Dire Dawa POLY TECHNIC

COLLEGE
Department of Textile and Garment
Fashion design L-III
LEAD SMALL TEAM

Jan 2020 G.C. 1

 Learning Outcomes
 LO-1: Provide team leadership
 LO-2: Assign responsibilities
 LO-3: Set performance expectations
for team members
 LO -4: Supervised team performance

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 LO 1: Provide team leadership
I. Purpose of forming a team
It will establish and work towards clear objectives.
It will have open relationship between members.
It will deal with different viewpoints and gain from
discuss.
Members will show a high level of support for each
other.
Personal relationship will be based on personal
knowledge and trust.
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 Continued…….
People will want to work together and get things done.
Potentially damaging conflicts will be worked through
and resolved.
Procedures and decision-making processes will be
effective.
Leadership will be skilful and appropriate to the needs
of the team.
It will regularly review its operations and tries to learn
from experiences.
Individual will be developed and the team will be
capable of dealing with strong and weak personalities.
Relation with other groups will be cooperative and
open.
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 II. Leading a team
• People who were considered to be successful leaders
had d/t characteristics, d/t levels of intelligence, d/t
skills
• most experts in the field conclude that leadership can’t
be explained just by studying individuals. The leader of
team needs to be related to the task which is being
carried out, the needs of the teams and the needs of
individuals in that team.
Task needs

Group Individual
needs needs

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• There are three d/t building:
The first of these is that leadership abilities can
be developed, and that every one has some
available leader’s potential.
Secondly that leadership is different, namely
that different leadership roles and d/t situation
require d/t abilities.
Thirdly, leadership is distributed, not
concentrated at the top; modern organizations
need leaders will divers abilities at every level
and in every quarter.
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There are three main types of leader.
Creative thinker leader, .
Integration leader,
Fulfillment leader

Task
1. what purpose?
2. how is it communicated &
broken down into aims &
objectives?

Individual
6. Do the individual Group
parts have maximum 3.What are the parts?
possible freedom&
4. How do they
discretion?
contrbute to the purpse?
7. In what ways are the
5. How do they related
needs of the individual
together as agroup?
being met?

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 LO 2: Assign responsibilities
Team roles/ responsibilities
 Implementer
 Coordinator
 Shaper
 Plant
 Source investigator
 Monitor/evaluator
 Team worker
 Completer/finisher
 Specialist
Each role has positive and negative aspects which it is necessary
for the individual and other team members to recognize. 8
Implementer
• This person is disciplined, careful and aware of external
responsibilities such as the need to keep other people
informed about what the team is doing.
• He/she respects established conditions in the organization
and one weakness of the role degree of inflexibility.
• On the positive side, the person is very practical, trusting
and tolerant of other people
• The implementer’s strengths lie in putting other people’s
ideas and plans into operation and carrying out plans
which the teams are agreed in a systematic and efficient
way.
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Coordinator
• As you might expect, these denotes the ability to lead
the team towards its objectives through effective use of
team members.
• The coordinator is able to recognize individual strength
and weakness in other members of the team and ensure
that the best use is made of every person’s potential.

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• This role has many positives aspects, its main
weakness being that a coordinator is not usually
so effective at crisis management; he/she is
likely to prefer a participative, consultative style
of leadership, carrying all the rest of the team
with them. In cases where the team needs to act
under pressure and at high speed, the shaper can
take over.

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Shaper
• Shapers are people who have a strong need for
achievement and success.
• They are highly competitive with an active
desire to win they put life into a team and can
drive through change at the expense of
popularity.
• On the negative side, shapers are often seen as
pushy and aggressive and insensitive to the
feelings of other.
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Plant
• The plant is the creative member of the team,
full of new ideas and ways of doing things and
particularly concerned with finding innovative
solution to major issues. They generally have
higher than average intelligence.
• They are weak in communicating their ideas to
others and can appear to be on a different
wavelength;
• they are also very sensitive to criticism or price.
If a team contains too many people who are
strong in this role, they can conflict with each
other over ideas. 13
Resource investigator
• More outgoing and communicative than the plant, this
person gets around, finds out what is going on, and
meets people and asks relevant questions.
• This person is often described as never being in the
office and, if he/she is, always in telephone.
• Resource investigators are good communicator and
negotiators, always ready to explore new opportunities
and make new contacts.
• They are also good at thinking on their feet and getting
information. However, they can quickly lose interest if
the task is not simulating enough for them
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Monitor/Evaluator
• This person is serious minded and careful,
valued for an ability to make smart judgments
and able to debate with a plant over the letter’s
ideas.
• To other team members, the monitor/evaluator
can appear as rather dry, boring and over-
critical, but this role is essential in a team
where the decision-making process is
complicated and it is difficult to reach
consensus; the monitor/evaluator can be relied
upon reach the optimum decision. 15
Team worker
• Team worker are diplomatic and sensitive with a
strong interest in people.
• They are good at building on other people’s
suggestions, improving communications b/n different
members of the team and generally development team
spirit.
• They are particularly effective at averting
interpersonal conflict and dealing with difficult team
members.

