Effective Team and Performance Management - Assignment Example

?Effective Team and Performance Management Executive Summary Electron, a telecommunication manufacturer based in England was not appropriate in building effective team as there prevail certain critical problems amid the team members, which needed to be mitigated in order to maintain efficiency in the organization. This can be maintained through forming effective cooperation and teamwork among members. The paper discusses about the organization of Electron and its effective team and performance management. In this context, the valuable aspects concerning team dynamic and team formation has been discussed in the paper. It also discusses the critical factors affecting team performance and changes required for management of team and performance in the organizational context. Table of Contents 1.Executive Summary 2 2.Introduction 4 3.A Brief Idea of Team Dynamics and Team Formation 5 3.1 Phases of Team Formation 6 3.2 Stages of Group Development 8 3.3 Team Structure 10 4.Factors Affecting Team Performance 11 5.Changes to Be Occurred In the Team through Recommendations 12 6.Identification of Relevant Changes in Leadership and Management Styles 13 7.Conclusion 15 8.References 16 2. Introduction A team can be considered as a group of individuals who are involved for performing different functions towards accomplishing a desired objective. They are required for conducting complex tasks that are assigned by higher authorities in an organizational context. The imperative features of team can be noted as having stronger personalities, possessing effective development of specialized skills and commitment towards accomplishing varieties of personal objectives (Quick, 1992). In this similar context, the case study also relates to the issue of effective team and management of performance within the organisation. The case study is related to Electron which is regarded as a manufacturing company engaged in producing components particularly for the telecommunications sector. The company was founded in the year 1997 in the northern region of England. The company possess 150 members, amongst which 90 members are engaged in the department of production. Various departments that have been noted to be operated in Electron are production, marketing and sales, engineering finance and human resource. The company consists of both temporary and permanent employees. The objective of the company is to develop the culture of the company, enhance productivity, provide efficient services to the customers and most significantly gain superior competitive position. The case study focuses on team building aspects which are required for maintaining the efficiency of work within Electron, so that effective productivity can be carried out among the team members for the attainment of organisational objectives. In this regard, team building therefore can be signified as a necessary skill that every manager of different organisations focuses on. For developing an organized team, positive attitudes and structured approaches of leadership is required by the managers for handling employees effectively and efficiently (Maddux, 1994). The paper intends to discuss on team dynamics and team formation along with the factors affecting team performance. Moreover, the paper also gives a viewed knowledge about stages of group development as well as changes to be required in Electron to maintain organisational efficiency. 3. A Brief Idea of Team Dynamics and Team Formation According to Belbin’s model, team dynamics is generally utilised by multinational organisations that are involved in creating, researching and developing new products, processes or solutions. It is considered as a growing trend. Team dynamics can be successful with the quality supervision of a particular team leader for the accomplishment of organisational targets persuaded by the employees and management in the organizational context (Dogaru, 2012). The contribution provides by team leader in the system of team dynamics can be identified as forming coordination amid the team members and establishing clear communication with them among others (Levi, 2007). It can be stated that coaching and leadership dimensions assists in creating environment of openness which ultimately provides a team with a clear vision of the objectives of an organization (Tallant, 2011). It is worth mentioning that the aspect of team dynamics is duly considered to be an unseen force that is operated within the team and amid various groups of individuals. The concept of team dynamics profoundly influences how team behaves, reacts and performs different activities within a team (Team Technology, 2012). Conversely, according to Tuckman’s model, team formation is regarded as the process through which proper distribution of accessible resources can be observed to be a major determinant for maintaining organisational effectiveness. Moreover, the significant concern of team formation can be defined as the process of finding appropriate experts for conducting the assigned tasks effectively and allocating it according to the requirements of the team (Dogaru, 2012). 