Within this placement it became clear that the manager was taking on a lot of the responsibility within the organisation. She manages a small team and doesn’t seem to delegate the workload as much as she should. Kakabadse & Sheard (2004) state that “a team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable”. Within a team Belbin (1981) believes that the members seek out certain roles and they perform, the ones that are most natural to them in an effective way. Within the team in this placement the staff are committed to achieving the goals of the organisation as much as the manager is, so she should allow for them to be involved as much as possible and use their individual strengths effectively.
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Belbin, M. (2010). Management Teams: Why They Succeed or Fail (3rd ed.). Oxford: Butterworth Heinemann.
Healthy Living Centre. (2014). Mission Statement. Retrieved April 1, 2014, from http://www.shottshealthyliving.com/#!about-us/c1se
Office of the Scottish Charity Regulator. (2005). Scotland’s Charity Regulator. Retrieved March 21, 2014, from http://www.oscr.org.uk/about-oscr/scotland’s-charity-regulator/
Office of the Scottish Charity Regulator. (2005). Objectives. Retrieved March 21, 2014, from http://www.oscr.org.uk/about-oscr/objectives/
Scottish Parliament. (2005). Charities and Trustees Investment (Scotland) Bill. Retrieved March 28, 2014, from http://www.scottish.parliament.uk/parliamentarybusiness/Bill/25928.aspx
Thomas, A. (2003). Leading and Inspiring Teams. Oxford: Heinemann Education Publishers.
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