UNDERSTAND THE IMPORTANCE OF LEADING TEAMS TO ACHIEVE ORGANISATIONAL GOALS AND OBJECTIVES
1.1
ASSES THE EFFECTIVENESS OF OWN ORGANISATION IN MEASURING TEAM PERFORMANCE AGAINST ORGANISATIONAL GOALS AND OBJECTIVES

In this section I will be assessing how North Wales Housings grounds maintenance team (rakes and ladders)measure team performance against goals and objectives.
In my opinion rakes and ladders have clear goals and objectives this makes it allot easier to fur fill them. At times, the objectives of one department and another conflict but we still need to work together to achieve the overall objectives of the organisation
Rakes and ladders carry out a self-service evaluation every six months to see how the teams are performing this takes into account all of our complaints and positive feedback The down side to this is that when the December service is carried out rakes and ladders haven’t been as visible as they are in the summer because during the winter period rakes and ladders help out the maintenance department carrying out fencing and guttering work.
This also causes conflict because I believe rakes and ladders provide a very good service for the maintenance team. during the winter this is when most of the repairs need carrying out on the repairs side because strong winds brings down fences and leafs block many gutters so when rakes and ladders are working hard on the maintenance side the satisfaction survey shows them to be not performing to organisation needs

We also conduct a survey but this is based on all the maintenance team and isn’t a true reflection on the rakes and ladders team because during the summer months the repairs team hold back a large amount of the fencing work for rakes and ladders to complete in the winter months. This then creates a large amount of work that needs to be carried out alongside the large volume of work that comes in during the bad weather. This upsets the tenants and when the rakes and ladders team carry out the work in the winter months it’s a mixture of emotion, relief that the work is finally being carried out
Rakes and ladders still have to deal with some upset tenants because the work has taken so long to be completed. The quality of the work is always carried out to a high standard but the lengthy wait always ends up with a bad review on the survey sheet.
Rakes and ladders has a low percentage of staff absences compared to the rest of the organisation and with NWH offering full pay for the first 8 days off its shows how well rakes and ladders are performing within the organisation.
We also were projected to run at a loss because bringing the grounds maintenance team in house was forecasted to be more expensive than having contractors carry out the work. But with the level of complaints that the contractors were not carrying out the work to a satisfactory standard the decision to bring the work in house was a swift one. When the decision was made for rakes and ladders to also carry out some fencing and guttering work to ease the pressure on the repairs team it was proven a huge success and helped rakes and ladders turn a profit this work would have otherwise been contracted out and would have costed double the price.
1.2
EVALUATE THE ROLE OF LEADERSHIP IN HELPING TEAMS TO ACHIEVE ORGANISATIONAL GOALS AND OBJECTIVES
The role of leadership is crucial in helping teams achieve organisational goals, Belbin’s theory of 9 types of leadership styles that need to be incorporated in every team. and that one person can have many types of leadership within them. The 9 types are shown to be needed within the team to be a successful team this will help an organisations achieve their goals.
Co-ordinator
The co-ordinator is a person-oriented leader. This person is trusting, accepting, dominant and is committed to team goals and objectives. The co-ordinator is a positive thinker who approves of goal attainment, struggle and effort in others. The co-ordinator is someone tolerant enough always to listen to others, but strong enough to reject their advice.

The co-ordinator may not stand out in a team and usually does not have a sharp intellect.

Shaper
The shaper is a task-focused leader who abounds in nervous energy, who has a high motivation to achieve and for whom winning is the name of the game. The shaper is committed to achieving ends and will 'shape' others into achieving the aims of the team.

He or she will challenge, argue or disagree and will display aggression in the pursuit of goal achievement. Two or three shapers in a group, according to Belbin, can lead to conflict, aggravation and in-fighting.

Plant
The plant is a specialist idea maker characterised by high IQ and introversion while also being dominant and original. The plant tends to take radical approaches to team functioning and problems. Plants are more concerned with major issues than with details.

Weaknesses are a tendency to disregard practical details and argumentativeness.

Resource Investigator
The resource investigator is the executive who is never in his room, and if he is, he is on the telephone. The resource investigator is someone who explores opportunities and develops contacts. Resource investigators are good negotiators who probe others for information and support and pick up other's ideas and develop them. They are characterised by sociability and enthusiasm and are good at liaison work and exploring resources outside the group.

Weaknesses are a tendency to lose interest after initial fascination with an idea, and they are not usually the source of original ideas.

Company worker/ implementer
Implementers are aware of external obligations and are disciplined, conscientious and have a good self-image. They tend to be tough-minded and practical, trusting and tolerant, respecting established traditions. They are characterised by low anxiety and tend to work for the team in a practical, realistic way. Implementers figure prominently in positions of responsibility in larger organisations. They tend to do the jobs that others do not want to do and do them well: for example, disciplining employees.

