This developing teamwork course begins by looking at how high performing teams are built by the fostering of good relationships within the team. Good relationships accept differences in individual personalities and work to the strengths and priorities of the individuals. Here we look at how setting out a team charter that details objectives and milestones of the team. Team members understand expectations and the responsibilities they have to meet.
Developing Teamwork training examines conflict within teams and offer strategies to deal with the inevitability of conflict. Often, using conflict to develop interpersonal skills is useful and contributes to valuable team growth.
The style of management directly influences how teams work. You will learn how developing teamwork is different for each management style. The course shows how best to use each of these styles to benefit the whole team. The four management styles are:
These managers have clear expectations, offer quick solutions and aim to do business quickly. They are extremely results driven and value being in charge. The enjoy using their problem-solving skills. Dominant managers lead decisively and avoid lots of detail in their decisions. Rather, this style of management focuses on getting things done quickly and to offer alternatives quickly if necessary.
This type of manager leads by shared visions and social interaction. They enjoy leading a team that is enthusiastic and energetic and place a high value on creating a friendly working environment. The implementation of structure and tight controls cause difficult for this management style.
Here we have a management style that values co-operation, loyalty and mutual support in a non-threatening environment. The team works methodically to draw out goals and procedures. They discuss in detail how to manage projects and how to support one another. It can be difficult for these managers to get to the point in the face of problems that require immediate action
These are practical decision makers who work well in a formal environment. They have a strong ability to stand back from their projects and look at them in a dispassionate way. They prepare well and are specific in when identifying the goals of the team. This type of manager is very likely to draw up lists of pros and cons before taking a course of action.
Resilience of a Team
After accounting for the management style and how to adapt it to the team, the course concludes with building a team that is resilient. That is, keeping a high level of well being in team members while meeting external pressures in a well-managed way.
We look at, what is termed as VUCA leadership. The term VUCA, an acronym, began being widely used in the 1990s and is based on leadership strategies and theories of Warren Bennis and Burt Nanus. The acronym stands for Volatility, Uncertainty, Complexity and Ambiguity. These qualities combined, characterise how some difficult situations arise. VUCA is used to present the boundaries teams have to work within and enables them to adapt policy and planning around these qualities.
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Online assessment for this developing teamwork course is carried out by a series of multiple-choice questions. Candidates require 70% correct answers to secure a pass. PDF certificate will be sent directly to your inbox. Hard copy certificate on requrest. Duration: 30 minutes (Note: This is based on the amount of video content shown and is rounded off. It does not account in any way for loading time or thinking time on the questions).