Grade 11 Business studies textbook summary

Business Studies Notes
Chapter 1: teamwork and conflict management
Teamwork:

Problems experienced in teams (5):

 Lack of common aim/goal may result in a lack of focus for the group
 People have different ideas on how they want things done
 People work at different speeds, sometimes holding up the group
 Sometimes the group does not have the correct skills for all of the tasks
 If there is no specific leader, it could lead to multiple team members trying to take charge.
 Conflict between team members may distract the team from the task
 Personal egos may be in conflict with the team goal and detract from the work that needs to be done

Establishing effective teams:

 We can solve problems by training potential team members how to work together effectively: (2)
o Learning how to analyze and classify types of teams
o Learning about the different team roles that are essential for effective working (LTCD method)
o Learning how to manage conflict in teams
o Understanding team dynamics: different personalities, egos, ideas, tempers
o Understanding team processes: various stages that a team goes through during its existence

Types of teams:

 Informal
o People who gravitate towards each other- common interests/ shared goals
o Members are normally very loyal to the team, will follow their own code of conduct, protecting members from
outsiders
o Advantages: (2)
 Sense of identity
 Friendship and support
 Opportunity to discuss or participate in an interest or hobby with like-minded people
 Being a part of an informal communication network- grapevine
 Formal
o Usually created by management to work towards achieving the goals of the organization
o Organizational goals are only achieved by dividing them into sub goals for various teams to achieve
o Formal teams in a business can be created to achieve outcomes such as (2)
 Producing specific aspects of work
 Developing new ideas
 Managing a process
 Resolving conflict or doing problem solving
 Improving working conditions and motivation of employees
o Advantages: (2)
 Increased motivation
 Productivity
 Decreased costs and wastage
 Improved decision making
 Less duplication of effort
 Greater flexibility and the ability to adapt to change

Team roles

 Basic idea: Leader, Thinker, Carer, Doer
 Aspects that need to be considered when allocating team roles: (3)
o Aim of the team
o Size of the team
o Expected life span of the team
o Strengths and weaknesses of each team
o The availability of resources
o Accountability

, Team Roles (IIAMCAL- In Italy All Men Can Attract Ladies)
o Initiator
o Investigator
o Administrator
o Motivator
o Coordinator
o Activator
o Leader

Team processes

1. Forming: unrelated team members are either allocated or spontaneously come together to start forming a team
2. Storming: most volatile stage, team member are finding their roles as well as testing those of other members. Ideas,
discussion, disagreement.
3. Norming: “Calm after the storm”. Team starts to gel and begins to work towards a common goal, roles are allocated, aims are
specified and agreements are reached.
4. Performing: The actual work is done. Allocated tasks are completed. Usual the longest lasting step
5. Adjourning
 Mourning: Unsuccessful, reflect
 Transforming: Successful, team will celebrate and may start a new project together

Team dynamics:

 Refers to how well a team works together
 Problems arise through: (3)
o Lack of communication
o Lack of strong leadership and management of team processes
o Lack of direction or clear goals
o Lack of commitment from team members not working to their full potential
o Personality differences and underlying tensions
o Not having the correct skills and resources to complete the task successfully
o Inadequate role allocation and organization
o Prejudice, beliefs, values, diversity may cause problems

Team Attitude/ Spirit:

 Help to build team spirit and create positive attitude where the team is psyched to win and give of their best
 Motivational talks, cheerleading etc

Team Briefing

 Another essential part of optimum team dynamics
 Communication of goals and processes must be effective
 Criteria for team briefing: (3)
o Be led by the team leader
o Give direction and focus
o Be short and to the point
o Clearly communicate aims, roles and responsibilities
o Specify time lines and expected outcomes
o Allow for questions and answers
o Motivate and inspire members to do their best
o Assist members and groups to cope with change and innovation
o Every member should know what their part in the bigger picture is and feel motivated to get there
Synergy
 Is the process of optimal cooperation where the team together achieves more than the individuals could on their own
 1+1=3 : When you work together you achieve more
 Synchronized energy
 Synergy should be achieved via consensus (where every member agrees) this is not always the case and compromise is often
needed. Go with what the majority of the group wants

, Team Dynamics in practice

 A team is reliant on every member pulling their weight ( there are often weak links)
 The problem of a weak link in a team can arise in 2 ways:
1. A team is constituted (made up) without the necessary skills
2. A team member does not pull her/his weight, is late or lets the team down. It is very important to do planning and
stick to deadlines

Team dynamics theory

 These theories look at the way that members of a team pool their resources, skills and expertise and work together to attain a
common goal

2 Different types of theories

o Specific theories: Professionally done- analytical questionnaires and programs
 MTR-I Approach
 Margerison-McCann Profiles
o General theories: DIY approach
 Belbin theory
 Group consensus

General theory: Group Consensus

 Decision making tool which requires the members of a team to reach mutual consent
 Consensus refers to both the final decision and the process of arriving at the decision
 Compromise is an important part of reaching consensus

General theory: Belbin Role Theory

 Action oriented roles
 People oriented roles
 Thought oriented roles

Specific theories:

 Carl Jung was the basis of the specific theories

Specific theory: MTR-I Approach

 M-Management
 T-Team
 R-Roles
 I- Indicator
 An approach that looks at what is needed to close the gap between desired and actual team performance
 (Only learn 1 of the below bullets)
 Identifies specific roles for individuals within teams to enable them to work towards their own strengths
 Used for decision making and team collaboration
 Looks at both the way the team functions and the roles of individuals in the team

Specific theory: Margerison-McCann Profiles

 Looks at INDIVIDUAL roles through different stages of the team processes
 This theory acknowledges that a team works at different levels at different times and takes into consideration the work
preferences of individuals

Project Management:

 Projects are definable tasks which are resources=d with specific team members, budgets and other resources in order to
achieve an identifiable outcome.
Project Manager:
 Pivotal to the success of the project
 Responsible to all the stakeholders in the process
 Roles:
o Planning
o Organising
o Leading
o Controlling