2 report PD103
people prefer to:
MISSING ROLES
- Most people are competent in a
mixture of team roles. Some will be
natural roles, others will be assumed
when needed and some they would
find it difficult to adapt.
- Experience has shown that where a
team lacks of role, so yung other
members often step in to cover the
gap. Kase they may have less
success sa role or kaylangan nila
mag deploy ng mas maraming effort
para maachieve yung same result.
But sometimes this can generate an
ability that was previously latent or
hidden. for eample : yung PL role
diba dito nilalalgay yung people with
a preference for creativity into the
teams, and nakita nila na
makakahelp yon sa team na
nakahinto to move forward.
- And many people pakiramdam nila
wala silang creative thingking
powers, madidiscuss naman to sa
chapter 13,
- And if yung team lacks of natural
monitoring evaluator pero yung
profiling pinapakita na yung one of
the team members match sa role na
yon then pwede yung person na yon
to assume this role within the team.
Margerison and MacCann team
management system
- Another view of roles profile has
been established by Margerison and
MacCann (1995). Their work with
managers led them to identify four
key questions looking at how
1. Relate with others - how an
individual prefers to relate to
others
2. Gather and use information -
how an individual gathers and
uses information
3. Make decisions- how an
individual makes decision
4. Organize themselves and
others. - how an individual
organize themselves and others
- So researching these questions led
them to identify four scales based
on the managers work preferences.
These scales were RIDO wherein
1. Relationships- sa extrovert they
love engaging in conversation
/sa introvert naman they usually
get their energy from being
alone
2. Information- sa practical kung
ano lang yung mga impotanteng
information about sa topic mo
and kailangan is yung madaling
maintindihan ng makikinig sayo
like concise and clearly
information and wala ng
maraming paligoy ligoy dapat
direct to the point /sa creative
naman some process nag foform
ng something new and valuable.
3. Decision-making- sa analytical
naman eto style of choosing
among alternatives base on
logical reasoning, data and
evidence. /sa beliefs-based naka
base yung decision mo sa belief
base mo .
 4. Organization- sa structured may
hierarcy or sunod sunod / sa
flexible naman able to adapt and
respond sa quick changes sa
eternal environment
- So si Margerison and MacCann
developed their Team management
wheel as shown on figure 3.2
wherein dito inaidentify yung four
major areas of preference. Which is
yung Adviser, Eplorers, Organisers
and Controllers. Plus yung eight
team roles.
 Reporter-adviser
- So dito yung reporter adviser is
supportive eto yung role na you
enjoy collecting and sharing
information and to be effective in a
role kaylangan both knowledgeable
and flexible.
 Creator-innovator
- Dito naman dapat imaginative and
creative ka and is able to embrace
complexity, uncertainty, sa role na
to nag eenjoy yung mga individual
kase nag reresearch sila ng mga
bagong ideas
 Eplorer-promoter
- Dito naman nag eenjoy na mag
eplore ng mga possibilities and nag
hahanap ng mga bagong
opportunities.
 Assessor-developer
- Dito naman dapat analytical and
objective ka highly rational but nag
eenjoy sa ideas, dito mahilig sila mag
develop and mag testing ng mga
new opportunities and new
approaches and nag hahanap ng
ways para mag work yon.
 Thruster-organiser
- Here highly results focused mahilig
sila mag set up ng systems and drive
the team forward and they like to
see results, analytical din sila pero
mas mabilis sila gumawa ng
decisions.
 Concluder-producer
- Dito naman highly practical kase
they enjoy systematic planning and
work processes wherein they take
pride in efficiency, effectiveness and
yung quality ng outputs.
 Controller-inspector
- Eto naman focused din sa quality
but also on controlling the detailed
aspects of work magaling sila
gumawa, mag check and mag
enforce ng standards.
 Upholder-maintainer
- dito they value standard, they will
uphold that standards and values
around them and as a result they
can be conservative in times of
change pero meron silang strong
sense of purpose and strong anchor
to a value set. and also
minemaintain nila yung team
excellence.
  So in here Margerison and MacCann
stated that the Linker role was not a
preference but “A SET OF SKILLS
THAT ALL PEOPLE CAN DEVELOP”
TEAM DEVELOPMENT
- They identify three types of linking
1. Internal linking (coordinating)
- Dito ine-ensure na yung team
members nag wowork together in a
coordinate way para maachieve
yung common goal.
2. Eternal linking (representing)
- Dito naman from the word itself
eternal meaning nirerepresent mo
yung team and being an advocate
TUKMAN MODEL – in 1965 bruce tuckman
for the work of the team.
said that teams go through 5 stages of
development (say mo yung 5)
3. Informal linking
- Dito naman sinusupport yung
establishment of links within the
team and networking.
