BTEC Level 3, extended diploma, Uniformed Public Services – Leadership Unit 2 P1) The different leadership styles

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BTEC Level 3, extended diploma, Uniformed Public Services – Leadership Unit 2 P1) The different leadership styles

BTEC Level 3, extended diploma, Uniformed Public Services – Leadership Unit 2
P1) The different leadership styles

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BTEC Level 3, extended diploma, Uniformed Public Services – Leadership Unit 2
P1) The different leadership styles




Task orientated – this leadership style focuses on the task given to the team. This means
that the team leader focuses on the task in hand and the most effective way to get it done
rather than the needs of the team when doing the task. The team leader would focus on
those doing the task effectively rather than those struggling to do the task or members who
do not participate at all.
People orientated – This leadership style is the opposite of task orientated because they
focus on the needs of the team members rather than the task in hand. The leader focuses
on the participation of the team members, clear communication throughout the team while
supporting and allowing the team to develop skills and knowledge along the way.
Transformational – Leaders focus on the performance of the team and make sure that every
member contributes by encouraging selflessness and making sure the team move forward
together as one unit while developing skills and knowledge along the way. The leaders want
the members of the team to overcome self-interest and focus on the goals set for the whole
team while they spend time communicating and supporting each other in this time.
Transactional – Leaders use a very direct approach about the how the team should be
managed. They focus on supervising and organising the team to get the task in hand done.
They carefully watch group performance while making sure each member complies with
what they have been told to do by using a punishment and reward method. The team
members are punished if they do not comply, for example they must stay late or are
rewarded if they comply with what they should do, and for example they can leave work
early.



Laissez-faire – this leadership style is known as a more ‘lazy’ and care free approach to
leadership. Team members are allowed to make decisions and are trusted to get a task done
without much support or supervision. Research has shown that this type of leadership has
the lowest productivity rate of teams from all eight leadership styles.
Democratic – leaders allow members of the team to contribute to the decision making
process while they maintain control of the team. They encourage team members to
contribute with opinions and views of how a task should be done. The leader also informs
members about issues that may affect them while doing the task. For example, if some
members may be injured or killed during the task.
Bureaucratic – With this style, leaders focus on the rules and regulations set by those above
in the hierarchy. They make sure every member of the team conforms to the rules they have
been set while managing and organising the team and projects with strictly following the
regulations set out. They will not step out of this conformity even when the team members
believe they must.
Authoritarian – Leaders who use this type of leadership can be referred to as dictators. This
is because they work of the basis of the team members must do as they are told without
any opinion or suggestions from the team members. The leader will control all of the
members while giving them specific tasks to complete when they are told, the team
members have no opinions and cannot give their views about the task.
M1 and D1) A comparison of the different leadership styles, examples of where they can
be used and why they are effective.
The six leadership styles I will be comparing are; authoritarian, transactional, bureaucratic,
democratic, laissez-fiare and transformational.
In the public service an authoritarian leadership style is more likely used in the armed forces
because when they are in combat team leaders do not have time to discuss tasks or
problems with the team. An example of this would be when soldiers become under fire and
the leader must make the decision of how to proceed and the soldiers must follow this
order without arguing with the leader. Another example of where an authoritarian
leadership style could be used is by a chief fire fighter. They would tell the lower ranks what
to do when they are on a call out and the other team members cannot argue when
someone’s life is at risk.
The advantages of an authoritarian leader are; discipline is maintained, public services are
effective when called out, easy to train inexperienced team members and decisions are
made quickly. However, an authoritarian leadership style has many disadvantages; team
members will rely on instructions and young recruits will not develop initiative, team
member will have less responsibility for their actions, team members may leave or not turn
up to work if they don’t like being ordered about and they may also feel fearful of
punishment if they don’t understand what they are being told.
The authoritarian leadership style is effective, but only in the armed forces. When recruits
join the army most are aware of the strict routine and discipline that will be imprinted into
them. It is important that an authoritarian leadership style is used because soldiers are in
life and death situations and cannot argue about what they are being told to do. If they do,
then they could be risking their own and even their team member’s lives.
