Individuals respond differently to situations and other people. Operatives may find that they get on better with certain people in the organization than others and it may be due to some Of the following factors: Age Social background Common job role relationships may also be influenced by some of these factors: Organizational structure i. E. Management and staff Personality types – outgoing/quiet Length of time you spend with people It is important to be aware of these factors as they may affect the way your team works.

If there is a person in the organization that you do not get on with, they must still be treated with respect and courtesy. ACE . 2 Describe behaviors which could develop and maintain trust at work: If I were to identify the single most important ingredient to develop behaviors in the workplace, I would say without hesitation, that it would be building and sustaining trust. Being able to trust someone and be trusted by someone is very important in my industry without it, our work becomes very difficult. Trust is the confidence people have that you will act in their best interest.

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You get out what you put in. For example: Some time ago I had to choose between two operatives to do an important role within our scope of works. The work consisted of tightening fixings to a specific Nm. To cut a long story short the reason chose one operative over the other is because of a consistent building of trust within our team where- by he did what he was asked and to the letter every time, whereas the other operative did just enough to get by and because of this sometimes made mistakes. This kind of behavior undermined my trust in him. ACE . Explain the role Of communication developing effective team working: There are many ways in which i can relay information to everyone in the team. Communication techniques play a big part in establishing and maintaining effective working relationships, as do the use of interpersonal skills. These are some of the methods that can be used and you must be aware of them so that you can obtain the information necessary for your job. Informal discussions between employees/management Specific instructions relating to your job role Site briefings/toolboxes AC 2. 1.

Explain the differences between a group and a team: A group is informal and meets to solve short-term problems. A team solves long- term problems and includes more coordination and structure. Definition off Group A common definition of a group is three or more individuals that interact bout a common goal and have influence over one another. Three components of a group are size, goal orientation, and influence. Definition of a Team A common definition Of a team is that it comprises a group Of people. A group can develop into a team if it has a coordinated effort to reach a common goal.

Teams are typically more close-knit groups of people who work together over a long period of time to accomplish a goal. Differences Between Groups and Teams A group doesn’t necessarily constitute a team because a team requires a coordinated effort. A team is a more specialized in that it includes common sources and collective effort. Characteristics of a group are interdependence, interaction, synergy, common goals, shared norms, and cohesiveness. A group can be informal, such as 3-12 people that are in a meeting to discuss a business problem.

Teams are structured more formally and are sometimes assigned. Teams have a purpose, specific goals, and assigned duties. Teams need to have different members with special roles in order to help achieve a common goal. On the other hand, groups are often comprised of people with similar abilities and goals and may not have participating members with different skill sets. Groups come together more casually and will typically have less structured meetings than teams. A successful business needs both groups and teams in order to function effectively.

Groups may come together to solve less complex issues in meetings, while teams will be structured and formed in order to solve more difficult issues that take a longer time to solve. ACE. 2 Describe the stages of an established model of group formation: Psychologist Bruce TCPMAN first came up with the memorable phrase “forming, storming, morning, and performing” -He used it to describe the path that most teams follow on their way to high performance. Forming In this stage, most team members are positive and polite. Some are anxious, as they haven’t fully understood what work the team will do.

Others are simply excited about the task ahead. As leader, you play a dominant role at this stage, because team members’ roles and responsibilities aren’t clear. This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues. Storming Next, the team moves into the storming phase, where people start to push against the boundaries established in the forming stage. This is the stage here many teams fail. Storming often starts where there is a conflict between team members’ natural working styles.

People may work in different ways for all sorts of reasons, but if differing working styles cause unforeseen problems, they may become frustrated. Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified. Or, if you haven’t defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you’re using. Some may question the worth of the team’s goal, and they may resist taking on tasks.

Team members who stick with the task at hand may experience Stress, particularly as they don’t have the support of established processes, or strong relationships with their colleagues. Morning Gradually, the team moves into the morning stage. This is when people start to resolve their differences, appreciate colleagues’ strengths, and respect your authority as a leader. Now that your team members know one-another better, they may socialize together, and they are able to ask each other for help and provide constructive feedback. People develop a stronger ointment to the team goal, and you start to see good progress towards it.