3.1 Phases of Team Formation There are various phases of team formation which includes forming, norming, storming, performing and adjourning. Most importantly, the process of team formation can be identified as requirement of experts, recognition of candidates, analysis of candidates, and establishment of contacts. The processes have been discussed elaborately hereunder. Requirement of Experts It can be stated that identification of potential candidates as well as requirement of candidates is needed initially for the formation of effective team in order to maintain the productivity of the organizations. In this similar concern, it is to be stated that better team formation helps in maintaining efficiency in the organizational context. Furthermore, effective formation of team also helps in attaining the objectives of the organizations with the performance of the activities that conduct by the employees in the business related context (Seruca, & et. al., 2006). Identification of Candidates Identification of candidates is viewed to be one of the essential elements of team formation. Here, it can be stated that most of the organizations on global basis focuses on recruiting along with selecting appropriate employees in order to meet organisational objectives by a greater level. It is to be stated that the selection as well as the recruitment of appropriate employees can raise organisational effectiveness along with productivity by performing their assigned tasks with sheer responsibility and sincerity (Forsyth, 2009). Analysis of Candidates Multidimensional analysis of experts’ profile, generation of alternative teams and conduct of performance evaluation can be regarded as valuable dimensions for formation of an effective team. Therefore, it is the responsibility of the management team along with the strategic or business leaders belonging to different organizations to seek for appropriate candidates who could be suitable for maintaining efficiency in the organizational context (Seruca, & et. al., 2006). Establishment of Contacts Establishment of contacts can also be considered as one of the significant elements in the aspect of team formation. For effective functioning of the team, evaluation is necessary. It can also be stated that most of the organization focuses on building multiple teams in order to fulfil the requirements as well as to mitigate any sort of challenge or issue that face by the organizations. (Seruca & et. al., 2006). However, there are certain crucial factors that duly affect team formation. These factors encompass interest, competencies, availability, risks, commitment, budget and project constraints. In the context of interest, the desirability as well as the wants of the team members comes into action. In reference to competencies, the experiences along with the skills of the team members and the risks associated with every team member are duly considered. One of the important aspects of team formation can be identified as budget related to cost and expenses for maintaining teamwork in order to accomplish organisational objectives. Budgetary constraints help in calculating different aspects that are required for performing tasks within an organization by a considerable extent (Hardingham, 1998). 3.2 Stages of Group Development Group development is regarded as one of the important aspects of team building and performance measurement. It is quite necessary for developing effective functioning of team within a specific organization. It has been apparently observed that there are various stages of group development that embrace adjourning, forming, performing, storming and norming. The stages have been described below. In relation to forming, it can be stated that personal relations within the team are featured with dependence. Members in the team look for proper guidance and safe working environment for performing different activities effectually within the organizations (Forsyth, 2009). The behaviour rules are kept simple and controversies are ignored in this particular stage (Drexel University, 2012). In relation to storming, the stage is featured with conflict and competition that rise amid the team members in terms of personal relations as well as proper functioning of tasks. It can be stated in this regard that while organizing tasks in the organizations by the team members, conflicts might arise amid members in an organization (Drexel University, 2012). In the stage of norming, interpersonal skills of the team members are featured with cohesion. The members in the group are actively engaged in performing their respective organizational tasks that contribute towards fulfilling organisational objectives by a greater level. Important functions relating to the stage of norming can be identified as flow of information amid different members in an organization, sharing of ideas and providing feedbacks about the tasks performed (Forsyth, 2009). In the stage of performing, members in the organization performs independently as a unit or in subgroups with identical facilities. The members are highly productive in this stage and people oriented in nature (Forsyth, 2009). The adjourning stage recognizes detachment from relationship and eradication of task behaviour. Creation of apprehension is considered to be an important aspect in the phase of adjourning (Drexel University, 2012). In relation to the case study concerning Electron, it can be stated that there pertain no such aspects related to group development, as the case reveals the norms as well as the rules and regulations that are needed to be obeyed by the old and new members belonging to the company. With regard to group development, interpersonal skills are regarded as the skills that are executed on a regular basis for interacting and communicating with individuals along with other team members present in an organization. It can be stated that solving composite problems, emphasis on personal stress management and decision- making are considered to be valuable aspects of interpersonal skills. Interpersonal skills are important for the individuals of diverse organizations for gaining comfort, support as well as recognition conducting two-way process (Wright, 2007). Interpersonal Skills in relation to the case study concerning Electron are generally not present amid the team members in the organization as older members in the organization are viewed to be egoistic in their approach and try to impose much pressure on the new members from time to time. There was certainly a lack of coordination amid the team members within Electron resulting in affecting their interpersonal skills by a considerable level. 