The film Remember the Titans supplies a useful example for studying the life cycle of a group, as well as how external pressures can affect group formation and performance, both positively and negatively. Using details from the Titans growth and performance, we will discuss how conflicts affected the team, the effect of leadership on the group, the advantages and disadvantages of the particular demographic circumstances on the formation of the Titans, and how the team followed the general progression through the stages of group formation. Functional conflict is considered a constructive form of conflict. The functional conflict among the Titans was based on the creation of one team from two previous groups.
For instance, In-Group team members Team dynamics disadvantages often seen as rising stars and the manager trusts them to work and perform at a high level. This is also the group that the manager talks to most, offering support and advice, and they're given the best opportunities to test their skills and grow.
So, of course, they're more likely to develop in their roles. This also holds true for the Out-Group.
The manager spends little, if any, time trying to support and develop this group. They receive few challenging assignments or opportunities for training and advancement. And, because they're never tested, they have little chance to change the manager's opinion.
Using the Theory You can use the Leader-Member Exchange Theory to Team dynamics disadvantages aware of how you perceive members of your own team. To do this, follow these steps: Take a moment to note their names down.
Next, analyze why these people have fallen "out of favor. Do they exhibit bad behavior at work? Are they truly incompetent, or do they have low motivation? Analyze what they've actually done, and compare the facts with your perceptions. Do these match, or have you perhaps subconsciously blown things out of proportion?
Reestablish the Relationship It's important that, as the leader, you make a reasonable effort to reestablish a relationship with Out-Group team members.
Research published in the Leadership Quarterly journal in showed that team members who have high quality relationships with their leader have higher morale, and are more productive than those who don't. So you, and your organization, can benefit from creating a better relationship.
Keep in mind that this group will likely be wary of any attention or support from you; after all, they may not have had it in the past. First, meet each team member one-on-one.
Take the time to find out if they're happy with their job.
What are their career goals? What can you do to make their work more challenging or engaging? A one-on-one meeting can also help you identify that person's psychological contract with you - that is, the unspoken benefits they expect from you, as their leader.
If they're in the Out-Group, they may feel that the psychological contract has been broken. You also need to discover what truly motivates them. Once you've had a chance to reconnect with your team members through one-on-one meetings, do what you sensibly can to continue to touch base with them.
Practice management by walking aroundor drop by their office to see if they need help on projects or tasks. Work on getting to know these team members on a personal level.
Provide Training and Development Opportunities Remember, the biggest advantage to the Leader-Member Exchange Theory is that it alerts you to the preference you might unconsciously - and possibly unfairly - be showing some team members; this allows you to offer all of your team members appropriate opportunities for training, development, and advancement.
Your Out-Group team members may benefit from a mentoring relationship with you. You may also want to provide them with low risk opportunities to test and grow their skills. Use task allocation strategies to make sure you're assigning the right task to the right person. Also, take our Bite-Sized Training session, Setting Goals for Your Teamto learn how to set effective and realistic goals for these team members.
You can also use the Nine-Box Grid for Talent Management to re-assess their potential from time to time, and to give them the right development opportunities. A problem with the Leader-Member Exchange Theory is that it assumes that all team members are equally worthy of trust, prestigious projects and advancement.
Although we may like to think that everyone is honest, hard-working and worthy of our esteem, the reality can be different!
Managers need to get the best possible results. This means putting the right people in the right places, and it means developing and reinforcing success. Of necessity, this means that talented people will get more interesting opportunities and may get more attention than less-talented ones.
It analyzes the relationship between managers and team members.This is such an interesting question! Group dynamics are quite complex, and as you have noticed, there are positive and negative aspects to them.
Let's start with the positive. Group dynamics can. This is when you can assess team dynamics and work to bridge specific gaps—for example, by assigning an achievable task to a pair of dissimilar colleagues, allowing them a “small win”—as.
The Benefits of good team dynamics can be seen in sports as well as the work place. When the team works as one, amazing things can happen.
Goal setting is a technique that is used by athletes, business people and top achievers in all aspects of life. Team Dynamics and Conflict Resolutions Essay. Words Mar 2nd, 10 Pages. It will then transition to the processes involved in creating a team and then move to advantages and disadvantages of team.
Finally, this paper will discuss conflicts in a team and how to resolve them efficiently. Team Dynamics and Conflict Resolution in. Method. It's difficult to use the typical performance appraisal to evaluate a team.
A typical performance appraisal is useful for rating an individual employee, while evaluating a team requires an appraisal that measures numerous other factors such as group dynamics, leadership, interpersonal relationships, logistics and coordination.
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