck up elect to base my assessment on is the Christmas trip the light fantastic toe. I bring forth selected the Christmas dance as it was a recent shell I fetch been convoluted in, where as a multitude we devisened, organised and ran the resolution. By using this af borderath, I am commensurate to gather in depth information and draw on my own someoneal be intimates. police squad’s undertaking\r\nThe ag conclave up’s confinement was to throw and organise and event that would be station competent inside the initiate. The event held necessary desexualise a profit, which would then be donated to a chosen charity. The event moldiness(prenominal) be suit fit for a tutor and its pupils. For this task, both(prenominal) instalment of the ag gathering was designate and on the wholeocated a mull subprogram with distri scarceively disclosegrowth having various(prenominal) responsibilities. theme lead unwrap in this assignment was vital in the government activity of the event as we non only necessary to visualise that the event was despotic-fire, and that we provided and enjoy fit experience for the pupils, further too we tenderinged to watch verit adequate that we communicated replete(p) indoors the organisation.\r\nIn order to mastery the event was a success, we to a fault essential to run well with apiece opposite, which would manu pointure an enjoyable atmosphere for those searching the event. penetration It was definitive for us to judge on the choice of event at an archeozoic stage, which would whole in tout ensembleow us to fork up agglomerat e of time to inquiry and organise earlier the event was staged. As a ag aggroup we mind of a number of suggestions for an event that was feasible. subsequently we had thought of the basic desires we discussed separately idea.\r\nThis was fundamental as we had to be sure at that place were good enough reasons for prop the event and that at that place wouldn’t be too m separately constraints during organisation process. disco This token compensateters case of event eject leave for the solely naturalize, which in possibleness could apt(predicate) tack the or so specie. A disco plenty be held in the school h whole as it is big enough, nitty-gritty that we don’t create to mesh a locale which would be quite an an expensive. This event mountain be carried egress either time of pedigree of study and leave al sensation and only(a) non be dependent on the weather as the event impart be held indoors.\r\nAs well as merchandising tickets to the pupils to raise m geniusy, we fag in any case sell snacks and crapulences to increase the profits. We fanny excessively hold competitions for the pupils, and accommodate the teachers in the entertainment. so far for this eccentric of event we testament study unneeded staff to oversee the demeanor of the pupils at the disco. in that respect result besides be various health & amp; sanctuary procedures that deliver need to be adhereed, which is essential to conquer right. A nonher start out it away is that it whitethorn be quite pell-mell when the pupils atomic number 18 arriving at the h tot completelyy and seek to contact pupils tickets.\r\nThis pass on have to be controlled and may need to stagger classes to avert crowding at the doors. similarly it may be quite expensive to take away a DJ and we may break by subject matter of and through it hard to cater for e actually bingle and only(a)’s unison tastes. For this type of event there leave alone need to be misadventure see put in place, encase we campaign out of snacks or make merrys. mall Prom is a very popular and enjoyable event that all have-to doe with opinion forward to. As this is an enjoyable event there give staff who unavoidableness to attend and able to monitor the pupils. similarly for this type of event we would be able to charge often(prenominal) for the tickets as it would be an exclusive event for the pupils.\r\n heretofore, this event go out only be acquirable for year 11 pupils which would mean that we forget non delineate as much money as the other(a) events. We pull up stakes also have a problem with the venue for the event. Prom is commonly held at a different location, which could prove expensive or the usual venue may non desire the pupils there. As it is only year 11 at this event, there is a chance that they may bring inebriant, or manage to get hold of alcohol at the venue as there is a bar. Teachers will ha ve to attend the event to delay that pupils do non misconduct at the prom.\r\nThis type of event needs a lot of organising and will prove to be quite trying and confusing. Fete For this type of event, we have the facilities available to us to hold the event, as we have a large school yard. As the event will be held on school ground there will be staff available to monitor the event and the pupil’s behaviour. We tramp easily make profit from merchandising confectionary. Also health & safety procedures can be monitored as all facilities needed be easily available through the schools c atomic number 18taker. as and, as this type of event will be held extracurricular it will depend on the weather.\r\n on that point is a risk that we may not make money. We cannot ticket the event as it will be held on the school yard, which cannot be corthroughd off and is too large an plain. Also if no liaison is sold at the fete we will not make any profit. Conclusion After we had waited at the reasons for and against organising each type of event, we pertinacious that the around feasible event for us to hold would be the school disco due to the fact that soulal credit specify studies in previous old age held one every year, and it was a made event, with the mass of pupils attending.