However, in the public services a transactional leadership style may be used in the police
crime department. When they are working on a case a leader would carefully watch the
progress of the team. A leader would use the punishment and reward system when they
team have not progressed as far as they should of in the time given this would mean the
team would have to stay at work longer. Although if they had solved the case before the
given amount of time then they would be allowed to go home early. Another example is
prison officers and wardens, when they have a transactional leader the leader could use a
reward and punishment. The team leader of the wardens will watch their team carefully and
would reward the wardens when they react to a situation correctly by putting them on an
easier prison ward or even offer them a promotion or higher pay. However, if they react to a
situation incorrectly then they could be suspended from their jobs.
Although with a transactional leadership style the leader actively monitors the work and
individual performance of the team members but there is a clear hierarchy of command. As
well as an authoritarian leadership style, discipline is maintained because rules are set into
place and are clear. Although the difference between the two is that the team members are
fully accountable for what they do and are punished if they fail. But work is done reliably.
With all leadership styles, a transactional leader also has disadvantages. Job satisfaction
cannot be achieved with this style along with an authoritarian leadership style. As well as
this they are similar because the team also have no chance to show initiative and have no
authority while doing tasks. a transactional
leadership style is effective when work of the team needs to be carefully watched however
it also gives off the impression that the team members only care about the rewards they will
receive if they do well at the job. There is no job satisfaction but is an effective style of
leadership when a task needs to be done and completed while discipline is maintained
throughput the team.
A bureaucratic leadership style would be most commonly used by the police and the
ambulance services because they have many rules and regulations set by officers above
them in the hierarchy. A leader in the police would use this style because they would not
want to get a backlash of what a member of their team does which does not follow
regulations set out. It would also be used in the ambulance service because when the
leader is out with their team they will be responsible for people’s lives and would not want
to kill someone because they could lose their jobs.
Compared to the authoritarian and transactional leaderships style, a bureaucratic leader still
maintains disciple as policies are clear throughout the team although a bureaucratic
leadership style enforces routine into the team. However, the disadvantages are similar to
an authoritarian leadership style because employees may lose interest in the job and not
show up to work or even leave the job. The disadvantages are also similar because this
leadership style also does not allow team members to show creativity or initiative while
they are also not allowed to give opinions on what they have been told to do. The difference
is that a bureaucratic leadership style forms habits that are difficult to overcome. A
bureaucratic leadership style is effective when the service has many rules and regulations to
follow. this leadership style makes sure that these rules and regulations are followed to the
letter so it means that none of the team members can be punished for breaking them.
Although, it may not be effective when a situation comes up that there is not a code for
meaning that the team, and its members, will find it hard to overcome the habit they have
encountered. An example of where this leadership style is not effective is in July 2008 a
women died in a mind shaft after fire-fighters refused to start a rescue operation due to not
wanting to break health and safety regulations.
In the public services, a laissez-fiare leadership style should not be used in most of the
services. However, it can be used by the police forensic investigation leaders because the
team should be experienced and skilled enough to be able to carry out an analyse of the
scene without being told where to look and what to look for. It may also be used by a
paramedic team leader because if the team leader is not there to manage the team then the
team must know what to do and when to do it while being able to set responsibilities for
one another. The advantages of a
laissez-fiare leadership style are similar to those of a democratic leadership style. The team
members feel in control of the task they are doing. However, the difference between the
other leadership styles and a laissez-fiare leadership style is that it is a good style to use
when team members are highly motivated and highly experienced. Although goals may not
be achieved, while a clear hierarchy is not identified. The team members are also
responsible for their actions which means that the leader could be using this leadership
style to cover up a bad leadership style along with being seen as a poor role model to the
team members. A laissez-fiare leadership style is not very
effective unless the team members are highly skilled, if the team members are not highly
skilled or motivated to work then they may think they can get paid for sitting around doing
nothing. This would not be an effective way of leadership because the tasks would never be
completed and the public service would never get anything done which also ruins the
reputation of the public service the team work for.
