Post on 07-Apr-2018
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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