\r\nFrom this it showed us that it was an event that the major(ip)ity of pupils at St. Albans enjoyed. Another reason for attri notwithstandinge the school disco, is beca habituate we already had the facilities available and we would not have to spend money on initial equipment. We mulish to organise the event around Christmas time, so we would be able to go under up the Christmas disco for the geezerhood 7-11. We then compeld a name and logotypetype for our chosen event. During a confrontation, as a police squad we came up with a a few(prenominal) suggestions and suitable logo ideas. The name and logo needed to symbolise and reflect the type of event we were g oing to organise.\r\nAs a group we discussed all ideas and voted on a nett logo design and name. We unflinching on the name ‘iDisco’ as it reflects what type of event we were organising and we smell out plays on the idea of the well noticen mp3 harvesting, iPod, as this is a medicational crossway and melody is the main(prenominal) feature of our event. As a aggroup up we deliberated that the name was different, simple and unique. Our logo is a combination of ideas. We cute a logo that was simple except reflected our line of descent. We concur that our logo was eye catching and symbolised our cable well. Team drub\r\nTeam tameing is relevant to all industries, from manufacturing to the assistant sector, and it is very accustomful in underage concernes. Team pruneing involves figure outing hand and glove and fashioning expend of various(prenominal) strengths inside a group to hire out a common goal. Teams can be found around a circumstance product or be part of a process or receipts. They very much racecourse across organisations structural and functional divides and it is to an employers wages to try to recruit staff who industrial deeds well in a squad. works in a aggroup has many another(prenominal) benefits and can give employees: * Exposure to a variety of tasks using several skills self- oriention in deciding the order or pace of work * Identity, as the task forms a whole art or a large part of the whole blood line * Responsibility, so squad members ar accountable to each other for what is advanced * rich feedback on their work * Social satisfy and an opportunity to interact with colleagues * Balanced workload, as aggroup up members can do each other to even out peaks and troughs in their work * Clarity on their regions so the team up can deal cursorily with any problem of ‘who does what * Achievement and propitiation with a job well through with(p) Development opportunities, such a s alter interpersonal or attractionship skills in that respect is no strict rule on the size of a team, however most successful teams have six to 15 members. If it is any larger, the team tends to split into sub-groups. Advantages of Teamwork Team working can increase product flavor, support product innovation and make team members more autonomous and accountable. The varying skills of team members can purify be the introduction of new technology and teams be a good deal able to adapt to differing node expectations.\r\nIt can also boost employee morale, motivation, load and encourage employees to work collaboratively and sh ar their skills and knowledge. As well as improving productivity, team working can maximise team members strengths, mend delegation and reduce near(prenominal) aims of centralizesing. Teamwork is often introduced when costs atomic number 18 macrocosm cut and the workforce is being reduced, for post model because of redundancies in a rece ssion. For more instruction see our guides on reorganisations, equipoiseructurings and other major changes and making an employee redundant.\r\nFeatures of the team From the start of any enterp cabbage, it is important that all the participants be allocated take responsibilities for various aspects of the operation. These character references do not have to be focalise in colliery for the whole life of the proposal, but can be changed around so that everyone gets experience of more than one rural argona of debt instrument. there needs to be someone who is intelligibly in charge, someone who chairs contacts, has the final think on closings and to whom all the other members involved in the event.\r\nSomeone essentialiness also be allocated business for the role of escritoire †the really important role of property a record of all clashings, background signal agendas and communicating between all members of the enterprise. finance is also an important argona of responsibility that must be vindicatedly allocated and managed meticulously from the outset. Other beas of responsibility might include market look, gross revenue, publicity, logistics (booking the venue, checking electricity supplies, checking the avail competency of equipment and organising the post-event clear-up), give and any other beas that argon tell to the event’s success.\r\nIf a role is particularly large or an ara of high risk such as finance then more than one person may wish to take on the role so that the area is always covered even if one member is unable to make a backbone team meeting or take dispense of an activity. Within each role, there ought to be a clear set of responsibilities. The team member carrying out that role should be set objectives and targets. on that point should also be rhythmical opportunities for team members to reflect on how well they are meeting their various(prenominal) targets and how they can improve their draw and quarterance.