Note:
- Makakahelp din pag inisip natin
yung linking role sa three angles na
to and ask questions like, Sino yung
advocate ng team natin? Yung team
manager ba hinahayaan yung team
na mag work together with
coordination? And meron bang
people within the team na nag
hehelp to establish links between
team members?.
- The relevance of team roles is that
people within the team cover all of
the necessary areas. Understanding
the roles and ensuring sufficient
balance are good bases for building
a high performing team.
- As discussed earlier, yung group
effectiveness is dependent upon the
etent to which it is perfroming as a
team. We need to recognized that
all work groups have to develop into
teams. Kase hindi lang sila teams ng
from day one. So one of the most
popular models for team
development was…
 Forming
- This stage is characterized by
politeness, and shortlived phase
lang yung forming wherein yung
teams kinikilala nila yung isa’t isa
so kaya formal pa ang treat nila sa
bawat isa ,stranger pa lang ganern
and they learns their roles and
responsibilities.
 Storming
- In this phase medyo challenging
sya kase dito sinusubok kung
hanggang saan yung limit ng kaya
nilang gawin and how they can
behave kase pwede silang maka
experience ng disagreements,
power struggles and conflicts
offers, wherein they resist control
by their leader, kumbaga dito yung
uncomfortable phase and hindi na
sila nakikipag communicate sa
ibang group members, kaya nag
 kakahiwalay sila. So yung ibang
groups hindi talaga umuusad pag
nasa storming phase kase
nahihirapan na sila sa phase pa
lang nato kaya bumabalik sila sa
forming stage.
 Norming
- in this stage nag kakasundo na sila
nakahanap na sila ng ways to work
together, yung leadership issues
nasettled na, yung mga tao
nararamdaman na nila na part sila
ng team so inaaccept na nila yung
mga point of view ng bawat isa and
they set standards. So the group has
a degree of consensus about their
goals and working practices.
 Performing
- And in this stage the group is
effective, high performing team,
wherein nangyayari lang to pag
yung group is nag work through
the previous three stages. So dito
yung group members may alam at
may tiwala na sila sa isa’t isa and
kaya na nila mag work
cooperatively. Meron ng flexibility
within the team wherein pag may
na miss na work yung isang
member yung another member
will deal with it.
Note:
Using tuckmans model
- Yung four stage were defined
many years ago and are well-
established, minsan yung groups
feeling nila pwede na silang mag
skip ng stages or phase pero
syempre hindi pwede, may
statement na nakalagay na “WE
GOT ON SO WELL FROM THE
OUTSET THAT WE DIDN’T NEED TO
GO THROUGH THE STORMING
PHASE” mag lelead lang to sa
disappointment kase yung group
ma stock lang sa forming stage so
TO BECOME A NORMING OR
EVEN BETTER A PERFORMING
GROUP IT IS A VITAL TO GO
THROUGH THE STORMING PHASE
kase kung wala non yung group
members hindi makakapag
trabaho ng comportable na mag
kakasama.
- In later work tuckman and mary
ann jesen (1977) identified a fifth
stage that affects groups:
 Adjourning
- So for the last step which is the
completion of the role or project,
so many teams reach this stage for
eample yung team ma didisband
na pag nag end na yung project or
yung permanent team may
disbanded through organizational
restructuring. So yung team
members na nasanay na and
napalapit na sa mga members na
kasama nila sa group na yon
mahihirapan sila sa stage na to
particularly if their future now
looks uncertain.
- So one of the key points of using
tukman’s model is that kaylangan
natin iaccept na yung mga tao nag
sasama sama sila to form a work
group and kaylangan nila ng oras
 and some opportunities to
disagree, before they can develop
into performing team. The point is
hindi talaga maiiwasan na may
mga conflicts na nag cacause ng
discomfort but traversing this
stage is essential if the team is to
perform within a mood of
openness and transparency.
MANAGEMENT AND TEAM BUILDING
- So alam naman natin na the
manager of the team has overall
responsibility for building the
team and motivating the team
members.
Adairs model of group needs
- so si John Adair he developed a
model showing the three elements
to be addresses when leading and
developing a successful team. So
yung about sa leadership aspect
ma didiscussed sya sa chapter 5
but in this chapter we consider
this model from the management
of the team perspective.
- So in figure 3.4 shows how the
three aspects need to be
coordinated and work in tandem
with each other in order for a
team to succeed.
