Group Performance

Roles in team. In today’s business world, there are two basic approaches to team building. The first is based on the strengthening and development teams, formed in a natural way (so-called team building). The second approach is more focused on the principles of design and distribution team in its role. The main purpose of the second approach is to increase the efficiency of the team by identifying and expanding role of all participants and a range of time between the effective skills and conflict in the interaction within the team. Naturally, the team will work best if all members are satisfied with their positions, and they are suitable for employment in these positions the most. A similar result is achieved by a competent, efficient distribution of roles in the team, implying the need to: correct selection (each new task determines the appropriate role of it); establishment of rules of interaction between them; alignment of selected experts in the roles they are most suitable.
To achieve the best result in the selection of the project team should follow the parity of performers in each category and to avoid domination by one of them. Often, a project manager in the formation of teams of experts selects the close in spirit itself – such as rapid, or conversely prudent, although in this case, the manager will be difficult to implement full team work. Corporate culture depends on the diversity of participants in the project team, their interests and ambitions, according to Group performance (2010).
Each category is undeniable strengths that, under certain conditions can go to their shortcomings. For example, managers want to do the work so that it is often represented an incomplete draft. A generator of ideas offers many ideas, many of which are unrealizable. To ensure effective team work, a project manager should identify all categories of participants in order to pick the exact role for each team member and make arrangements for its operation as comfortable.
In practice, the selection of team members the principle of competence (skills of the candidate match set role) is faced with the principle of preference (a team member performs the role that prefers). Thus, a member of the project team, which is perfect for the role of a particular target, may prefer a different role. This situation is potentially threatened by conflict, leading to a decrease in productivity or a team member, or may disrupt the normal interaction between team members. In place of constructive engagement may come domestic competition and the command of the energy will be lost. Therefore, the team leader should strive to achieve a kind of balance between two principles, taking into account the distribution of roles at the same time and target skills, and preferences of their colleagues.
The share of each principle (preferences or competencies) for each role will be different. Central role is- the greater its importance in achieving the group goals. Thus, the role of team leader is clearly central to the greatest extent. If the central role of the task is performed poorly, most likely, a team will not achieve goals. It is therefore very important that the leadership role is played by someone with inherent qualities for that role. The less central role is the target, the more it can be employed on the basis of preference, and not in accordance with the terms of reference. The allocation of management roles peripherals easier to achieve a high level of satisfaction on the part of the team members.
Teamwork – is primarily a “game” according to certain rules that must be shared by all group members. Team work, like driving a car, can only be subject to mutual agreement. In addition, in some countries the traffic rules have their own characteristics (for example, left-hand and right-hand traffic or the permissible level of alcohol in the blood). An additional complication ”“ is to learn to act according to the rules of the country in which you enter. So the team can vary the rules of the internal organization of their work.