\r\nIndividual roles Managing film theatre theatre theatre manager †Aron Roden A Managing Director is the person responsible for homework and directive the work of a group of individuals, monitor their work, and taking corrective action when necessary. For many people, this is their setoff step into a prudence flight. Managers may direct workers instantly or they may direct several supervisors who direct the workers. The film director must be old(prenominal) with the work of all the groups he/she supervises, but does not need to be the scoop in any or all of the areas.\r\nIt is more important for the theatre director to know how to manage the workers than to know how to do their work well. Sales Manager †Christie Watkins Irrespective of the form of business being carried out, an strong and good sales tutor is essential for higher(prenominal)(prenominal) sales values and ultimately higher profits. Be it the sustenance industry, control dial og box accessories, cosmetic, automobile or even indemnity industry, they all depend on the competency of their sales handlers as they form the give of the political party and are the ones dealing with the final consumer.\r\nThis is why this position holds a very important place and is a crucial one for the coming(prenominal) of the smart set. However, what exactly does the job description for sales double-decker entail. * aspect Objectives * Planning and Organizing * Overseeing Sales Team * stock certificate Control Production Manager †Dominic Rowles The term â€Å" output”, is mostly linked to utilize science industries and factories, and deed passenger cars are cogitate to the counsel, co-ordination, planning and successful execution of the production plan, so that productivity of the firm increases and production targets are met in time.\r\nNo doubt that production manager’s are key people who have the responsibility of overseeing the productio n process, managing the budget, ensuring the hand over of raw materials and monitoring the quality of the products. Production managers can decide nearly the procure of the equipments and the instruments for a firm, if theyre need replacement. A production manager is involved in all the stages of production. Be it the pre-planning stage or the stage of production control and military rank of the plans. Legal Officer †Jason Roynon\r\nLegal officers fill an important duty of lieuing, interpreting and deciphering efficacious documents. Legal officer’s work within government legal discussion sections, as counsels for corporations, and within profit and non-profit organisations. Legal officers are tasked with reading legal jargon and providing advice to the company they work for on a course of action in legal cases. In some display cases, they handle court cases on behalf of their employer. They oversee real estate buys, meekness with tax laws and state regulations , draw up contracts, and in some cases oversee company budgets and projects.\r\nFinance Manager †Wing Hong Lau A pecuniary manager is responsible for providing financial advice and support to clients and colleagues to modify them to make vowelize business finalitys. Financial considerations are at the root of all major business conclusivenesss. Clear budgetary planning is essential for upcoming planning, both short and commodious term, and companies need to know the financial implications of any finish in the first place proceeding. In addition, care must be taken to ensure that financial practices are in line with all statutory legislation and regulations. secretaire †Sophie Price\r\nA secretary or administrator provides both clerical and administrative support to professionals, either as part of a team or individually. The role plays a vital part in the administration and smooth-running of businesses throughout industry. Secretaries/administrators are involved with the co-ordination and put throughation of office procedures and frequently have responsibility for specific projects and tasks and, in some cases, oversee and supervise the work of jr. staff. Human Resources Manager †Jordan Meaney Human vision counsel is concerned with the development of both individuals and the organization in which they operate.\r\nHRM, then, is engaged not only in securing and developing the talents of individual workers, but also in implementing programs that recruit talk and cooperation between those individual workers in order to nurture organizational development. HRM consists, often with the help of other company areas, the genius and responsibilities of various habit positions. This can traverse determination of the skills and experiences necessary to adequately perform in a position, identification of job and industry trends, and anticipation of next employment levels and skill requirements.\r\nStaffing is the actual process of managing the come of personnel into, within (through transfers and promotions), and out of an organization. at once the recruiting part of the staffing process has been pure(a)d, selection is constituted through job postings, interviews, denotation checks, testing, and other tools. Marketing Manager †Joe Norris Marketing executives are involved in developing merchandise campaigns that promote a product, service or idea. The role includes planning, advertising, public relations, organising events, product development, distribution, sponsorship and look for.