A democratic leadership style may be used in the fire service and also by a high ranking
police officer. In the fire service, this style may be used to decide on how the team should
promote road safety awareness in a certain area. The team leader may want to hear the
teams view of the issue before making a plan. While, in the police service a high ranking
team leader may use a democratic leadership style when they have to decide on a way on
which they have to talk to the media about an issue. The team leader would want to the
team’s ideas and views of what they should comment on and also what they shouldn’t
comment on within the issue. The
advantages of a democratic leadership style is that it gains the team members respect,
promotes team building, encourages and recognises achievement while employees feel in
control and that there is a chance of promotion and being able to progress with the service
that they work in. however, discipline may not be upheld by the leader, the decision making
progress can take a while to come to a conclusion meaning that it won’t be cost effective
but also a conclusion may not be come to in time. This type of leadership is only effective
when a decision can take a long time. It is effective as it takes into consideration of every
team member’s opinion which means that the members of the team can discuss and decide
on the best decision they come to. Because it takes into every team members opinion it
means that the process can take a long time meaning it would not be an effective leadership
style when on duty. The team would not get to a decision fast enough for them to react. For
example, when a riot has started and the team only have a few minutes to decide and react
to it.
Transformational leadership style is not always favoured in the public services however it
can be used in the armed forces. It would be used when training new recruits who are going
through basic training but also could be used when training new police recruits as well. This
is because the leader’s job here is to make sure that all of the recruits reach the same goal
of having the skills and knowledge to either go out into combat or be able to patrol the
streets and bring criminals to justice. This would be an effective leadership style for recruit
training as recruits should not fall behind each other and should all progress as a team.
The advantages of a transformational leadership style are that team members have a good
vision to succeed, the leaders care about the team and motivate them to work hard, the
team have belief in themselves and the other team members while the team leader will put
time aside to teach and coach the team members. However, like all leadership styles, a
transformational leader has disadvantages. The team members will see the bigger vision but
small details will be missed out, the leader will believe that their vision is right even if the
team members do not agree and will not share the same vision if they do not agree with
what the leader thinks.
A transformational leadership style is effective when the team must move forward together,
performance and skill wise. It is most effective when training new recruits as they must
move forward together. However, this type of leadership would not be effective when an
armed forces team are doing patrol because yes, the leader needs to check what each
member of the team are doing but they do not have time to go around to each member and
check how they are and how they doing or they would be risking their lives and their team
members lives.
Every leadership style is important and needed in the aspect of leadership. However, it
depends on when and where the leadership style is used. Each leadership style needs to be
used when it will be most effective to the team and its leader. If a leader is a poor leader
and do not have the skills to be a leader than they may hide behind the laissez-fiare
leadership style because of the way they can dictate someone to do their job. However, if
the leader does not like gathering other people’s opinions than they may become an
authoritarian leader as they are in complete control but this type of leadership will not work
in a police services office. Therefore, each leadership style is effective but it depends where
the leader presents that style.
Finally, the team leader is the planner. Without a plan, the team have no direction and may
not do things the right way. For example, if a team of soldiers are going on a patrol they
must have a team leader who has planned the route, instructed the team on how they will
proceed on this route, motivate the team to complete the task effectively and properly
while also letting the team know what rules they must abide by and the dangers they may
face. However, if the team come under fire while on patrol the team leader must make a
decision quickly on how to proceed.
P2) The role of a team leader in the public services
The role of a team leader in the public services is made up of 6 different areas; the decision
maker, communication, motivator to the team, instructor, coach and planner.
To be a team leader is an important role because they are, ultimately, the person who
makes the final decision about everything. This means they must take the responsibility to
make sure the decision they make is the best thing for the team along with safe for
everyone involved while making sure it follows the rules and regulations. Secondly, they are
the communication of the team. Only the team leader is given orders from those above in
the hierarchy. It is there job to advice and pass on information to their team. Thirdly, the
team leader is the instructor of the team because they are the person that instructs the
team of what to do and how to do it. Without instruction the team would not know what to
do and how to do it safety. Fourthly, the team leader’s job is to motivate team to do the job
well and properly. Without motivation the team will not complete the task efficiently and
may fail the task in hand if they do not feel the task is worth their time. Fifthly, the team
leader is the coach of the team and is the person the team members should go to if they
feel they do not have the knowledge or skill to do the task they need to do. The team leader
should then coach and teach that team member and the rest of the team on the knowledge
they do not have or skills they have not learned yet. This would also make the team leader a
teacher of the team.
