READ THE CASE STUDY AND ANSWER THE FOLLOWING QUESTIONS USING TEAMWORK TO BUILD A BETTER WORKPLACE: THE CASE OF CHARTERED MANAGEMENT INSTITUTE $($CMI$)$ In the business environment nearly all individuals within an organisation will belong to one or more groups or teams. A team is a set of people with a range of different skills who will ideally have objectives that contribute to the overall corporate strategy of the business. They will usually have somebody who is identified as the team leader. The Chartered Management Institute $($CMI$)$ is a chartered professional body. Its purpose is the promotion of management and leadership excellence. Based in the UK it has $90,000$ individual members and $450$ business members. It has been providing advice that supports individuals and businesses for more than $60$ years. This advice focuses on developing management skills and leaders in the special role that they have in motivating and inspiring others at work. CMI is also an awarding body, providing a qualifications framework which sets benchmarks for performance within businesses. This case study illustrates how CMI, by training managers and leaders, supports the work of effective team$-$working within the workplace. The phrase $$two heads are better than one$$ helps to describe the purpose of teams. Teams provide an opportunity to share ideas and strengths and use a variety of viewpoints and experiences. A team provides individuals with a common purpose. They also have a common identity as they strive together towards a common goal. Using motivation to build a better workplace. Management styles As they manage their team, team leaders need to consider the most suitable management style to use. For example, an autocratic manager would like to retain control. Without consulting others, they would tell subordinates what to do$.$ This is particularly appropriate when decisions need to be made quickly, for instance, in a recession when delays could lead to a business closing. In contrast, a democratic manager would encourage participation by employees. Shared information would allow the team to influence decision making. This is particularly appropriate when there is a highly skilled workforce or when new developments are being considered. However, this style can be time$-$consuming and so would not be the best option when decisions are needed quickly. To manage teams organisations require effective managers. Highly skilled and trained managers can $92$ make more informed decisions. The use of best practice models enables managers to ensure their teams operate efficiently. This will improve quality for customers as staff will be better trained to deal with customers$$ needs. It will also improve team effectiveness and help organisations to perform better. Team behaviour Within teams the behaviour of team members may be influenced by group norms. These are acceptable behaviours for each member of the team. These informal rules tend to regulate how everybody works. For example, a group norm might be for a very dynamic and positive approach to work. This may encourage team members to compete to achieve higher levels of output. Individual members of the team may influence a group$$s behaviour. For example, highly motivated individuals may push the team to work harder. They may also help them to achieve higher standards. However, on the other hand, a team member who produces shoddy work may negatively affect a team$$s performance. The management style will clearly influence how teams work. An autocratic manager will tend to provide top$-$down instructions with little or no consultation. On the other hand, a democratic manager may delegate authority to individuals. Teams or team members may also be empowered to make decisions if they feel their manager values their opinions.

QUESTION $2(30$ Marks$)$

$2\mathrm{.}1$ Provide a detailed account of the fundamental functions$/$ purposes of teams that have been addressed by the above case study. $(10)$

$2\mathrm{.}2$ Critically explain the development of personality according to the behaviourist or learning theories in psychology and substantiate the influence of teams$/$groups in developing character traits of their team members. $(10)$

$2\mathrm{.}3$ The quandary of managers whether to choose between group unanimity or compromise on team consensus has been addressed by the Vroom$-$Jago model. Provide a detailed explanation of the Vroom$-$Jago model and justify how can it be applied at Chartered Management Institute in the decision$-$making process. $(10)$