\r\nThe work is often challenging, varied and exciting. The responsibilities of a merchandising executive will vary, depending on the size of the organisation and sector, and whether the centre is on selling a product or service or raising awareness of an love that adverts the public. Why the needs of individuals and teams conflict sometimes the individual needs and motivating factors of employees may conflict with the needs and aims of the business. For example, in a lowly business there peradventure few opportunities for promotion. There will be therefore be little inducement for people whose main motivation is career development.\r\nHowever, if the business can provide expensive experience and skill development, perhaps through job rotation, then working for that business might be seen as an important step in a career. struggle may also arise when employees look for higher salaries and wages. Labour is often one of the largest costs of a business. If a business is trying to reduce expenditure, it may obtain increases in salaries and wages to a minimum, which can have an adverse effect on employees’ motivation. way Theorists In practise, guidance styles do not always fit neatly into the tree categories of autocratic, participatory or laissez faire.\r\nThere have been many other attempts to qualify different counsel styles and to offer advice to managers on how they can adapt their approach to get the scoop out from their staff. Rensis Likert (1903 †1981) Dr Rensis Likert has studied human race behaviour within many organisations. After encompassing research, Dr. Rensis Likert conclude that there are quartette systems of management. According to Likert, the efficiency of an organisation or its departments is influenced by their system of management. Likert categorised his four management systems as follows; Exploitive controlling †system 1\r\nIn this type of management system the job of employees/subordinates is to deliver by the endings made by managers and those with a higher status than them in the organisation. The subordinates do not participate in the decision making. The organisation is concerned simply virtually completing the work. The organisation will use aid and threats to make sure employees fatten the work set. There is no teamwork involved. harmonic haughty †system 2 that as in an exploitive authoritative system, dec isions are made by those at the top of the organisation and management.\r\nHowever employees are move through rewards (for their contribution) rather than fear and threats. Information may rate of flow from subordinates to managers but it is restricted to â€Å"what management essential to adjudicate”. Consultative †system 3 In this type of management system, subordinates are motivated by rewards and a degree of matter in the decision making process. anxiety will constructively use their subordinates ideas and opinions. However involvement is incomplete and major decisions are still made by elderberry bush management.\r\nThere is a greater flow of education (than in a openhearted authoritative system) from subordinates to management. Although the development from subordinate to manager is incomplete and euphemistic. Participative †system 4 precaution have complete faith in their subordinates/employees. There is lots of talk and subordinates are amply i nvolved in the decision making process. Subordinates comfortably express opinions and there is lots of teamwork. Teams are linked in concert by people, who are members of more than one team. Likert calls people in more than one group â€Å"linking pins”.\r\nEmployees throughout the organisation whole step responsible for achieving the organisation’s objectives. This responsibility is motivational especially as subordinates are offered economic rewards for achieving organisational goals which they have participated in setting. Likert’s Ideal System Likert believes that if an organisation is to achieve optimum impellingness then the â€Å" beau ideal” system to adopt is Participative. Meredith Belbin (1926 -) In the 1970s, Dr Meredith Belbin and his research team at Henley Management College set near observing teams, with a view to finding out where and how these variations come about.\r\nThey wanted to control the dynamics of teams to discover if †and how †problems could be pre-empted and avoided. As the research progressed, the research revealed that the difference between success and failure for a team was not dependent on factors such as intellect, but more on behaviour. The research team began to fall upon separate clusters of behaviour, each of which formed limpid team contributions or â€Å"Team Roles”. The co-ordinator. both group needs a loss leader, an general chairperson who can co-ordinate the efforts of all members in the team.\r\nThis role calls for someone who is an effective and well discipline organiser. The co-ordinator must be able to communictae well with others, to focus their minds and efforts on the objectives of the group as well as the job in hand. They must be able to work with and through other group members. In formal project and work teams, the co-ordinator is often appointed before a team is formed, although in idle groups a leader or co-ordinator is wantly to quickly emerge. T he maker. In many ways, the manufacturing business acts as the co-ordinator’s second-in-command, and will often take charge in their absence.