individual's behaviour

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Paper F1 Accounting in Business

Individuals Behaviours


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Individual and group behaviourCharacteristics of individual behaviour at work

Working affects the behaviour of individuals in different ways

Some individuals feel that they need to get on with the job they

have been given, and perform the job adequately Some people take a pride and try to do their job to the best of their

ability: others care much less

Some people need to be told what to do by their boss; others aremuch happier using their initiative

Some people enjoy communicating with others. Some are poorcommunicators and have poor social skills

The behaviour of individuals can also be affected by the prospectsof promotion, career advancement or higher pay


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Individual and group behaviourCharacteristics of work group behaviour: formal and

informal groups

There are two types of work group: Informal groups

Formal groups


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Informal groups Consists of individuals who interact socially No formal existence Members do not have formal roles/titles No formal assessment by management of what the

group does Membership of the group may be temporary: group

size might change An informal group often develops a group attitude to

their work and management This attitude might be friendly or hostile Can be very good at communicating (grapevine)


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Formal groups Created for the organisation of work

Has a formal existence

Members have formal roles/titles Has specified objectives and tasks

Has established systems of operation and procedures

Formal assessment by management of what the group

does Membership of the group is permanent, in the sense

that jobs are filled with new people if anyone leaves


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Individual and team approachesIndividual and team approaches to work There are two approaches to achieving effective

performance The individual approach. This is based on the view that

work should be properly organised, and employees shouldbe appointed to carry out specific individual job functions

The team-based approach. This is based on the view that

a work group will be more effective if its members worktogether as a team Effectiveness comes from the ways in which the group

members work with each other, as well as from the waythat individuals perform their own job


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Team buildingThe role of management in team building Team management involves:

bringing together a suitable group of individuals toform the team allowing and encouraging the work group to

develop as a team assessing the performance of the team and, where

appropriate, rewarding the team (group members)the collective performance it has achieved


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Teams and team roles A team is a work group, but not all work groups

operate like a team. To be a team the membersmust: work effectively together identify with the team and see themselves as part of a team reach decisions by agreement and consensus (making it

impossible for large work groups to act as teams)

It is difficult to build a team when the work group

members are spread across different geographicallocations

Team members need to meet and communicate on aregular basis


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Project teams Project teams differ from other teams in an

organisation

Project team Other teamExists to complete a specifictask/project

More permanent

Team members are multi-

disciplinary

Entire team based on a

function (e.g. sales team)Task culture Role culture

Relatively small group Often a larger group than a

project team


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A successful work teamContinued There is good communication between group

members (including their leader) Individual members have defined roles within the

group and each member is able to contribute to theeffectiveness of the group

There is strong team spirit: team loyalty, high morale,

good teamwork The achievements of team provide clear benefits to

the organisation (since success is judged byachievements)


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Team roles: Belbin In a successful team, the members will have a balance of

certain behavioural skills. Belbin identified nine team roles grouped into three broad categories

Belbin argued that a team functions effectively when itsmembers between them fulfil all nine roles

Category Team roleDoing/acting 1 Implementer

2 Shaper

3 Completer/finisher


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Team roles: BelbinCategory Team roleProblem solving/ thinking 4 Plant

5 Monitor/evaluator

6 Specialist

Concern for people and

feelings

7 Co-ordinator

8 Team worker

9 Resource-investigator


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Team development: TuckmanThe ideas of Tuckman on team development Tuckman (1965) suggested that a small team

develops and changes in character over time. He identified five stages of development: Forming Storming Norming Performing Dorming (Adjourning)


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Team development: TuckmanApplying Tuckmans analysis Management should be patient in allowing the team to

progress to the performing stage of its development It should be possible to identify when a team is stuck

and is not developing further A team leader should seek to avoid moving to the

dorming stage after it has reached the performing

stage To encourage the team to develop as rapidly as

possible, the style of management best-suited to theteam at each stage of its development should beimplemented


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Effective and ineffective teamsEffective work teams Ineffective work teamsSuccess Lack of success

Focus Lack of focus

Collective decision-making One person dominates decision-making

Good communication Poor communication

Collaboration Doing your own job

Positive conflict Unresolved conflicts

Mutual suport Lack of mutual support

Team spirit Lack of team spirit


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Evaluating team performance The performance of a team might be assessed using

the 3Es: Economy: Has spending been kept under control? Efficiency (or productivity): Have resources been used

efficiently? Effectiveness: Has the team achieved its targets or

objectives?

Targets may be: Quantitative (e.g. achieving a profit target) Qualitative (e.g. completing a task) Completing a task within a given time limit


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Building team performanceTeam effectiveness can be improved by:

appointing individuals to fulfil all the team roles

allowing the team time to develop

keeping team members aware of the teams objectives andtargets.

encouraging openness in communication

discussing problems and ideas

allowing the team to reach its own collective decisions arranging team training (such as outward bound activities)

offering incentives for the achievement of team objectives andtargets

individual's behaviour

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