Assignment 2.2
P3, P4
When we were first given this assignment, we appointed Ethan as an ideas manager. Once
we had discussed a number of ideas between us for what charity we were going to
fundraise for. Ethan made the overall decision to collect money for the charity ‘Help for
Heroes’ as we believed it was a good cause and that they helped a lot of people who had
gone and fought for our country. After we had decided the cause, we had to find a way of
which we would raise the money. Our first few ideas we generated between us were
achievable; however, a little bit on the extreme adventure side of things. We agreed that we
would not be able to raise enough money to be able to do a sponsored skydive or a
sponsored paintball game. Although, we did decide that we would be able to get an
adventure sports voucher and raffle it off for money towards the cause. As we had decided
the cause and how we were going to fundraise money for them we could then appoint who
was going to do what and how we were going to do it. We decided that we were all going to
go around and sell the tickets but that I should be the one to get the prizes, Luke was going
to get the raffle tickets and Ethan was going to get the ‘help for Heroes’ collection tins. We
agreed on the date of the 19th of January as it gave us enough time to get everything we
needed and make posters to put around the college. Luke was the one who made these
decisions as he was the planning stage leader.
As the day got closer we had managed to get most of the things together which we needed
to complete the charity event on the day. I had contacted the paintball company and had
been declined a voucher for a day paintballing as one of the raffle prizes, however, I
overcame this because I managed to contact Energi trampoline park in Wilmslow and they
donated a voucher for up to 5 people to go there for free.
I lead the team during the selling the raffle tickets stage while Ethan and Luke helped collect
money and give out the raffle tickets to those who bought them. As we walked around
classrooms it was my job to tell people what we were doing, who we were doing it for and
why we were doing it so we could persuade people to donate towards our cause. From my
effort, we managed to raise £52.02 for ‘Help for Heroes’.
D2: Evaluation of my performance
I believe that I did okay when I was leading the team when selling tickets, however, I did
learn to not let the other team members stand and say nothing while I do all the talking. I’ve
also learned that we need to structure a plan and not just walk into a classroom and ‘wing’
what we’re going to say and how were going to organise ourselves. I believe with further
planning and structuring what we were going to say and do then we would be able to have
looked more professional and more organised than what we did.
Witness statement
Luke: I witnessed Kate present what our cause was and persuade people to buy our raffle
tickets to support our cause. She was good at organising what rooms to go to but could’ve
organised how we collected the money and gave out the raffle tickets because we seemed
to look unorganised when doing this. She was an effective team leader and seemed to know
what she was doing at all times while also making sure we both had a clear understanding of
what our role in the team was.
P5: Describe the different types of teams that operate within a selected public service
The different types of teams used in the police service start with formal and informal teams.
Formal teams are permanent teams which are formed for a specific reason and have clear
structure, they work with each other on a day to day basis and are usually very close. While,
informal teams are brought together on a temporary purpose for a specific task, each team
member is recruited because they have a certain skill which will help complete the task. All
team members are equal and once the task has been completed they return to their original
teams.
The types of teams the police force use are:
– Specialist teams which is when a group of people, who specialise in certain areas to
complete a project or task. An example of this could be a task to raise awareness of
drink driving which would mean traffic officers (to raise awareness of what they see
and the law) and victim support officers (who have to deal with the families of those
who break the law) are put together to form a temporary team.
– Emergency teams which is when a team are put together to respond quickly to an
emergency. This usually involves multiple agency’s working together such as; the fire
service, ambulance service and police service working together. In the police service,
there will be different teams responsible for responding to different incidents. E.g.
Armed response team and riot control.