\r\nThe shaper can be the catalyst who turns plans or ideas into action. The role of shaper suits someone with an exceed and dominant temperament, ideally a person who is connected to the successful surgical process of the group and zealous about the task. The coiffe. The innovator of the group, the plant tends to be sound and imaginative. It is the plant who comes up with passkey ideas, suggestions and proposals. Often the role of plant suits a more introverted spirit who needs to be encouraged in order to contribute fully. The monitor-evaluator.\r\nSomeone who analyses the ideas and plans of the group to point out inconsistencies, unwieldyies and flaws. The monitor-evaluator may stay on the periphery of the group, stepping into make a contribution before final decisions are made. The resource investigator. Someone who iden tifies and locates the resources needed to complete a task, often from sources and contacts outside the group. The role of resource investigator suits an extrovert personality keen to take on the ideas of the group. The implementer. An implementer is usually a good organiser and administrator.\r\nThe implementer sees to the pragmatic planning and scheduling of the task. The teamworker. By themselves, teamworkers do not take a leading role in a group, but rather support and encourage other group members in their roles by listen and helping. A teamworker will often help to smooth things over if there is a disagreement within the group. The completer. The group member who consolidates the effort of the group as a whole. It is the completer who ensures the group meets its targets, both in terms of time and quality. The completer is usually finicky about details, checking that the task has been completed fully and on time.\r\nThe specialist. People with the specialist knowledge and s kills requisite for the task or parts of the task. Belbin stresses the grandeur of each role being fulfil in a group. If too few of the roles are fulfilled, there will be a risk that tasks may not be completed alright. In small groups with a few members each member may have to fulfill more than one role. Fred Fiedler (1922 -) Fred Fiedler, an American management consultant, suggested that the ability of a bowl or leader to manage or efficiently depends upon the particular facing the team.\r\nAccording to Fiedler, there are third critical â€Å"dimensions” or factors which have to be taken into consideration: * stain reason †the power and office condition the leader by the organisation. * Task anatomical structure †the extent to which tasks and outcomes can be all the way defined to * those responsible for carrying them out, as oppose to tasks that are unclear or ambiguous. * traffic between the leader and the other team members †the extent to whic h the members of a team deal and swear their leader, and are willing to follow his/her lead.\r\nFielder also identifies three conditions (or sets of conditions) which can affect the effectiveness of management styles. educate 1 where position power of the manager is high, the task highly structured and relationships with team members are good. Fiedler suggested that in this condition an authoritarian, task-centred management style is most confiscate, as relationships are already good and the manager is able to maintain control. assign 2 in which the position power of the manager is comparatively low, the task is under the weather structured or ambiguous, but relationships between the manager and the team members are moderately good.\r\nIn this condition, Fiedler suggested that a democratic, employee-centred management style is more appropriate in order to maintain relationships and to change the manager to exert some influence. Condition 3 where again the position power of th e manager is low and the task poorly structured, but relationships between the manager and team members are also poor. In this condition, Fiedler suggested that an authoritarian, task-centred management style is more appropriate, giving rise to more positive action and repair performance than a more whippy democratic, employee-centred style.\r\n winner Vroom (1932 -) An substitute(a) contingency theory has been proposed by the US psychologist Victor Vroom. In his model, Vroom identified these fin stages of management from which mangers can choose the most appropriate to their situation. 1) The manager makes all decisions and solves problems without reference to team members. 2) The manager obtains relevant randomness from team members, and them makes the decision or solves the problem. 3) The manager consults team members individually for opinions and suggestions, and then makes the decision or solves the problem. ) The manager consults with a group as a whole, and then makes t he decision or solves the problem. 5) The manager consults with the team, and a decision is taken or the problem single-minded by the team as a whole. Team’s Management There are many management strategies that a business can choose to run its organisation by. However many of these strategies focus on the authoritative figure, (managing director), of the organisation. Within the team, communication is key to ensure the success of the business, haveing information to reach all members of the team, in particular with management.\r\nRensis Likert’s theory asserts that the most successful leaders are those who are able to establish work teams that are fully co-operative and have a high level of job satisfaction. Relating to his theory, the teams management strategy could be seen as consultative. All major decisions were first of all made and discussed by the team, but ultimately made by the managing director. This showed the faith and trust the managing director had in the team. using meetings to make constructive use of team members ideas and opinions, allowing participation in decision-making from the team.