 THE TASK- ACHIEVE THE WORK
OBJECTIVES
- First achieving the work objectives
set for the team. Dito nag
rerequires ng clear definition ng
task. And sabi ni adair “WITHOUT
A CLEAR GOAL THERE IS NO SUCH
THING AS CONCERTED
TEAMWORK” yung task definition
nag poprovide sya ng focus sa
team para ma ensure na may
direction yung ginagawa nilang
task. Syempre yung individual
members of the team kaylangan
alam nila yung ineaim nila yung
gusto nilang ma achieve and what
should be delivered.
 THE INDIVIDUAL- MENTOR AND
SUPPORT TEAM MEMBERS
- Second mentoring, development
and support of the individual team
members. while there has to be a
focus on achieving the task set for
the team, maaachieve lang to pag
yung individual team eh na
eencourage na gawin yung task. At
para magawa yon syempre dapat
yung team members malinaw
sakanila yung roles and
responsibilities nila. They need to
know where the priorities lie, yung
motivation and reward ng
individuals needs to be clear and
supported DIN.
 THE TEAM- BUILD TEAM SPIRIT
AND CAPACITY
- Third building the capability of the
team. So si adair nag produced sya
ng checklist ng mga items na dapat
iconsider pag nag bubuild ng team.
 Pwede kase sya madevide into continnum are managers sinasabi
tangible and intangible aspects. mo lang sa employees mo yung
- For Intangibe aspects included dito mga gagawin and at the other end
yung structure, lines of of the continuum are managers
communication, and standard. For who are completely hands off.
eample: is the team the right size - Dito sinasabi naman na yung
and does it constitute the right management style is also an
skills? Are the communication important factor in team
lines established and clear? Do development. So si tannenbaum
they know what Is epected and and Schmidt (1973) nag proposed
the standard apply? naman sya ng style adopted by the
- For intangible aspects dito naman manager so merong four factors.
involves dealing with the people,
for eample: is there team spirit
among the group? Are there
opportunities to develop this? Is
 THE NEEDS OF THE SUBORDINATE
there fairness in dealing with the
- syempre yung people working in
team members?
the team have needs. Yung iba
Note: gusto yung highly directive
management style while at the
- While this model represents the
other end of the scale ang gusto
managers responsibilities
eh to be given considerable
importante din sa mga individual
freedom.
na nag wowok within the team na
maintindihan yung three elements
 THE NEEDS OF THE MANAGER
of the model. Kase yung entire
- Similarly yung manager has needs
team needs to accept yung
and preferred management style.
responsibilities for teams success
This maybe more directive like
and understanding how effective
may regular progress monitoring
teams are built is an important
and decision making, while on the
first step in achieving this.
other hand yung manager ang
prefer nya is to delegate the work
Tannebaum and Schmidt continuum of and leaving time to concentrate on
management sytles policy issues.
- So the Tannebaum and Schmidt
 THE DEAMND OF THE SITUATION
continuum of management sytles
- Dito kung ano man yung kaylangan
shows the relationship between
ng subordinates and manager
the level of authority you use as a
yung situation contet will also
leader and the freedom this allows
influence the style adopted. Kahit
your team and at one end of the
 na delegated responsibility yung
feature ng team. Meron pa din
 Manager centered styles
kaseng situation na kaylangan ng
1. Announces decision or the tell
strong direction. For eample may
style
urgent issue aries with a key
- So dito naman the left hand side of
customer. Similarly kahit na yung
the model represents the most
management style is more
directive management style. This
directive there will be situations
tell style involves yung manager
pa din na kaylangan nila ng
sya yung gumagawa ng decisions
maraming views or suggestions
and nag aadvise sa team sya yung
hanggant maaari bago mag decide
nag sasabi kung ano yung mga
kung ano gagawin.
gagawin and syempre ineepect na
gawin nila yon. And yung style na
 THE CULTURE OF THE
to useful sya when you urgently
ORGANIZATION
need to turn around a department
- so dito ang sabi naman yung
or turn around a business and also
management style must suit the
in situation where deadlines are
culture of the organization. Kase
critical or if merong kaylangan ng
yung ibang organization they did
action sa immature team.
not empower their stuff and insist
that managers control the work
2. Sells decision
very closely. Yung iba naman they
- So moving to sell style pinapakita
give value sa input ng mga staff
pa din na yung manager is still
members and nirerequire sila to
largely in control sa decision. Pero
take responsibility for decisions.
sa position na to yung manager
Yung management style can also
gumagawa sya ng effort to eplain
vary from country to country for
kung bakit nag come up sa
eample: yung german managers
decision na yon and nag ooffer din
are often epected to be more
sya ng opportunity para sa team
directive than their british
members na mag epress ng views,
counterparts, madidiscuss naman
suggestions or comments nila.
to sa chapter 9.
