Essay on Managing and Leading People in Organization

Published: 2021/11/16
Number of words: 3468

Teams and Teamwork


Teamwork is an effective way of tackling workplace difficulties. A team is a collection of people who get together to pursue a shared objective. Every individual’s power is tiny, but you may maximize your own worth if incorporated into the team and reach your own perfection. In this context the team and team management can be realised as one of the essential parameters for the benefit of the organisations. In this study, the Service Line Call Centre is regarded and the team and team work of the company has been evaluated.


Evaluation of Teams and Teamwork

In 1965, Bruce Tuckman developed the idea of team building depicting the many stages of a team’s development (Jones, 2019). The five phases of development help to make a group of foreigners an effective team. Team development stages can be divided into:

Figure 1: Bruce Tuckman model
(Source: Pfutzenreuter et al., 2020)

Forming – The first stage of a group dynamics might be considered. The group is entirely fresh to the whole set-up and depends on the leader. The members of the team tend to have little unanimity on organizational goals and miss the precision necessary for the job (Pfutzenreuter et al., 2020). their roles and responsibilities. The team members also assess the platform’s endurance and its designated leader.

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Storming – The second stage of team-building might be seen as a time of discord and bewilderment. Every member establishes his authority over others (Hildebrandt and Marr, 2020). With significant concerns regarding the structural future, the clarity of the main emphasis of the team is increased. The requirement for specific concessions is set forth at this point and the leader also coaches the team in a similar way.

Norming – The third phase of development defines the sense of consensus within the team and the reaction to the agendas of the leaders. The collaborative power of the team provides a broader view and decisions and clarifies its tasks and functions (Hunter Nikolaus, 2019). The team shares their respect for the manager and choices and the focus of the objectives is ensured.

Performing – This level shows the team’s increased strategic knowledge and emphasises its emphasis on accomplishing the objectives. The participants and the teammates often look after the concerns of each other and might exhibit improved coordination (Tabassi et al., 2017). The co – workers confront the issues organically in the group themselves and no advice from their leader is required.

Adjourning – The postponement phase implies that working groups only exist for a certain amount of time; the team will disintegrate once the purpose has been achieved. This is equivalent to a breakup since it is frequently tough for team members to split from those with whom they have deep ties (Solomon, 2020). Actually, this period is often referred to as the “mourning phase,” because teammates often feel a sense of loss when the ensemble dissolves.

Development of Team in Service Line

Teamwork can be associated as one of the major parameters for the functioning of the Service Line Call Centre. However, the performance of the individuals working in a team were being evaluated in the traditional form of performance management. This resulted in the development of a poor team and the quality of the work has also declined (as per case study). However, the new team development of the Service Line Call Centre can be recognised as an efficient method for the betterment of the organisation. The management of the company has focussed on the betterment of the same by sustaining in the different groups of teams that are to be formed. The development of the team and the performance of the same will also be checked once every month by the corresponding Technical Engineers for the preceding year. In the second year, enhancement of the team performance and the structure of the same will truly be realised. The distribution of the workload in the different teams can be done once the new team development program of Service Line is done (as per case study). This has also resulted in the release of a lot of work pressure from the shoulders of the Technical Engineers. However, certain hurdles still acted in between the development of the team and the better functioning of the same.

Challenges Identified

There has been a set of challenges in the group of teams working in the Service Line Call Centre of the UK (as per case study). The primary challenges can be assessed as the performance of the teams that were previously working in the organisation and the evaluation of the same. This was primarily found as the traditional performance management could not pick up the individual errors at the right time. This also hampered the sustainability of the different teams and diverted the goals of the organisation as well.

Another challenge that can be utterly found in the Service Line organisation in regard to the development of the team is faced by the higher managers of the organisation. The managers were not able to get a transparent source of information from the Technical Engineers (as per case study). This was found due to the excessive workload of the Technical Engineers, which constrained them from reviewing the performance of the individuals walking in clusters for this Service Line Call Centre.

Specific Roles

The role of Technical Engineers can be addressed as a crucial part of the service line organisation which was incorporated during the previous fiscal year of 2020 (as per case study). The primary duty of the Technical Engineers is to make the technicians work hard and complete the tasks. The group of 3 to 5 technicians had to report daily of their individual work and the collaborative teamwork to the Technical Engineers (as per case study). The Technical Engineers have to submit their entire report and compare the work done by the teams. The final report was evaluated by the managers of the service line call centre and reflected back to the organisational goals. The managers of the organisation have also implemented the use of short and motivational theories to get the daily job done by the Technical Engineers (as per case study). The overload of work has also resulted in a discriminatory salary structure in the Service Line call centre.


Service line Call Centre need to work upon certain technical factors and management areas for the betterment of the organisation.

Development of Individual Skills

The development of individual skills of the technicians is one of the primary objectives that needs to be undertaken by the Service Line. This will also aid development of the service line and their overall performance for the organisation.