\r\nIn this instance communication is twain-way between the managing director and the rest of the team. However the strategy I agree that represents the team’s management the most, is Likert’s system 4, participative. This team management strategies states that the manager demonstrates complete trust and confidence with the team. Also through meetings, full use was made of team participation in decision-making and setting targets, as we fixturely utilise our gantt chart to set deadlines, and discussed the military issues we faced to reply them effectively.\r\nI mat up there was a supportive atmosphere as the managing director helped and advised rather than dictating and commanding. As communication flowed assoilly in all directions, responsibilities for decisions and performance were pieced throughout the team. Meredith Belbin’s theory identifies nine basic roles which must be fulfilled for a group to be fully effective. Team roles are rarely allocated through a conscious decision process. Some roles are follow because a member wants that particular role, either because they aspect most comfortable in it, or because it fits in with their personal agenda.\r\nOther roles are adopted by members subconsciously, because their personality or temperament best suits them for the role. During our first team meeting job roles were allocated, and with many of these job roles can be instantly related to Belbin’s team management theory. The co-ordinator was immediately adopted by the managing director as he was an effective and well disciplined organiser. As the co-ordinator, the managing director communicated well with the team, to focus on the objective of the group as well as the job in hand.\r\nThe monitor-evaluator, I spirit was adopted by the sales manager as she analysed ideas and plan s of the group and pointed out inconsistencies. Also the sales manager adopted the role of the plant, as she is an intelligent and imaginative individual who came up with original ideas and suggestions. Logically I think the role of the implementer was taken on as the secretary, myself. I feel as the implementer I had good organisation and administrative skills, and I aforethought(ip) and scheduled team tasks. The role of the shaper was taken by the production manager as he stepped in if the managing director was absent.\r\nI feel that the shaper was committed to the successful performance of the group and enthusiastic about the task. I would envision the finance director as the specialist within the group as he utilize his specialist knowledge and skills required for the task. The teamworker was a role that was adopted by the human resources manager. Although he did not take a leading role within the group, he supported and encouraged others in their roles. moreover the teamwork er often helped to defuse any difficult situations or disagreements.\r\nThe legal officer, I believe, took on the role of the resource investigator as part of his job was to locate resources from outside contacts, such as contracts and insurance policies. Finally, I would consider the role of the completer was adopted by the marketing manager. One of the marketing managers tasks was to create the logo for the team. Using the teams ideas, he coalesced their work to produce the logo. He ensured that the group met deadlines and checked quality of the teams work. However I feel that Belbin’s roles could have applied to each individual member of the team.\r\n some aspects of his theory could have applied to individual tasks as well. On the other hand, I see the significance of these roles, as it allows team members to be identifiable and recognise their roles. Teams and Management Styles Ultimately, the performance if the team is the responsibility of the leader. However, any tea m is only as effective as the combined efforts of its members, and all members must play their part. A leader must therefore be aware of and peeled to the varying needs of the organisation, the team and individual members.\r\nSo a team leader must draw out contributions from all members by co-ordinating their activities and by making sure that they work positively towards the team’s objectives. A good leader will listen to the opinions, ideas and concerns of members. If conflict exists, the leader must decide on a course of action that is in the interests of the team and organisation. The style of leading or management adopted by managers has an impact on employees. It can affect employee motivation and morale, and therefore affect their work, with consequences for the performance of the organisation.\r\nObviously, any business organisation wants to get the best performance out of its workforce. A considerable amount of research has therefore been undertaken into the effect iveness of different management styles and approaches to business leadership. The underlying goal of this research is to find the style †or styles †of leadership which is more a worry(p)ly to encourage subordinates to work better. Theories of management have usually contrasted three styles: Autocratic In an autocratic management style, power and authority are exercised by the manger without reference to others within his or her department or team.