Groupthink is when a team's desire for agreement overrides careful thinking. Poor decisions go unchallenged.

What are Tuckman's stages of team development?

Bruce Tuckman described forming, storming, norming and performing in 1965, and added adjourning in 1977. Teams pass through the stages as they mature.

What happens at the forming stage?

The forming stage is when members meet, learn about the task and depend on the leader for direction. Members are polite but unsure.

CCEA A-Level Professional Business Services 3210

The Business Environment

Topic overview Primary, secondary, tertiary and quaternary production Private, public and voluntary sector objectives Sole traders and partnerships Private and public limited companies Stakeholder interests and conflicts Factors of production

The Professional Business Services Sector

Topic overview The nature of professional business services The range of consultancy services Tangible goods and intangible services Local, national and global firms Why businesses use consultancy services

The Consultancy Process

Topic overview The consultancy process and the entry phase The diagnosis phase The action planning phase Implementation and termination phases

Understanding the Client's Market

Topic overview Market size, market share and market growth Reasons for market research and using its findings Primary market research methods Secondary market research and choosing a method Sampling methods in market research Market segmentation

Client Relationships

Topic overview Why client relationships matter Communication, personal contact and client needs Business culture and professionalism Trust, ethical behaviour, intellect and ideas

Business Ethics

Topic overview Fairness, integrity and freedom from bias Trust, confidentiality, transparency and openness The benefits of an ethical code

Persuading, Negotiating and Influencing

Topic overview Persuasion techniques for consultants Negotiation stages and strategies Influencing clients and stakeholders

Business Planning and Risk Management

Topic overview Strategic planning and cost–benefit analysis SWOT and PESTEL analysis in strategic planning The Ansoff matrix and the Boston matrix Assessing and managing business risk

Government Regulation

Topic overview The purpose of business regulation Regulators and compliance in Northern Ireland Codes of conduct versus external regulation

Organisational Structure and Culture

Topic overview Human resources and effective HR management Tall, flat, centralised and decentralised structures Roles, chain of command, span of control and delayering Changing and comparing organisational structures Culture, Schein's model and the McKinsey 7S framework

Recruitment and Selection

Topic overview Internal and external recruitment methods Job descriptions and person specifications Interviews and psychometric testing Competency profiling, situational judgement tests and EI questionnaires Contracts of employment and effective recruitment

Learning and Development

Topic overview Why learning and development matters to a business Induction, on-the-job, off-the-job training and CPD Outcomes of learning and development

Employee Well-Being and Motivation

Topic overview What employee well-being is and why employers value it Methods of supporting employee well-being Causes of low workplace well-being Maslow and Taylor on motivation Herzberg and Mayo on motivation Financial and non-financial methods of motivation

Managing Conflict

Topic overview Functional and dysfunctional conflict Causes of conflict at work Effects of conflict on performance, motivation and behaviour Improving employer–employee relations

Business Research Methods

Topic overview Research aims, objectives and literature searches Questionnaires, interviews and designing research tools Sampling, reliability, validity and research ethics Presenting, analysing and evaluating research findings

Sources of Finance

Topic overview Financial decision making in a client business Internal sources of finance Loans, overdrafts and share issues Leasing, hire purchase and trade credit Choosing the right source of finance

Cash Flow

Topic overview Types of budget and why firms set them Adverse and favourable variances Cash flow, profit and why firms forecast Constructing and analysing a cash flow forecast

Financial Statements

Topic overview Revenue, cost of sales and gross profit Expenses and net profit Assets on the statement of financial position Equity and liabilities

Ratio Analysis

Topic overview Profit margins and return on capital employed The current ratio, liquidity and gearing Trade receivables and trade payables days Earnings per share and return on equity Using and evaluating ratio analysis

Investment Appraisal and Financial Decisions

Topic overview The payback method Net present value and discounting Average rate of return and choosing a method Appraising an investment for a client Using financial data for growth and staffing decisions

IT Systems and Communication Technology

Topic overview The role of technology in business Management information and performance management systems Choosing and integrating IT systems Email, messaging, telephone and text Websites, document sharing, conferencing and social media

Technology for People and Operations

Topic overview Performance management software HR information systems Customer relationship management software Transaction processing technology Inventory management technology

Technology for Finance and Disaster Recovery

Topic overview Spreadsheets for financial decisions Databases and accounting software Data security principles and cyber threats SSL, HTTPS and two-factor authentication Legislation on data and technology Disaster recovery planning and backup strategies

Big Data and the Ethics of Technology

Topic overview Big data, data analytics and KPIs Data storage systems Automated decisions, censorship and monitoring Personal data, the digital divide and acceptable use

Leadership and Management

Topic overview Leadership, management and emotional intelligence Fayol's functions and Mintzberg's roles The Tannenbaum–Schmidt continuum and leadership styles Transformational and transactional leadership The Blake Mouton grid and Adair's Action-Centred Leadership Performance management and review

Managing Teams

Topic overview Team working and Tuckman's stages Belbin's nine team roles Using and evaluating Belbin's model

Managing Change

Topic overview Reasons for change in the business environment Resistance to change Lewin, Kotter and Galbraith's change models Benefits and challenges of managing change

Project Management and Feasibility

Topic overview What a project is and why project management matters Project roles and responsibilities Project documents, plans and registers Client needs and feasibility research The business case and the project brief

Project Initiation and Planning

Topic overview The initiation stage and the project initiation document Project tolerances for time, cost, quality and risk The planning stage: scope, objectives and deliverables Resources, roles, quality and financial plans Gantt charts, risk plans and the stage review

Project Closure and Evaluation

Topic overview Monitoring and reviewing a project during execution Closing a project Evaluating a project and gathering stakeholder feedback

Managing Teams

3 subtopics
9 things to know
A2 2

What Managing Teams covers

Managing Teams is examined in Unit A2 2, Leadership and Management. It covers team working and Tuckman's stages, Belbin's nine team roles and using and evaluating Belbin's model.