Role of Managers

The role of managers in the service line seems to be sceptical for the organisation. The managers need to provide sufficient motivation to the Technical Engineers and the technicians as well. This would also aid the individual performances and the collaborative performance of the technicians. The development of priorities needs to be done under the supervision of the managers in the primary stages (Peralta et al., 2018). Once the group of technicians understand their respective roles and responsibilities, they would be able to work without any guidance.


The above report depicts the role of team development and the management of the same in this service line call centre of the UK. The development of the team according to the Bruce Tuckman model has been critically evaluated and the implementation of the same has been done according to the case study. The challenges of the organisation and the specific roles that are key for the performance have been highlighted in the above study. Certain recommendations have also been provided which would aid in the development of the team and sustaining a healthy environment in the Service Line Call Centre.

Conflict Management


Conflict management is a set of methods required to determine as well as rectify conflicts and problems in a working environment. Conflict is a regular part of any workplace environment, the purpose of managing conflict is to identify as well as reduce negative impacts rather than entirely eradicating those. Controversy management is being used to handle honesty as well as effectiveness confrontations. In doing so, people can prevent bad leadership, relieve stress at work on improving efficiency and sustainability employee productivity moral principles. In that case the Service Line Call Centre has been chosen to discuss the conflicts in the performance management in a working environment.



That should not be a concern of resolving disputes but of secure attachment for specialists at employment. Workplace troubles can indeed be effectively managed by a workforce with powerful conflict management skills (Lewis et al, 2018). Poor communication as well as interpersonal friction can easily lead to straightforward disharmony or even worse situations can be described with the help of The Conflict Management Model. This is very important in a call centre like a Service Line Call Centre in the UK.

Conflicts that can enhance as well as boost will ultimately reduce the productivity as well as moral values of employees (McKibben, 2017). This is why employers are looking for personnel with conflict management as well as dispersion (as per case study). This company has trustworthiness and transparency in employees’ efforts of the PMS performance management system managers and monitors their performances individually.

Figure 2: The Conflict Management Model
(Source: Stephan, 2020)


This aesthetic of conflict management is when employees deal with the requirements of others. If the problem may not be as essential to oneself as for other people, they can use the accommodating theme (Stephan, 2020). This can be an excellent example if they want to prevent conflict in the work environment or if they realize their mistake. Traditional performance management of Service Line Call Centres has more accommodation problems than the modern performances for their initial drawbacks.


This design of conflict management merely includes preventing the major issue. People always discourage the individual or difficulty in this kind of company (Bedrii, 2020). If they feel that they have no time or it seems insignificant to them to discuss this matter, then this can be used as per case study). In that case the manager updates and objectives include innovation processes in this Service Line Call Centre.


This aesthetic of conflict management provides a chance to discover a transitional remedy for all people involved (Stephan, 2020). When finding solutions, utilisation of the compromising aesthetic is much more essential than winning an argument for everybody. In this company the direct interaction with management includes the direct consultation about resolving the conflict.


This design of conflict resolution can go further than discovering the central defence to finding a solution to accommodate all. Utilizing the collaborative style is important whenever there is a more important connection than conflict (Bedrii, 2020). The organisation performance matrix includes the meeting after six months and technical engineer review once in a month to know about the position of coordination.

Trying to compete

This approach to conflict implies that a particular person sticks to their arguments as well as reject individuals’ justifications until they get their satisfaction. Utilisation of this aesthetic can help to take a quick decision, focus on solving a long war, protect one’s privileges and others’ liberties as per case study). The complete guidance and accurate statistical information in the Service Line Call Centre includes the competitive ability.

Identification and discussion of challenges

Problems and effectiveness

Performance management system in this service line call centre to the identification of systematic as well as quantitative performances of employees individually (Andreoni and Chang, 2019). In efficient use traditional performance management systems fail to identify bi particular goal for or everyone in order to increase the quality of performance. However, in the market of UK the dependable and secure services can be hampered in time

of providing guaranteed staff or representatives who can take responsibility efficiently.

Unclear professional identity and insufficient product or service supply can affect the customer base (Kroenke et al, 2019). Therefore, a conflict between the represented and current customer becomes obvious in respect of situations.

In the case of a traditional performance management system, old benchmarks regarding performances and drawbacks of technologies can decrease the quality of performance for every individual employee as per case study). Apart from this it comes after three months or six months where the manager mainly updates about the organisational position and performance of the employees. For a long time, detachment and no chances to convey overcoming the errors for a long time creates conflict between the work environment. However, the maintenance of the manager becomes dissatisfactory and in accurate results oriented in serious circumstances as well.

Incomplete listening power for patients also creates a frustrating environment for employees to work where small matters start creating major conflicts for an organisation or a firm like Service Line Call Centre.

Continuous changes of planning and strategies increases the confusion and doubt of the employees where they continuously need to take calls from customers in order to provide them services.