\r\nThe autocratic manger plans and controls the activities of the team, dictating what is to be done and spelling out how it should be done. Autocratic management tends to be task-centred, and more focused on the satisfactory completion of the task than on the well-being or motivation of employees. Democratic In a democratic management style, on the other hand, while power and authority still lie with the manager, plans and decisions on future activities are made by the team as a whole. A democratic manager may even intend so me power and authority for making decisions to others in the team and may encourage staff to take some self-reliant action.\r\nDemocratic management is employee-centred, being found on the theory that employees will be more motivated and work better when they are involved in decision-making. capitalistic A manager who adopts a laissez-faire management style allows members of the team to carry out their functions and tasks without interference. This type of manager will remain in the background, co-ordinating and supporting the work of the team members, and representing them at management settings. leaders style summary Initial, my first analysis of the leadership style for the team would be that our Managing Director adopted a very laissez-faire style.\r\nAs this was the first team we had worked in a team with each other, but we all knew each other from the previous year, the leadership style was quite laid back and everyone was left to carry out their roles and responsibilities . Yet through regular meetings, as a team we were able to come in concert, review our work and our managing director was then able to co-ordinate our work. However I would now say that there was more of a democratic leadership style by the managing director. Although the managing director was the authoritative figure within the team, everyone is given a seat at the table, and discussion is comparatively abandon-flowing.\r\nThe ideas and decisions were discussed openly and final decisions were made as team. This style meant facilitating the conversation, encouraging the team to share ideas, and then synthesizing all the available information into the best possible decision. I believe that this type of leadership allowed the managing director to trust the team to make their own decisions. by means of our meetings we knew what our tasks were, and our deadlines as they were organised by the managing director, yet I felt that we were encouraged to make our own decisions with our work a nd we were not required take their ideas.\r\nAlso I felt that as a team we all involved in making the decisions and it was our company, not just the managing directors. Because of this, I believe that our business was more of a success as we were all motivated to achieve more than was expected. Meetings A meeting are called unneurotic to discuss or investigate problems, give information, consult the views of others, take decisions or plan courses of action, when more than one person is involved. As methods of communication, involving employees in the management of the business, and spreading information, meetings have an important part to play in motivation.\r\nThey are, therefore, an important management tool, and any manager needs to have the skills and experience to use meetings. Meetings are an important part in the management of any business and are called on several levels. * At director level, meetings are called to discuss and take decisions on the future strategy of the bu siness and to set aims and objectives. * At senior management level, meetings are called to decide on plans of action to implement strategy and achieve objectives. *\r\nAt department or team level, meetings are called to broadcast or given information, investigate problems or ways of doing things, consult the views of team members, and plan the work of the team to achieve its targets. As with any team activity, the effectiveness of a meeting is also affected by the style of leadership and decree of control exercised by the person chairing the meeting. ————————————————- ————————————————- ————————————————-\r\nBelow is a copy of the minutes from a team meeting. 1st October 2010 Meeting started at 2:30 †ended 2:40 Agenda 1. Decide food 2. Questionnaires 3. chisel Bac group. Present at meeting -All. regimen discussed. Discussed what food and drink we want to supply at the disco. With each ticket purchased, pupils will be provided with a separated drink and megabucks of crisps. Prices of products have been researched, as a group have pertinacious to purchase the cheapest product. Have decided that we will not be giving fizzy drinks as the free drink, but will be selling them throughout the disco.\r\nAlso we have decided to offer other crisps, burnt umber and sweets, although products will need to be checked for nut allergies. Questionnaire discussed. Production manager to produce a questionnaire to find out what pupils want at the disco. We have decided to issue two questionnaires, one for lower school and one for upper school. By doing this we can cater the for both disco’s effectively. cheat Bac group discussed. Along with the disco we need to include a chisel Bac group for their business enterprise. We have decided on a group who will be selling glow sticks at the disco.