Effective Team , Performance Management , management and business
Teams in regard to management and business organization traverses beyond a mere collection of individuals. Effective team and performance management displays a focus on one motto; people as the skill and performance management as the strategy. Therefore in practice, teams are a congregation of people comprising different skills, talents and competencies and who understand each other fairly well enough with a focus of efforts on collective team objective(s). In an ever globalizing economy, organizations now turn to their greatest asset which is the people skills it has to optimize their differences and uniqueness thus generating sustainable competitive advantage necessary for surviving the increased competition within the international market (Garry & Litan, 1998).
The paradigm shift in business has broadened the focus of organization beyond the achievement of its own goals and objectives to the creation of an environment where the members (in this case the employees) can also realize their individual and group objectives and desires within the organization structure. Employees are now concerned about their career paths within an organization above and beyond their monetary rewards. This career path requires the creation of programs and systems that allow for new knowledge and skill acquisition within the organization that allow for successive progression or growth of the individual alongside that of the overall organization (Berger & Berger, 2010).
[...] This is because the model offers a simple yet conclusive four- step approach involving forming, storming, norming, and performing phases for examining and managing the group dynamics of individuals within a team. The first stage is absolutely vital in identifying members for your team. Figure Tuckman Model for reflection The selection of team members can be done based on the roles identified for members within the team (Belbin, 2004). The formation of my team comprised individuals from multicultural backgrounds: Mathew Stroud (British) Alena Linhartova (Spanish) Virginia Bath (British) Abdulaziz Mohammed Al-Hunayshil (Saudi Arabia) Chunlin Chen (China) The distribution of roles within the team was arrived at based on Belbin's self-perception inventory model (1981) which argued that team roles existed based on distinct individual preferences in addition to being behavioral and thought style-dependent. [...]
[...] I have also learnt that teams develop through an experiential learning cycle. Some team members perceive new knowledge through a tangible experience of the scenario or task at hand; relying on their intuition and immersing themselves directly into the realm of the importance of that task. Others prefer a more scientific approach to new information by analyzing and systematically planning beforehand how to undertake a task before embarking on it. These variations in learning styles are necessary for managing team dynamics and operations and ensuring that the leadership style adopted by management is flexible to the attributes of each individuals; treating their contributions in the decision making process with equal importance. [...]
[...] Thompson, L Mind and Heart of the Negotiator. Prentice Hall. [...]
[...] The team leader, having been identified via a relatively constant score in the self-perception test, had to intervene to offer the final ranking so as to ensure completion of task within the afforded time limit. This decision was met by harsh criticism by the other dissenting members who attested that I was abusing my authority as the team's leader in rubber-stamping my own opinion against those of the teams. This effectively formed the team's storming phase and would create a hostile environment within the team that threatened to derail the performance of the team in future tasks (Lencioni, 2002). The flying contest' was a task that assessed group norming and performing processes. [...]
[...] It is an act of team coaching (Hackman & Wageman, 2005). Team members demonstrate certain personality traits and behavior which is purposed to create and strengthen team effectiveness (Belbin, 2004). This involves structuring the team; allocating resources appropriately as needed by the team members and helping individuals overcome personal barriers in their contributions to the team. These and so much more are geared towards aligning the collective resources of the team in pursuing team objectives (Beyerlein et al., 2002). Reflections by Team Member Team member two describes my input into the team as democratic. [...]
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