– Geographical teams which is where a team is restricted to a certain geographical
area. This would mean that the team will only respond to the area they are limited
to. An example of this would be traffic police concentrating on the M6 motorway
rather than anywhere else.
The police service take part in three main emergency exercises which help to develop skills
and teams. These exercises are: discussion based exercises, table top exercises and live
exercises. Discussion based exercises involve police officers talking through a final plan of a
completed plan. This is done so that each officer is aware of all rules and regulations of the
plan. Table top based exercises are used for simulating realistic scenarios to make sure
everyone is prepared for what could happen in the scenario. The final exercise is live
exercises which is when the police force do a live exercise of a plan which test
communication, teamwork and logistics. It also presents the officers with a real life idea of
what an emergency situation would be like.
If we did not use these types of team building exercises then the police forces skills would
be underdeveloped and unprepared for situations which may occur.
P6: Participate in team activities
The team building activities that we participated in were: Live-wire event, Confidence fall,
blind man’s soccer, blind man’s confidence run and balance beam shuffle.
In the live-wire event, the team must get all members inside a three-sided structure without
any team member touching the ropes or poles. Once they have completed this, they then
must get every team member out of the structure without touching it. If any team member
touches any part of the structure they must start over. The equipment needed is; rope,
dowel rods and tent stakes. The structure should be in a triangular formation.
In the confidence fall, at an estimated height of four feet, a member of the team stands on a
ladder or platform. The rest of the team members must form a human net to catch the
person falling backwards off the platform. As a safety precaution, the falling team member
must put their hands in their pockets so the rest of the team are not hit in the face and must
alert their team they are ready to fall so the team are ready to catch them. If the faller
bends at the waist, then they must repeat the exercise. The equipment needed is a
stepladder or platform.
In blinds man soccer, the group is divided into two teams, with two different coloured bibs
on to distinguish teams. From each team, one member of the team is selected to be
blindfolded while another from the same team is selected to give voice commands to the
player which is blind folded. If the player removes the blindfold than they forfeit the games.
The equipment needed is; a football, bibs and two blindfolds.
In blind man’s confidence run, each team member takes turns to be blindfolded while the
rest stand next to a wall. The team member who is blindfolded must run around 20 meters
towards the wall while the rest of the team get ready to catch them. The person must run at
a constant pace, if they slow down then it shows lack of trust and the team fail.
Finally, on the balance beam shuffle, on a 6×6 wood beam, each member of the team lines
up randomly while facing in the opposite direction of each other. Without talking or
stepping off the beam, the members must determine who is the oldest and youngest, then
move their selves with the oldest at one end of the beam and the youngest at the other
end. If any team member talks or moves off the beam than they must return to their original
positions. The equipment needed is a 6×6 wooden beam.
M4: Appraise own performance in team activities
I believe that in the blinds man soccer and the balance beam shuffle, my performance as a
team member could be classed as poor because I could not balance on the beam very well
without falling off. Along with this, while blind folded in blinds man soccer it was hard to
listen to commands off every team member without getting them mixed up or falling over.
However, in the confidence fall I found it quite easy to catch people as they fell and also
found that falling off the beam was easy to do as I trusted my team members to catch me in
the net. I believe my performance in these activities was relatively good and was an
advantage to my team. In the live wire event, I believe that I cooperated with the team well
and we managed to complete the task after only touching the poles twice. After three
attempts we managed to complete the task without failing and were also able to think of
new ideas between us to complete the task.
I believe that in blinds man soccer and balance beam shuffle the barriers that caused our
team to fail the tasks were: unclear aims and lack of understanding of the task. This was
because we were not given the task very clearly and we didn’t really understand what we
had to do. Although, we did manage to work as a team so we could be seen as actually
succeeding at the task.
When I lead our team for the other tasks, including in the confidence fall and live wire
event, I tried to use a range of leadership styles to find which worked best for our team. I
tired the leadership styles: people orientated, transformational and democratic. In the
confidence fall I used the democratic leadership style with the people orientated leadership
style which seemed to work well but team members believed that they would drop people
when we caught them and some did not want to get involved. I believe I did a reasonable
job with getting all the team members involved and not letting anyone give up. Along with
this, I believe that I did not manage the time very well as we ran out of time in some tasks
but also believe that everything was well organised and no one did not know what they
were doing.