3.3 Team Structure Team Structure can be identified and framed on the basis of solving the problems of the employees in an organization. It has been viewed that there exist four essential features of team structure which comprise accountability along with clear roles, system of effective communication, individual performance are monitored and feedbacks are provided (Thompson & Choi, 2013). Another feature can be identified as emphasis on judgment on the basis of facts (Larson & LaFasto, 1989). In relation to effective communication, concerning the case study, it can be observed that Electron focused on recruiting new workers on a temporary basis. The objective was to maintain good as well as effective team work in the organization with both old and new workers working together in the same organization with the intention of attaining superior organisational effectiveness. The rules and norms are not followed by the team members in the organization. Effective communication and discussion amid old and new team members are viewed to be much less and it can be observed that most of the older members are providing pressure on newly hired members in the organization. Team Cohesion Team cohesion is typically considered as the force which ties the members belonging to a specific group together. It resembles synergetic contacts amid members in a particular team. It helps in increasing performance of the team that leads to greater satisfaction and morale along with efficiency in completing the assigned tasks (Carsrud & Brannback, 2009). In relation to the case study, it can be stated that there was neither any teamwork nor any effective interaction among members in Electron that could facilitate in gaining effective productivity in the organization. The older members are very much strict in their rules and regulations that provided problems for new members to fulfil desired organisational objectives. 4. Factors Affecting Team Performance Team Performance can be stated as an important dimension in maintaining organisational effectiveness and most vitally accomplishing organisational objectives. There lay certain critical factors that can be related to team performance like cohesiveness, communication, homogeneity, group thinking, role identity, team size and stability (Harris, 2006). In order to determine the factors affecting team performance, it has been apparently observed according to the case study that Electron is a small manufacturing company that comprises medium size employee structure. It is to be stated with huge quantity of employees, it would be quite difficult for Electron to handle them for the purpose of attaining organisational objectives at large. For handling employees in an effective manner within an organization, adequate leadership skills must possess the business or strategic leaders of Electron. Effective communication and teamwork is also necessary for organizations such as Electron to maintain its efficiency in the process of work in order to obtain organisational objectives. But, in accordance with the case study, it has been viewed that there was no such effective communication prevailed amid the team members in Electron resulting in creating problems for the company at large. Emotional intelligence is the term that signifies the process which engages recognition, understanding, management and use for solving emotional statement as well as problems for regulating behaviour (Salovey, & et. al., 2004). It stands for management, understanding and recognition. It can be observed in the case study of Electron that there was no such emotional intelligence existed amid the team members in the company. It has also been viewed that Electron was faced with ineffective team performance and was trying to enhance the situation by emphasizing on improving corporate culture as well as developing effective process of production. Social Loafing signifies decrement in the efforts provided by individuals that occur when individuals work collectively for solving a problem. Productivity in group circles can also be identified as social loafing (Horn, 2008). Social loafing focuses on collective work force and reduction in individual work process for the purpose of maintaining organisational effectiveness by a greater level. Relating to the case study concerning Electron, it has been recognised that in Electron, a few of the workers have been emphasizing upon collective work process, but mostly the older members in the organization are egoistic in their approach trying to keep the newly joined employees on their toes through imposing strict rules and regulations that must be followed firmly. Thus, on the basis of the above discussion, it can be stated that the imposition of strict rules and the dominant behaviour of the old members have ultimately affected the team performance of Electron by a significant level 5. Changes to Be Occurred In the Team through Recommendations Electron, a small manufacturing organization focuses on achieving productivity through improved performance of the employees. In order to maintain effective productivity, the management team of the company recruited employees on a temporary basis. It has been apparently observed that there were no such aspects of group development, team performance, communication