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Public Services Unit 2: Leadership and teamwork in the public services P7, M5, D3 $5.14   Add to cart
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Public Services Unit 2: Leadership and teamwork in the public services P7, M5, D3

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  • Course
  • Unit 2 - Leadership and Teamwork in the Public Services
  • Institution
  • PEARSON (PEARSON)

This piece of work covers all of the criteria for P7, M5, D3 in Public Services Unit 2: Leadership and teamwork in the public services. I have achieved a distinction in this unit by Pearsons Edexcel in 2019 and overall I achieved a D*D* in the first year of public services. I hope this helps!

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Document information

  • November 24, 2020
  • 4
  • 2018/2019
  • Other
  • Unknown

Subjects

  • level 3
  • public services
  • p7 m5 d3
  • unit 2 leadership and teamwork in the public services

Written for

  • BTEC
  • PEARSON (PEARSON)
  • Public Services
  • Unit 2 - Leadership and Teamwork in the Public Services
All documents for this subject (22)

4  reviews

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By: shannonbohana19 • 2 year ago

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By: jacobmallam2 • 2 year ago

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By: jwhitehurst123 • 3 year ago

Only the first half is relevant

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By: barbaraseal • 3 year ago

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Shannon W Unit 2: Teamwork and Leadership in the public services P7 M5 D3


Teambuilding is a very important factor within the public service’s and teambuilding leads to team
cohesion within those services. There are several factors that have an effect on team cohesion, for
example; definition of team goals or even group conflict which can cause arguments due to clash of
personalities or simply because they disagree with each other. However, conflict can have a positive
outcome for a team which can result in a stronger team, improved relationships within that team or
even increase self-awareness.

There are various roles within a single team, such as a leader, an expert, a team player, etc. Belbin
had a theory which consisted of ‘nine’ team role descriptions. He believed that each team needs to
assess each of the nine team role behaviours in order to become a high performing team. These
roles were; the ‘plant’, which is creative as well as imaginative and can solve problems but their
weakness is that they are too pre-occupied in order to communicate effectively. The ‘resource
investigator’, is an enthusiastic, explores opportunities and develops contacts however, they lose
interest once initial enthusiasm has passed. The ‘co-ordinator’ is mature, confident, they will
promote decision making and delegates better than others although, they are often seen as
manipulative. The ‘Shaper’ has the drive and courage to overcome obstacles and thrives on pressure
but, they are prone to provocation. The ‘Monitor Evaluator’ is strategic and sees all options
therefore; they tend to judge accurately although their weakness is that they lack drive and the
ability to inspire others around them. The ‘Team worker’ is a co-operative individual and often
listens and builds however, they are normally very indecisive in ‘crunch’ situations. The
‘Implementer’ is disciplined, reliable and turns ideas into practical actions but their downside is that
they are slow to respond to new possibilities and inflexible. A ‘Computer Finisher’ which looks out
for errors and omissions and they mainly deliver on time however, they are very reluctant to being
delegated on what to do. Finally, the ‘specialist’ which is an individual who is single minded and
provides knowledge and skills in rare supply although, they dwell on technicalities. Belbin believed
that a good team consisted of each of these job roles in order to work productively.

Team building has many key factors in order for it to have a better team performance. The first key
factor is ‘recruitment’ which is not always the most qualified or the most confidant people. During
recruitment for a public service such as the army, recruits have to work together and form a bond
quickly in order to get tasks done more efficiently. This is done by several team building activities
which will make the recruits rely more on each other and to determine how well they all work as a
team.

‘Induction’ is the second key factor for team building. Induction is a process which gives the
individual an insight in what they will later go on to do in future in some sense. An example of an
induction in the police force would be the probationary period; this to test them how well they
would work in a group. To do this they are on probation period for the first two years of their careers
as a police officer and they are given a ‘mentor/coach’, which is usually a senior officer, to show
them how to do the job but also testing them how well they work in a team.

‘Training’ is the third key factor of team building because this is when they try to help improve an
individual’s team building skills. They do this by introducing a coach or a mentor to guide them
through the process.

‘Team development’ is also another important factor for team building. There is a theory, called
‘Tuckman’s Theory’ by the theorist Bruce Wayne Tuckman. He created the theory in 1965 and it

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