D3: Evaluate team members performance in team activities
In all the of the team activities, I believe that all of the team members contributed at the
end even if they did not want to at first. Everyone tried the task even if they fell of the beam
or were not willing to fall of the beam on the confidence fall. Some team members took
some encouraging while others were happy to get on with the task. I also believe that some
of the team leaders could have managed the time better as we seemed to run out of time
on some tasks while others we seemed to have rushed through the task while missing some
of the parts out or doing it wrong. In the future, I believe that we should get to know each
other as a team before attempting team building tasks as some of us didn’t even know
those from another colleges names. I believe that we should have done some icebreakers
before getting on with the activities we had to do. In the future, I would do some
icebreakers and have the team all know each other before we start doing tasks.
P7: Explain how team building leads to team cohesion with reference to theorists
In the public services, it is very important that team cohesion occurs. For the team to work
effectively, there are stages they must complete to in order for the new team to work
together effectively. After the initial meeting, the team leader will be able to see how the
team reacts to one another and how the team will overcome the conflicts which may occur.
In simple terms, team cohesion is the ability of a team to overcome conflict and problems
when completing a task or project together. Bruce Tuckman’s theory of team development
shows the processes every team goes through and involves the team coming together;
introducing themselves, gathering information and impressions of each other to identify
each other’s weaknesses and strengths.
The many stages teams go through before they complete their goal are six different stages;
recruitment, induction, motivation, training, coaching and mentoring. This is Bruce
Tuckman’s theory of team building.
Recruitment – To build a strong team of members who work well together, the team leader
must enlist people with the right skills to do the job in hand. This would create and maintain
a successful team; although the right member may not be the best qualified person for the
job or have the most confidence but if they have a mix of ability and social skills they will be
able to improve the team they are joining. Recruiting new team members can take time
and the team leader may be faced with difficulties. Firstly, they could find a new staff
member from outside the organisation or look for someone within the organisation with the
right skill set. An example of recruitment would be a new police officer being promoted into
a specialist team.
Induction – Induction is the process that all new employees go through to familiarise
themselves with their new workplace. This is an important part of building a new team as it
ensures that all new employees know the full range of tasks they are required to do as a
part of the team. Induction includes learning about company policy and procedure and
where to go for help in the job role. Public service organisations normally have probationary
periods or basic training for new staff to learn how things are done. An example of this is
the two-year student police officer scheme. This ensures all new police officers know
everything they are supposed to do before they start a specialist role.
Motivation – Motivating a new set of team members is vital as the team must have the
ambition to successfully reach the goal or aim. If a team leader cannot motivate their team
than it is less likely that the team will be successful. An example of this is a mountain rescue
team. The conditions on which they work may be difficult to deal with but the team leader
must find strategies to keep motivation up within the team.
Training and coaching – training and coaching are important, key aspects of any role in a
uniformed public service. Many roles and tasks employees must complete are highly
specialised and should require extensive training, knowledge and skills to preform them
well. In the public services an example of this is the new laws and new equipment that come
into place every day; as a result of this is means that an employee is never fully trained and
training and coaching must be an ongoing task for a public services career.
Mentoring – Mentoring is required to be used in the public services as an experienced
colleague is on hand to offer advice and help to those of less experience. The mentor should
offer advice on how to deal with work based situations and how to achieve an objective. An
example of mentoring in the public services would be a trainee fire-fighter going out with a
team of experienced fire-fighters to a call. A mentor would offer advice before they went to
help the trainee succeed in the task.
Team building allows teams to gain team knowledge which involves learning and
understanding your team’s weaknesses and strength to be able to allocate the right task and
role to the right person. Team building leads to team cohesion because of this. Some
common barriers can be easily overcome, while others may cause long term problems; such
as poor performance, an unmotivated team and resistance to the task in hand.