Job role and weaknesses

The absence of technical engineers in time of presenting alternatives for modern methods have become the major weakness of Service Line Call Centre. However, the mind setup and dedication of employees to become focused towards a particular goal have been affected negatively (O. Nyumba et al, 2018). In the case of taking calls from customers, the anger issues, time out and silence have become constraints for this company.

In case of discontinuous knowledge about the employees working quality, it becomes controversial to measure the outcomes with proper information (Lewis et al, 2018). Difference occurs between the desired outcome and final outcome in this kind of company like Service Line Call centre. Besides all this it takes a lot of time and effort which brings monotonousness and behaviour imbalances in program orientation as per case study).

The major problem or challenges is improper salary structure or absence of promotions weaknesses in companies like service line call centres (Keshvardoost et al, 2020). This kind of situation if the employees are not having satisfactory packages or opportunity guidance, conflicting management can easily occur in every stage of performance development.

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Conflict is impossible to avoid in company. However, conflict could become bad for business if it has been poorly managed or disregarded. If conflict is not correctly adequately addressed, customer loyalty, loyalty as well as brand awareness can even have a negative effect. In their early phases, often these issues can be resolved. Several suggestions for resolving conflict for outstanding customer service are provided below. People can assist prevent and mitigate conflicts from the very beginning of their call centre before clients start interfering with their consumer experience.

  • Increase listening power
  • Showing care with correct and natural tone
  • Focused towards the requirement
  • Using verbal conversation
  • Accept silence limits and timeout processes
  • Job role verification frequently the performance quality
  • Communication development to understand employees and customer individually
  • Maintain a friendly work environment


In this report conflict management and resolving the reasons of conflict in a particular work environment on the company leg service line call centre of the UK have been done thoroughly. Moreover, the conflict management model has been evaluated in order to specify the weaknesses and uncertainty of the company. Besides all these management roles and technical engineer appearance has been described in order to increase the quality of the workforce. Lastly, several recommendations have been provided in order to overcome the conflicting factors in the company in order to make a better future gradually.

Reference List

Andreoni, A. and Chang, H.J., 2019. The political economy of industrial policy: Structural interdependencies, policy alignment and conflict management. Structural Change and Economic Dynamics48, pp.136-150.

Bedrii, D., 2020. Development of a model of integrated risk and conflict management of scientific project stakeholders under conditions of behavioral economy. Technology audit and production reserves3(2 (53)), pp.9-14.


Hunter Nikolaus, S., 2019. The Role of Team Development in Ensuring Small Business Profitability.

Jones, D., 2019. The Tuckman’s Model Implementation, Effect, and Analysis & the New Development of Jones LSI Model on a Small Group. Journal of Management6(4).

Keshvardoost, S., Bahaadinbeigy, K. and Fatehi, F., 2020. Role of telehealth in the management of COVID-19: lessons learned from previous SARS, MERS, and Ebola outbreaks. Telemedicine and e-Health26(7), pp.850-852.

Kroenke, K., Alford, D.P., Argoff, C., Canlas, B., Covington, E., Frank, J.W., Haake, K.J., Hanling, S., Hooten, W.M., Kertesz, S.G. and Kravitz, R.L., 2019. Challenges with implementing the centers for disease control and prevention opioid guideline: a consensus panel report. Pain Medicine20(4), pp.724-735.

Lewis, D., Heathershaw, J. and Megoran, N., 2018. Illiberal peace? Authoritarian modes of conflict management. Cooperation and Conflict53(4), pp.486-506.

Lewis, D., Heathershaw, J. and Megoran, N., 2018. Illiberal peace? Authoritarian modes of conflict management. Cooperation and Conflict53(4), pp.486-506.

McKibben, L., 2017. Conflict management: importance and implications. British Journal of Nursing26(2), pp.100-103.

O. Nyumba, T., Wilson, K., Derrick, C.J. and Mukherjee, N., 2018. The use of focus group discussion methodology: Insights from two decades of application in conservation. Methods in Ecology and evolution9(1), pp.20-32.

Peralta, C.F., Lourenço, P.R., Lopes, P.N., Baptista, C. and Pais, L., 2018. Team development: definition, measurement and relationships with team effectiveness. Human Performance31(2), pp.97-124.

Pfutzenreuter, T.C., de Lima, E.P. and Frega, J.R., 2020. Building High Performance Teams (No. 4712). EasyChair.

Solomon, D., 2020. The Worth of Steady Digital Team Formation Strategy A Case Study of Bruce Tuckman’s Model in Software Industry.

Stephan, H.R., 2020. Shaping the scope of conflict in Scotland’s fracking debate: Conflict management and the narrative policy framework. Review of Policy Research37(1), pp.64-91.

Tabassi, A.A., Roufechaei, K.M., Bakar, A.H.A. and Yusof, N.A., 2017. Linking team condition and team performance: A transformational leadership approach. Project Management Journal48(2), pp.22-38.

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