Clare Millar

Social Care Theory For Practice

DH3K/34

Outcome 4

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 Introduction

In this essay I will give an explanation of team work along with one relevant theory and
concept, the one model that I have chosen for this and that is best known for team
selection is that of Belbin’s (1981) team profile.
I will identify factors that contribute to change and also conflict within teams and
organisations.
Lastly I will be identifying the organisational cultures that exist within my own work
place a resettlement unit with flats for men who have addiction issues.

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A team can be described as a group of people who work together to achieve the same
goals and objectives for the good of the service users and organisations in order to deliver
a good quality of service.
There are a number of models identified that can describe an effective team such as
Woodcock (1979), Tuckman (1977); however the one that I’m going to describe is that of
Belbin’s (1981) team profile. The model is aware that there is no one perfect type of
team member but that an effective team is one that consists of a different number of
individuals who have different sets of skills and knowledge to offer to the team.
The 8 roles that can be identified by Belbin(1981) are:
Company worker/co-implementer: practical, organised and reliable worker but who may
flounder when there are periods of change.

Team worker: Sensible, supportive and often the sociable member who may at times
avoid conflict.

Chairman/Co-Coordinator: Calm, controlled and self-confident member who may not

always be creative but who is good at organising people.

Plant: Unorthodox, serious, individualistic and creative but might act poorly to criticism.

Complete/Finisher: Conscientious, thorough and delivers on time, however may find it

difficult to cope with uncertainties.

Monitor Evaluator: analytical and objective but can often lack tact.

Resource Investigator: Enthusiastic, energetic, extrovert but poor on follow through.

Shaper: Outgoing, dynamic and gets the results, but can be arrogant and abrasive.

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Some of the factors that contribute to change and conflict within teams and organisations
can be when new legislation/policy comes into place or when new members/staff join the
team/organisation. The other members of the team need to promote partnership and work
together to ensure that the team members and more importantly the service users are
receiving the best quality of service. They can do this through promoting effective
partnerships for example:
Clarity: Is vital in the planning and promotion of any changes. People are less likely to
accept any type of changed unless they can see clearly the advantages that can be gained
in the whole process and they can do this by becoming involved. Goals and their
outcomes can be achieved and should be clearly identified and recorded. It’s important
that team members and service users alike agree in order for any changes to stand the
chance of being successful.
Empowerment: Is equally important so that service users can feel they can participate.
Conflicts can often arise if there are poor communication difficulties, lack of confidence,
fears or disabilities.

Within an organisation there are various types of cultures including:

Club culture (share similar values and beliefs, use verbal communication)
Role culture (communication is formal, there are procedures to follow tasks)
Person culture (whereby members of the organisation come first in regards to their
talents)
Within my own organisation I would say that my manager would be the Democrat leader,
he makes decision and consults us all as team members, he delegates and encourages us
all to participate in things such as group sessions, morning budget meetings, and support
sessions. He is fully aware however of his role as leader and therefore takes full
responsibility for his role.
The culture I feel that exists in my organisation is that all employees and service users are
valued and respected, I t could also be said that it’s a combination of all cultures
previously mentioned and the main aim of my organisation is to help our service users to
obtain their own tenancy and help get them back into the community.

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CONCLUSION

An evaluation of my findings include the following:

A team can be described as a group of people who work together to achieve the same
goals and objectives for the good of the service users and organisations in order to deliver
a good quality of service.

There are a number of models identified that can describe an effective team such as
Woodcock (1979), Tuckman (1977); however the one that I used was that of Belbin’s
(1981) team profile. Eight roles were identified by Belbin(1981).

Some of the factors that contribute to change and conflict within teams and organisations
can be when new legislation/policy comes into place or when new members/staff join the
team/organisation. The other members of the team need to promote partnership and work
together to ensure that the team members and more importantly the service users are
receiving the best quality of service. They can do this through promoting effective
partnerships for example:
Clarity: Is vital in the planning and promotion of any changes. People are less likely to
accept any type of changed unless they can see clearly the advantages that can be gained
in the whole process and they can do this by becoming involved. Goals and their
outcomes can be achieved and should be clearly identified and recorded. It’s important
that team members and service users alike agree in order for any changes to stand the
chance of being successful.
Empowerment: Is equally important so that service users can feel they can participate.
Conflicts can often arise if there are poor communication difficulties, lack of confidence,
fears or disabilities.

Within an organisation there are various types of cultures including:

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Club culture (share similar values and beliefs, use verbal communication)
Role culture (communication is formal, there are procedures to follow tasks)
Person culture (whereby members of the organisation come first in regards to their
talents)
Within my own organisation I would say that my manager would be the Democrat leader,
he makes decision and consults us all as team members, he delegates and encourages us
all to participate in things such as group sessions, morning budget meetings, and support
sessions. He is fully aware however of his role as leader and therefore takes full
responsibility for his role. The culture I feel that exists in my organisation is that all
employees and service users are valued and respected, I t could also be said that it’s a
combination of all cultures previously mentioned and the main aim of my organisation is
to help our service users to obtain their own tenancy and back into the community.

Bibliography

Glasgow Nautical College Blackboard

Social Care Theory for Practice DH3K 34 Outcome 4 Handout

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