Leseprobe
Table of Content
List of Abbreviations ... III
List of Figures ... IV
List of Tables ... IV
1.
Introduction ... 1
1.1.
Definition of the Problem and Task Description ... 1
1.2.
Aims, Objectives and Structure ... 1
2.
Definition ... 3
2.1.
Team ... 3
2.2.
Team vs. Group ... 4
2.3.
Leadership ... 5
3.
Leading Teams ... 6
3.1.
Analysing Team Dynamics ... 6
3.1.1.
Types of Teams ... 6
3.1.2.
Belbin's Team Roles ... 7
3.1.3.
The Five Dysfunctions of a Team ... 9
3.2.
Building an effective Team ... 11
3.3.
Leading a high-performing Team ... 14
3.3.1.
Role of the Team Leader ... 14
3.3.2.
Leadership Styles ... 14
4.
Analysis and Evaluation of the ABC's Export Team ... 16
4.1.
Company Review ... 16
4.2.
Corporate strategy ... 16
4.3.
Analysis of ABC's Export Team ... 16
4.3.1.
Structure of ABC's Export Team ... 17
4.3.2.
Analysis of ABC's Export Team Roles ... 18
4.3.3.
Analysis of potential Export Team Dysfunctions ... 20
4.4.
GAP-Analysis of the Export Team's Skills and Behaviours ... 20
4.5.
Leading ABC's Export Team to Success ... 22
5.
Conclusion ... 24
6.
Bibliography ... 26
Appendix ... A
II
List of Abbreviations
CO
Coordinator
CF
Completer / Finisher
IMP
Implementer
ME
Monitor Evaluator
PL
Plant
RI
Resource Investigator
SH
Shaper
SP
Specialist
TL
Team Leader
TM
Team Member
TW
Team Worker
III
List of Figures
Figure 1: The three essential factors of a team ... 3
Figure 2: The three-pillars of leadership ... 5
Figure 3: Different types of teams ... 7
Figure 4: The five dysfunctions of a team ... 9
Figure 5: Overcomming the five dysfunctions ... 11
Figure 6: Hackman's basic conditions for successful teams... 12
Figure 7: Tuckman's stage model ... 13
Figure 8: Potential revenue development of ABC's export department ... 22
Figure 9: Results of TM 1 Team Role Survey ... A
Figure 10: Results of TM 2 Team Role Survey ... B
Figure 11: Results of TM 3 Team Role Survey ...C
List of Tables
Table 1: Team vs. Group ... 4
Table 2: Belbin's Team Roles ... 8
Table 3: Overview of Lencioni's model ... 10
Table 4: Three principles of leading teams ... 14
Table 5: Leadership-Theories ... 15
Table 6: ABC's export team members ... 17
Table 7: ABC export team's roles ... 19
Table 8: Potential dysfunctions of ABC's export team ... 20
Table 9: The three GAP-Scenarios ... 21
Table 10: Potential effects of a new TM ... 23
IV
1.
Introduction
1st1. Definition of the Problem and Task Description
Today's organisations are facing the challenges of the 21
st
century. Globalisation as
well as a radical transformation in structure, resources, and expertise is increasing the
level of competition in industry. (Keeley et al., 2013) In this context, Spisak and Della
Picca (2017) suggest that many successful companies have changed their organisation
structure away from a functional matrix and toward a dynamic, team-orientated system.
Thus, teams are key elements of organisation's business results by becoming perfor-
mance and learning centres. (Ancona et al., 2009)
Due to that fact, the environmental developments have even an impact on the struc-
tures of a team. In 2016, Haas and Mortensen (2016) emphasised that today's teams
are more diverse, geographically dispersed, digital and dynamic than ever before. The
management of teams is the critical success factor for organisations and has become a
complex management challenge for all team leaders. It is imperative to build skills that
create an understanding of team dynamics and to identify potentials and synergies as
well as risks and weaknesses of teamwork within the own organisation. (Spisak and
Della Picca, 2017) To generate future competitive advantages and sustainable growth
companies need to build high-performing teams that align all members to work towards
a common goal maintaining the strategic direction of the company. (Scholtes, Joiner
and Streibel, 2003)
To be able to deal with such complex entities in an effective way, leaders need to be
aware of their skills and tools in connection with leading teams by creating framework
conditions of collaboration and developing team structures. Therefore it is important to
assess the team's chances of success to ensure a favourable outcome.
1.2. Aims, Objectives and Structure
This assignment will examine team dynamics. It will analyse how organisations and
team leaders can build teams that work towards a common goal, in accordance with
the organisational strategy.
The assignment is divided into five main sections.
First, it will consider a general defini-
tion for the terms team and leadership.
Second, it will describe the team dynamics.
After that, it will give a review of Belbin's team roles and examine the influence of dif-
ferent personalities working together. It will then focus the process of team building
1
itself. A reflection of team leadership follows considering its meaning to achieve the
organisational goals. The
fourth part analyses the export team of the ABC-Company.
Finally, some conclusions will be drawn that results into recommendations for action.
2
2.
Definition
2.1. Team
In current literature the understanding of a team depends on the author's perspective
on the greater team context. (Team FME, 2013) In 2006, Sagebiel and Vanhoefer
(2006) defined a team as a group of human beings. A very broad and simple definition.
In today's business life however teams are central components of organisations and
are a tool for the realisation of different management decisions. (Ancona et al., 2009)
To understand the complexity of a team, a more detailed view is necessary. According
to Brounstein (2009) teams are defined by three major aspects, as shown in Figure 1.
These three factors imply that a team is built around a certain task with a common goal
focusing its accomplishment. (WPGS - Wirtschaftspsychologische Gesellschaft, 2016)
Figure 1: The three essential factors of a team
Source: Own presentation. Following: (Brounstein, 2009, p.10)
But it is Katzenbach and Smith's definition of team that is most accepted:
"A team is small number of people with complementary skills who are committed to a
common purpose, a set of performance goals and an approach for which they hold
themselves mutually accountable." (Katzenbach and Smith, 1993, p.45)
3
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- Jann Guzikiewitz (Autor:in), 2016, Leading Teams. Correct Team Building as a Success Factor in Companies, München, GRIN Verlag, https://www.grin.com/document/375255
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