There are many common barriers. Firstly, team members may not have had their role
confirmed or they may not understand their role in the team. This results in, disorganisation
and team conflict. Along with this, teams may also be unclear about the goal of the task or a
lack of communication from the team leader, which causes a lack of team focus and wasting
of time. Secondly, a lack of cooperation may occur if team members do not have the ability
to complete the task or lack knowledge and are poorly prepared for the task. Along with
this, poor communi9cation between team members and the team leader can lead to no
work being done in the workplace while the team try to go against the team leader’s style of
work. Thirdly, no recognition for the work achieved by team members can cause a loss of
enthusiasm and commitment for tasks later on in the team. This is because the team
member does not feel valued. This is even worse if other team members receive recognition
or reward for their contribution to the team. Along with this, a team may experience a drop
in motivation if they receive no encouragement, team members will feel discouraged from
doing well especially when things become tough and the task goal Is becoming difficult to
reach. Fourthly, a common barrier may be created if the team have little confidence in the
current leader’s ability. From this competition may arise for a current team member to take
over the team leader’s position. As a result of this, the team members may develop low
standards of success which can lead to conflict and cause the team to completely break
down. Finally, barriers may be created when teams become problematic as they may work
well in one task but the next task they may not preform so well. An example of this is where
a team may perform very well in a physical task but lack the mental ability to perform well
in a mental challenge.
Overall, some factors which can affect how the team preform may be completely out of
their control. One of these reasons include the team not having the financial resources to
buy the resources they require to complete the task. This leads to having no resources,
poorly qualified staff for the job or a lack of equipment required to complete the task.
Another reason a team may not succeed at the task is because the environment and
facilities are inaccurate for the task in hand. An example of this would be attempting an
outdoor activity when the weather is poor. This would make the task more challenging and
test the team’s ability to solve the issue. This will lead to team cohesion because the team
are able to understand each other, know how each other work but also be able to overcome
problems that may occur. This makes team building important because it means that teams
are able to realise everything they need to know before they go to onto a real, important
task.
Personal organisation and communication contributes to a cohesive team because the team
members should be able to communicate with each other to achieve goals in team building
activities as well as being able to get to know each other. Personal organisation is also
important because it ensures that the group of organised people have a particular purpose
to succeed within the group. This is important as it means that everyone is has the same
goal in mind and will support each other as a team.
M5: Analyse the impact of poor and good team cohesion
Good team cohesion is important in the public services because it means that the team will
work together effectively and with ease, while also being able to overcome conflict and
issues with ease and sensibly. Members of a cohesive team will focus on the process of what
should happen and not on the people they must work with; the team members will respect
each other, fully commit to team decisions and strategies while respecting it may not be
what they wanted and assume good motives. As well as this, morale is also higher as the
team communicates, has a friendly team environment, will be loyal and will contribute ideas
to the decision making process. This will make a team a functioning unit while also helping
to develop a sense of belonging throughout the team. Although, if social pressures of the
group intensify then it may lead to conformity and resistance to change which could be a
negative effect of team cohesion. An example of this is; if a team of police support officers
became too close than they may not accept a new member into the team and the team
would no longer work effectively. Overall, good team cohesion will increase or secure
chances of successfully completing the task they have to complete.
The impact of poor team cohesion is that it will negatively affect or delay improvement of
skills of the team members while also cause arguments between each other which will
result in the team not completing the tasks they must do. This then leads to poor
performance throughout the team that may prevent the team from reaching their future
targets and goals. To make team cohesion work, team members must forget about personal
problems and arrogance and take the job in hand seriously. To prevent poor team cohesion,
the team leader must choose the right individuals for the team.
An important thing money must be spend on in the public services is team building, this is
because it helps encourage positive team cohesion and allow team members to bond and
get to know each other. If money is not spent on team building activities than it will cause
the team to not develop good team cohesion which may result in an ineffective team and
unsuccessfully completed tasks. An example of this could be the Armed Forces sending a
group of unfamiliar people out on a dangerous mission. The result would be team members
dying because they have not spent time on building up a familiar, successful team. This
would cause the teams mission to be unsuccessful and potentially life threating.

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