- Again if this is appropriate sa isang
situation or yung manager is
sufficiently persuasive concerning
- So the figure 3.5 shows pag nag
the need to make a decisions, then
move from the left of the
etong style na to is very effective.
continuum to the right yung level
Eto yung kadalasang case where
of freedom na binibibigay mo sa
difficult or unpleasant decision
team mo eh nag increase and yung
have to be made.
use of authority mo eh mag
decrease.
 - Meron ding danger sa approach na
to kase “if people are given the
impression that they are being
consulted, when in reality they
are not, they can become
aggrieved when their suggestions
are subsequently ignored.” So
ayon nga binibigyan sila ng chance
to epress their suggestions but in
reality hindi naman talaga so dito
naseset aside or na iignored yung
sugeestions nila.
- Though both of these styles are
highly directive and work best If
the manager has made wise
decision. Pero hindi to yung case
pwedeng mag withdraw or iwan
yung team leader eposed with
little support para malimit yung
damage or para ma resolve yung
problems.
3. Invites questions
- So dito naman yung manager
presents the ideas regarding sa
decision and invites questions
from the team. Ang aim neto is to
ensure na yung team is
naiintindihan ng mabuti yung
decision that has been made and
has the opportunity to eplore the
implications of the decision.
 Blended style
4. Presents provisional decision
- Dito naman the the manager has
made a decision na pero hindi pa
finalized kase hinihintay pa yung
team members na mag bigay ng
reactions nila. The decision is
presented to the team on this
basis but the manager reserves
the right to make the final
decision.
 Subordinates centered leadership
5. Gets suggestions
- Here yung manager invites
suggestions from the team prior to
deciding. But reserves the right to
make the final decision. This can
be a positive move for two
reasons: yung additional views is
helpful sya pag yung decision is
not straightforward or may mga
range of factors na coconsider
kase yung team mararamdaman
nila na yung opinion nila is may
value and involved sila sa team
decisions. Pero this style can
cause problems kung yung views
ng team members eh hindi
tinanggap or hindi binigyan ng
consideration this can foster a
sense of “going through the
motions” rather than
demonstrating genuine team
environment.
6. Gives out problems
- At the net level, the manager
outlines the problem, and the
parameters to be applied when
deciding on the solution and
delegates responsibility for the
decision to the team. So dito yung
manager is remains accountable sa
outcome and he control the risk by
setting limits and defining criteria
that the final decision must meet,
eto yung highly motivating
approach kase for some people
 dito nila na sesense yung
engagement nila within the team.
7. Permits decisions
- Lastly the model shows the
situation where complete freedom
and responsibility is delegated to
the team. Dito naman hinahayaan
nung manager yung team na mag
decide kung anong problems to be
solved and also kung pano isolve
now this obviously is total
opposite of tell kase diba yung tell
sinasabi lang kung ano yung
gagawin and here yung team must
shape and identify the problem
analyze all the options available
before making a decision, as how
to proceed they will then
implement that course of action
without necessarily even running it
by the leader, now yung style ng
leadership can be the most
motivating but it can be disastrous
pag nagkamali.
 Advantages
- As a leader it gives you the range
of ways in which to involved and
interact with your team.
 Disadvantage
- Only eamine the process of giving
a task to your team, not what
happens net.
Note:
Conclusion:
- So yung strength ng
tannenbaum and Schmidt model
it highlights the choices facing
team managers pag gumagawa
ng decisions and pag nag
oorganize ng work. So yung each
styles meron positive and
negative otcomes for the team.
- Sa pag decide ng style na
gagamitin yung leader dapat
iconsider nya yung needs ng
team members, yung needs ng
managers and yung demand ng
situations and the cultural
content within which they are
operating.
- Yung problems mag arise sya pag
yung managers allow their own
preferences to dictate the style,
irrespective of the situations, fail
to balance the needs of the task
with of the individual team
members, or do not take into
account the culture within which
they are working.
- So yung both tannenbaum and
Schmidt model and Adair model
ni rereflect nila yung importance
ng balancing different needs
related to the team. Bear in
mind when choosing the
management style can
contribute significantly to
increased team motivation and
effective team working.
- So yung effective team can bring
huge benefits sa organization, but
it is rare that this happens
naturally, syempre kaylangan ng
good team management and
design. Kaya nga ineplore natin
yung three aspects of building a
performing team.
- The individual team roles and
behaviours: yung range ng skills
required para ma cover yung lahat
ng aspects of the work.
- The development of the team:
yung process by which yung group
of individuals nag evolved into an
effective team.
- The management of the team:
yung direction and goals and
coordination ng team members to
complete the task.