1:How do teams form and how does the leader organise them to build a cohesive team?

Q22:Teams don't always conform and work well together. What four potential problems can occur with a team?

Q23:Think about a team you have been involved with. It may be a work team, a sporting team or a social team. What were the benefits to you from being a member of this team?

Q24:Explain why the manager should involve team members in the goal-setting process.

Q25:Define the term 'empowerment'.

Q26:What leadership style encourages motivation and empowerment of the team?

Q27:Everyone is different and what works for some people won't work for others. Motivation levels can vary for many reasons. Maslow's hierarchy of needs theory has long been used as a basis for how we are motivated. Briefly explain this theory.

Q28: Based on Maslow's hierarchy of needs, provide examples of how it applies to us as individuals or as a team.

Need

Application

Self-actualisation

Esteem

Social

Safety

Physiological

Q29:How does Maslow's theory differ to Herzberg's two-factor theory?

Q30:What issue did Herzberg's theory raise about using money as a motivator?

Q31:How can you, as a manager, apply motivational theories to employees? List five strategies.

Q32:What is group dynamics?

Q33:Why is it important within a team to gather individuals with differing group roles and behaviours?

Q34:What are group norms? Define using an example.

Q35: What happens to a team if group norms are not adhered to or monitored by management? Explain using an example.

Q36:Think of the times you've sat in a meeting or worked as part of a group and didn't voice your opinion. Why? It could be to avoid conflict, the fear of being the 'odd one out' or being rejected by the group. It can also happen when there is a lot of external pressure on the group, such as time constraints.

This example is highlighting a negative group dynamic. What is it? Why can it be a negative?

Q37:Rewarding individuals or a team is a great motivator. Choosing the right motivator can be difficult. Explain what this means.

Q38:Explain the difference between extrinsic and intrinsic rewards.

Extrinsic

Intrinsic

Q39:What are four formal reward and recognition programs you could use to motivate staff and improve job satisfaction? Give examples to explain each.

Formal reward and recognition programs

Examples

Q40:Are informal acknowledgements important? Explain why/why not.

Q41: Petra has been a floor supervisor in the same restaurant in a hotel for two years now. She says she loves her job, but lately you have been getting the impression that she is bored. And you caught her looking at job ads! She's a great asset to the business and you don't want to lose her.

List five ways you could provide individual staff development to Petra. Provide examples for each.

Q42:Delegating is a big part of your role as a leader. How would you define delegation from a manager viewpoint?

Q43:If delegation of tasks is carried out well, it can have great benefits to not only the manager but also the employee. What are four benefits of delegating?

Q44:Often we see leaders delegating in a rush, without adequate coaching or thought as to who the best person for the job is. What are the five steps to successful delegation?

Q45:List five barriers to delegation.