Where it is assessed

A2 2

Leadership and Management — a written examination.

Check the CCEA specification ↗

The 3 subtopics

Each one has its own page.

What you need to know

Answer each one before you reveal it.

Your recallNot started

Evaluation

What do the completer finisher and monitor evaluator contribute, and what weakness does each have?

Key term

What are Belbin's action, people and thinking roles, and what is a plant?

Key term

What are the benefits of team working?

Key term

How might a professional services firm use Belbin's model with a client?

Key term

What are the drawbacks of team working?

Key term

Why does a team need a balance of Belbin roles?

Key term

Why is team working common in professional services firms?

Key term

What is Belbin's team roles model?

Evaluation

What are Belbin's allowable weaknesses?

Take Managing Teams further

The same content, four other ways.

Commonly confused

Pairs that lose marks when they are blurred together.

Plant vs Resource investigator
Plant: the member who generates original ideas and solves hard problems. Resource investigator: the member who explores opportunities and builds contacts outside the group.
Shaper vs Coordinator
Shaper: the member who challenges and drives the group to keep moving. Coordinator: the member who clarifies goals and delegates to use everyone's strengths.
Implementer vs Completer finisher
Implementer: the member who turns ideas into practical plans and action. Completer finisher: the member who checks work carefully and polishes it to a high standard.

Questions from this topic

Each one with the model answer underneath.

1
What are the benefits of team working?
Model answer
Teams combine different skills and ideas, leading to better solutions. Team working can also raise motivation and share workload.
2
What are the drawbacks of team working?
Model answer
Teams can be slow to decide and may suffer from conflict. Some members may contribute less than others.
3
Why is team working common in professional services firms?
Model answer
Client projects often need several specialists, such as accountants, lawyers and IT experts. Teams bring these skills together.
4
What is groupthink?
Model answer
Groupthink is when a team's desire for agreement overrides careful thinking. Poor decisions go unchallenged.
5
What are Tuckman's stages of team development?
Model answer
Bruce Tuckman described forming, storming, norming and performing in 1965, and added adjourning in 1977. Teams pass through the stages as they mature.
6
What happens at the forming stage?
Model answer
The forming stage is when members meet, learn about the task and depend on the leader for direction. Members are polite but unsure.

See the rest and revise

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Six ways to work the same material.

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The 3-step method, run for you

Answer cold, learn it, then prove it stuck. Levo tracks the jump between your first attempt and your last.

The Business Environment

The Professional Business Services Sector

The Consultancy Process

Understanding the Client's Market

Cram a whole paper in one sitting

Sort every topic into what you know and what you do not, then drill only the weak ones.

A payback is usually preferred.

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Blank Blitz makes facts automatic

Rapid timed gap-fills on the terms and numbers you need to recall without thinking.

AA firm might move its staff to a new office.

BA firm might install a new client database.

CA firm might run a graduate recruitment campaign.

Build It gets the exam shape right

Assemble a full-mark answer from its marking points, in the order an examiner wants them.

Equity means the owner's investment in the business.

TrueFalse

Test It catches misconceptions

Spot the fault in a statement. The traps are the mistakes students actually make.

721941163128510

Brain Breaks between sessions

Short focus games to reset attention, so the next set lands better than the last.

Managing Teams revision questions

What does Managing Teams cover in CCEA A-Level Professional Business Services?: 3 subtopics: team working and tuckman's stages, belbin's nine team roles and using and evaluating belbin's model. Each one has its own page with questions and model answers.
How is Managing Teams organised?: By the CCEA 3210 specification, subtopic by subtopic, so it matches the order you are taught it in.

Every question in Managing Teams, on a schedule.

Attempt a question from memory, write the correct version, then attempt it again. Levo records the jump between your first attempt and your last, and brings each question back on the day you are due to forget it.

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Managing Teams

What Managing Teams covers

Where it is assessed

The 3 subtopics

What you need to know

What do the completer finisher and monitor evaluator contribute, and what weakness does each have?

What are Belbin's action, people and thinking roles, and what is a plant?

What are the benefits of team working?

How might a professional services firm use Belbin's model with a client?

What are the drawbacks of team working?

Why does a team need a balance of Belbin roles?

Why is team working common in professional services firms?

What is Belbin's team roles model?

What are Belbin's allowable weaknesses?

Take Managing Teams further

Commonly confused

Questions from this topic

What are the benefits of team working?

What are the drawbacks of team working?

Why is team working common in professional services firms?

What is groupthink?

What are Tuckman's stages of team development?

What happens at the forming stage?

What is inside Levo

The 3-step method, run for you

Cram a whole paper in one sitting

Blank Blitz makes facts automatic

Build It gets the exam shape right

Test It catches misconceptions

Brain Breaks between sessions

Managing Teams revision questions

Every question in Managing Teams, on a schedule.