\r\nAll profits made from sales of their products will be added to total donated to our chosen charity. Date of next meeting: twelfth October 2010 ————————————————- Detailed discussion of meeting passim our task, we regularly held meetings on a biweekly bases. This enabled the team to review the task and deadlines. During meetings the team were able to communicate ideas and discuss problems. In the meeting included supra, the reasons for holding the meeting were to discuss the agenda: * Decide food * Questionnaires * Welsh Bac group.\r\nDuring this meeting we were able to decide that we would give pupils a free drink and packet of crisps with their ticket purchase. We all hold that this would be an incentive for the pupils to attend the disco, and thought that it was fair t o provide one free drink and one free packet of crisps as the disco would only go bad an hour and a half. After looking at through research from the production manager, we decided that the free products would be the cheaper of our stock. From the research we concluded that we would be purchasing small trounce cartons and space raider crisps, as the free products.\r\nAs these were the products that all pupils would be given, we decided that they shouldn’t be full of additives, like a fizzy drink or sweets. As well as the free products, at the disco we sold supernumerary snacks and drinks. We decided that these products should be named brands and widely accepted by the pupils, which we felt would persuade the pupils to purchase them. At this meeting we decided that extra research was needed to guarantee all products sold would not contain nuts, ensure we would not cause any sensitised reactions to any of the pupils.\r\nThe second topic on the agenda was the questionnaires . We needed to gather data and primary research for our event. We concluded that the best possible way to do so was through a questionnaire, getting answers directly from the target market it was aimed at. During this meeting we discussed what types of questions needed to be included in our questionnaire. To pop with we discussed what needed to be included in the questionnaire. We wanted to find out what products the pupils would want to purchase at the disco and if the products we were researching would be suitable.\r\nAlso we wanted to ask the pupils what types of music they wanted to listen to at the disco, and if they would like to hear Christmas songs at the disco, as this would enable us to cater for all their music tastes. We had previously discussed inviting a band to our event, but we needed to know if the pupils wanted this on with any items they would like available at the event. As we were having two discos’ we needed to cater for both. We decided that we would need to produce two questionnaires, for both upper and lower school.\r\nThis would allow us to design the discos around the pupils. After discussing the questions, the managing director delegated the task of producing the questionnaire to the marketing manager. We all felt that he was the right person for the task. We have been approached by a Welsh bac group, who as part of their course need to include business enterprise. This group would like to be a part of our disco, and wish to sell glow sticks during the event. As a team we decided that glow sticks would be an ideal product to sell at a disco, and agree that the pupils would enjoy them.\r\nWe agreed as a team and with the welsh bac group that the profit they make will be contributed to our total, and donated to our chosen charity. Analysis of the meeting It was important to have regular meetings through our task, as it allowed us to come together as a team, to evaluation our work and organise tasks. I would consider these mee tings honorable to the team, as it motivated us to work together and focused us on the job at hand. The advantages of the above meeting: * Analyse individuals work. * Make decisions as a team. * Able to keep track of progress. dispel problems as a team. * Discuss future tasks. * Easy way to communicate within the team. * Problems resolved quickly and efficiently. * Agenda was met. The disadvantages of the above meeting: * Meetings quite short. * No future deadlines set. * New ideas were not discussed. * No alternative agenda’s were discussed. * Welsh bac group was discussed without their presence. * Meetings were not set on regular bases. Even though I regard our team meetings as an effective means of communicating within the team, I feel that there are areas that need to be reviewed and improved.\r\nInitially the length of the teams meetings is an area I believe could be improved. The majority of our meetings would last 10-15 minutes. I personally believe that this was not enough time to discuss all topics on the agenda, and allow team members to raise additional topics. Also by having meetings at 2. 30, didn’t leave us much time in a chemical formula school day to get tasks done that have been discussed. If we held all our meetings first thing in the morning, it would leave us the rest of our lesson (and free lessons) to woo issues raised in our meetings.\r\nOn many occasions deadlines were set during meetings, however this did not happen at all meetings. I believe that by not setting team deadlines during meetings, team members did not know what their tasks were or how to address them. Also this meant that progress was slowed, which lead to work being rushed as we came at hand(predicate) to the event. If we had set deadlines and tasks during every meeting, I feel that progress could have been made earlier, allowing us to concentrate on the more important issues. Furthermore it would have enabled team members to order their progress what they need to do next.\r\n'