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• The team worker will let the plants in the team have
their say even if their ideas may appear impractical to
others; he/she can posed of team workers might
sound ideal
• They lack the attributes of some of the others roles
and members of such a team would spend all their
time supporting one another.

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Completer/Finisher
• The completer/finisher is the final ingredient. He/she
is the person who has the ability to carry any thing
through to its conclusion with complete care.
• This person checks on every detail and ensures
nothing is over locked.
• Completer/Finisher have high standards for themselves
and others may often be intolerant of people who do
not share these standards.

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Specialist
• This is the person with professional expertise
in an area valued and needed by the team in
order to achieve its objectives. A team may
need more than one specialist at different
times in its evolution. Unfortunately, in the
real life teams are not always well-balanced.

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 LO 3: Set performance expectations for
team members
I. Setting objectives
• Very early in forming a team you need to allocate
time to set objectives which everyone is clear
about and which can be practically achieved.
• The whole team has to be involved in this if you
are to get agreement and commitment from
everyone and avoid too destructive a storming
phase later on.

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• At the operational, team level objectives need to be
clarified and the team’s resource and constraints
determined.
• Once the team has agreed on its overall objectives,
the business of putting together an action plan-
achieve those objectives is the next steps.

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Group effectiveness
There are a large number of factors which interact to
determine how effective- or ineffective- a group may be.
These include:
The size of the group.
Group membership characteristics.
The stage of its development.
The task the group has to undertake.
 The kind of organization in which the group is
working.
The group leader.
Group processes and procedures.
Group communication. 22
1. The size of the group
• The optimum size of a work group between five and
seven members.
• The size of the group allows everyone to participate
more or less equally and to get to know each other
reasonably well.
2. Group member ship characteristics.
Although people who think and act in similar ways
may feel happier working in a group together, this is
not always a recipe for success.
• A mix of skills and characteristics is necessary for a
group to be effective. 23
3. The kind of organization in which the is working
• Organizations have their own norms about the way in
which things are done and this will be reflected in
their work groups.
4. The task the group has to undertake
• People are bring together into work groups because
there is a particular job which the organization has
identified as needing to be undertaken.

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5. The group leader
• As you will have realized, the person who is
responsible for leading any group is likely to contribute
considerably to the group’s success or failure.
• the group leader will have the authority of his or her
position in that organization’s ladder.
6. Group processes and procedures
• These refer to the way in which the group conducts
itself in performing its task and looking after its
member. One model of the group process which is
effective in approaching a problem solving through six
steps.
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• First step, the problem needs to be identified and described,
preferably as clearly as possible by the person who has
recognized it.
• The second step, seeking information which will explain the
groups understanding of the problem.
• The third step, diagnosis;- the problem has been identified
and all the necessary information about its has been acquired.
• The fourth step and these can be evaluated by others
members.
• The five step before a decision.
• The six steps are finished.
• People outside the group affects the way in which the group
perform
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7. Group communication
• When people are working together in a group, the
way in which they communicate with each other and
with people outside the group affects the way in
which the group performs

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LO 4: Supervise team performance
I. Monitoring and evaluating progress
• Ones reason for setting objectives is that, over
time, the team can check on its progress towards
those objectives and, if necessary, make
adjustments to the original plan.
• So it is very important for the team to take time
at regular, scheduled intervals to check on how it
is progressing.

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The Main tasks for your team, in relation to objectives
are to:
Clarify and agree overall objectives.
Consider options for achieving objectives.
Set out, step by step, how the team plans to meet
their objectives.
Agree how to measure progress.
Set a time scale and establish review points.
Monitor and evaluate progress against measures.
Adjust plans if necessary.

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II. Running team meetings
• The most usual way of communicating b/n team
members is to hold regular meetings
• Meetings fulfill a number of purposes:
 For making decisions as a team on policy or action.
 To help someone in the team or outside it make a
decision;
 To provide support and help for team members or
other people;
 To provide information and/ or feedback on progress
 To obtain or pool information
 To solve a problem;
 To thrown up new or creative ideas. 30