process, team cohesion and social loafing to be present within Electron that are required for an organization to prosper in the global market context. Thus, it can be stated from a broader perspective that the above mentioned factors are essential for an organization to attain organisational objectives at large. In this similar context, effective changes are required such as providing training to the hired employees and greater communication is needed to increase efficiency in the work process along with maintaining the rules of the organization (Forsyth, 2009). It is quite necessary for old and new members to understand and recognize the objectives of the organization and the tasks assigned to them to meet the requirement of the clients with effective performance and coordination. It has been apparently observed that concertive control was asserted among team members in the organization. This needed to be changed for maintaining greater effectiveness in the organizational context. In this regard, a participative and democrative leadership style can be followed by the management team of the company that would provide effective supervision of activities performed in the organization. This also helps in taking effective decisions by the management with the help of communicating and collaborating with the team members in the organization for achieving greater success (Lussier & Achua, 2009). 6. Identification of Relevant Changes in Leadership and Management Styles In the context of relevant changes in leadership and management, as stated earlier, the organization and management of Electron focuses on concertive control which might duly affected the team performance of the company. There were neither any participative nor any democrative aspects of leadership present in the organization that could enable greater teamwork and efficiency in the organization. It can be stated that with the implementation of participative and democrative leadership styles, collaborative and communicative work process, decision-making procedure would become quite easier for the team members as well as the for the management for maintaining organisational effectiveness. In this leadership and management style, the employees and the managers of Electron would be very much aware of what is needed to be done as well as how the actions are to be implemented in order to maintain effective teamwork and performance (Forsyth, 2009). It can be stated that democrative leaders helps in building participation for members as well as management for maintaining the objectives of the organization through effective performance. It can be stated that the organization focuses on largely on norms and rules, which are vital for the organization, but it is also necessary for the members of the organization to maintain effective communication and participation among all organisational members to gain greater productivity and quality work (Benincasa, 2013). 7. Conclusion From the above discussion, it can be comprehended that Electron emphasizes on improving organisational effectiveness, productivity along with efficiency through gaining greater commitment from the team members. But in reality, it can be observed that there were no such determinants present in the organization which resembles greater teamwork and performance. Moreover, there was no such cooperation among the members of Electron ensuring effective teamwork. Electron, in order to succeed in this competitive landscape, needs greater involvement from theteam members as well as management for maintaining greater productivity and profits. The organization can obtain effective teamwork and performance through effective team performance, development of groups, effective collaboration and participation of the team members resulting in fulfilling organisational objectives by a greater level. 8. References Benincasa, R., 2013. 6 Leadership Styles, And When You Should Use Them. Leadership. [Online] Available at: http://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them [Accessed May 2, 2013]. Carsrud, A.L. & Brannback, M.E., 2009. Understanding the Entrepreneurial Mind: Opening the Black Box. Springer. Drexel University, 2012. 5 Stages of Group Development. Leadership Development Resources, pp. 1-2. Dogaru, M., 2012. The Premise of Lideriat Theory. International Journal of Academic Research in Economics and Management Sciences, Vol. 1, No. 1, pp. 108-113. Forsyth, D. R., 2009. Group Dynamics. Cengage Learning. Harris, M. G., 2006. Managing Health Services: Concepts and Practice. Elsevier Australia. Horn, T. S., 2008. Advances in Sport Psychology. Human Kinetics Inc. Hardingham, A., 1998. Working in Teams. CIPD Publishing. Larson, C.E. & LaFasto, M.J., 1989. Teamwork: What Must Go Right/What Can Go Wrong. Sage. Levi, D., 2007. Group Dynamics for Teams. Sage. Lussier, R. N. & Achua, C. F., 2009. Leadership with Infotrac: Theory, Application, & Skill Development. Cengage Learning. Maddux, R., 1994. Team Building: An Exercise in Leadership. Kogan Page Publishers. Quick, 1992. Successfull Team Building. AMACOM Div American Mgmt Assn. Seruca, I. & et. al., 2006. Enterprise information systems VI. Springer. Salovey, & et. al., 2004. Emotional Intelligence: Key Readings on the Mayer and Salovey Model. NPR Inc. Team Technology, 2012. Team Dynamics. Home. [Online] Available at: http://www.teamtechnology.co.uk/team-dynamics.htm [Accessed May 2, 2013]. Tallant, J., 2011. Successful Team Dynamics: A Leader's Contributions and Responsibilities. GRIN Verlag. Thompson, L. L. & Choi, H.S., 2013, Creativity and Innovation in Organizational Teams. Psychology Press. Wright, B., 2007. Interpersonal Skills. M&K Update Ltd. Read More