Implementers are conservative, inflexible and slow to respond to new possibilities.

Monitor evaluator
According to the model, this is a judicious, prudent, intelligent person with a low need to achieve. Monitor evaluators contribute particularly at times of crucial decision making because they are capable of evaluating competing proposals. The monitor evaluator is not deflected by emotional arguments, is serious minded, tends to be slow in coming to a decision because of a need to think things over and takes pride in never being wrong.

Weaknesses are that they may appear dry and boring or even over-critical. They are not good at inspiring others. Those in high level appointments are often monitor evaluators.

Team worker
Team workers make helpful interventions to avert potential friction and enable difficult characters within the team to use their skills to positive ends. They tend to keep team spirit up and allow other members to contribute effectively. Their diplomatic skills together with their sense of humour are assets to a team. They tend to have skills in listening, coping with awkward people and to be sociable. Sensitive and people oriented.

They tend to be indecisive in moments of crisis and reluctant to do things that might hurt others.

Completer finishers
The completer finisher dots the i's and crosses the t's. He or she gives attention to detail, aims to complete and to do so thoroughly. They make steady effort and are consistent in their work. They are not so interested in the glamour of spectacular success.

Weaknesses, according to Belbin, are that they tend to be over anxious and have difficulty letting go and delegating work.

Specialist

The specialist provides knowledge and technical skills which are in rare supply within the team. They are often highly introverted and anxious and tend to be self-starting, dedicated and committed.

Their weaknesses are single-mindedness and a lack of interest in other peoples' subjects.
2.1 critically review own ability to develop and lead teams to achieve organisational goals and objectives

As part of my attempts to develop the team that I manage I use one technique it is to recognise that teams tend to pass through four recognisable stages as they develop into a smooth-running unit.
These stages were identified in 1965 by Bruce Tuckman as forming, storming, norming and performing. As part of developing a team, I try to use all these stages and attempt to take appropriate action to guide the team from one stage to the next.
The following is a very brief summary of each stage and what I normally do to help and encourage my team to move through it:

Forming

In my newly established team, members tend to be very polite and guarded in what they say, as if they're testing each other out. This stage is all about the team members trying to establish appropriate behaviour, because some people find some things highly offensive whilst others wouldn’t. They will also see people focussing on the task at hand and how to do it. Leadership roles won't have been established just yet.

I try to keep my team at this stage for as little as possible. I try to see how people are engaging with other team members and weather there is communication throughout the team most people start off shy and weary of other people afraid to say the wrong thing. So I will gather the group together discuss the work for the day I would then introduce every one. I will then use simple (ice breakers) and team building exercises to get everyone communicating I also try to instil the importance of team values and direction, so that everyone is moving in the wright direction from the beginning.
Storming

It's at this stage that team members tend to display the most resistance (to control, to group influence, emotional resistance). Each person may express their opinions on personalities and methods, and will stress their individual needs as they test the boundaries of their roles.
This stage is best to move through quite quickly first I need to anticipate were resistance is likely to come from and try to address it quickly because if this is left it can escalate out of control. I find it best to encourage full and straight to the point discussions and invite team member s to challenge what’s proposed so that boundaries can be tested and acknowledged.

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Norming

By this stage the ground rules will have been established and the team should be a lot more cohesive. A group identity should have emerged and the team will tend to have a more open exchange of views.

Team members at this stage tend to be a lot more comfortable in their roles and don’t feel the need to rise to any challenge this can be quite difficult to get them out of this stage I find it best to apply a little more pressure so they achieve tasks they thought might not have been possible this then motivates the team I often find that joining the team in a single task also helps social interaction and tends to help them encourage each other also giving the team a hard task with a tight deadline emphasising the importance of the task helps them move to the final stage.

Performing

The final stage is where results tend to be achieved as the social roles should be well established and the energy of the team is channelled into the job. Team members tend to be tolerant, flexible and more supportive of each other.

Getting through all of the above stages to reach this final stage dose feel like a challenge, but it's worth remembering that Tuckman identified that teams naturally move through these stages regardless. The only challenge is in recognising what stage the team is at and trying to accelerate the process.
2.2 implement changes to own leadership style in order to more effectively develop and lead teams
When I look back at Belbin’s 9 strengths I believe I am a complete finisher. This dose state that although I may be a person that gets things done I try to polish out errors and perfect things. But negatively I do decline to delegate things I’m unsure if this is because I do not trust my team to get the job done or I still love to do the work myself even when sometimes I’m drowning in work and if I just delegated a little better we would be more productive and essentially be a better team.
Having now completed my ILM level 5 course the main thing I have gained out of it is that I need to adopt a more democratic style of management this will help me delegate tasks to other employees and also help them be accountable for their actions. This will also help me lead them into becoming a leader themselves
I will also be open to feedback because having feedback especially negative feedback helps you develop as a leader.