Developing Successful Business Teams - Essay Example

?Developing Successful Business Teams Table of Contents Introduction 3 2. The Features of Successful Business Team 4 2 Characteristics of a Successful Business Team 4 2.2. Assessing the Importance of Team Role 6 2.3. The Implication of Theoretical Models in terms of Building Successful Business Team 6 3. Developing Ability to Support Team Effectiveness 7 3.1 The Stages of Team Development 7 3.2. Plan for Motivating Team Members to Achieve Given Objectives 9 3.3. Encourage Open Communication between Team Members to Support Team Development 12 3.4 Evaluate Ways to Resolve Conflicts among the Team Members 14 4. Monitoring Performance of the Team 15 4.1 Monitor the Performance of a Team against Given Objectives 15 Performance Management Cycle 17 360-Degree Feedback Model 18 4.2 Recommendations to Improve Performance against Given Objectives 20 5. Conclusion 22 References 23 1. Introduction In relation to the current pace of globalisation, it is widely accepted that team performance plays a pivotal role for an organisation assisting it towards accomplishing a significant growth and empowering its brand position. Apparently, in the present competitive business scenario, team performance has been witnessed to achieve a paramount position for the global organisations in order to strongly compete with the rivals within the similar industry. With the increasing pace of industrialization, organizations are highly focused on developing business strategies and setting their objectives at a higher benchmark. Therefore, the organisations in the present business world often emphasise and promote adequate cooperation among the team members to efficiently attain their desired goals and objectives as per the planning. Moreover, the firms also seek to promote credibility of the workforce and emphasise on adequate and effective communication processes among the members in order to obtain greater control and productivity of the organisation (Mickan & Rodger, 2000). Emphasising upon the emerging competition and striving performance of the marketers, the major objective of this report is to demonstrate and understand the primary features of a successful business team. Thus, the discussion of this report will be focused on highlighting and analysing the major traits along with explaining the major phases to improve the performance of a success business team. Additionally, the paper will also focus on assessing the monitoring processes which can enable the organisation to attain greater efficiency of a successful team. 2. The Features of Successful Business Team Defining the major characteristics of a successful business team always constitutes a broad consensus which represents a large number of attributes to enhance the level of efficiency within the workforce or staff members. A successful business team comprises a large number of attributes which accumulatively facilitates the organisation to proactively perform its each operation with clarity and efficiency. 2.1 Characteristics of a Successful Business Team a. Understanding the Team Goals Understanding the ultimate goals of the team and the organisation on the whole is one of the fundamental characteristics of an effective and successful team. In this regard, the team members should be highly aware to prioritise the ultimate aim of the team which can generate adequate capability to achieve the stipulated goals as planned for the benefits of the organisation. b. Commitment Commitment towards complying with a common philosophy through sharing value to each member of the team can also efficiently attain the ultimate desires of the organisation. Moreover, it can also empower the members to increase their productivity substantially. c. Recognising Roles and Responsibilities It is also important for the members of a successful team to clearly identify their respective roles and responsibilities within the organisation. This particular factor tends to enhance the overall capability of the organisation in terms of accomplishing each task within the specified time in an adequate quality inculcating changes in a flexible and competent manner. d. Emphasise Willingness Emphasising willingness of the members is also an important attribute of a successful team. It brings innovative ideas as well as concerns to the attention of each member of the team. Moreover, the greater willingness capability also empowers the capability of the team on the whole to address different types of risks within the organisation. e. Strong Communication and Cooperation Adequate communication and cooperation among the members is also a major attribute of a successful business team. It provides the ability of improving the overall functions performed in the organisation on a continuous basis which further helps in obtaining significant competitive advantages. f. View Non-Compliance as Positive Positivity towards the non-compliance is a major considerable aspect of a successful business team. It is also attributed to improve the morale of the each team member and enable them to strive towards their allocated tasks. g. Evaluating Performance The evaluation of team performance can also develop the existing course of work performed by each member and ensure to improve optimal outcome of the overall team towards a particular goal in the interests of the organisation. 2.2. Assessing the Importance of Team Role An adequate process of identifying the team roles is an important concern for developing a successful business team which is able to clearly recognise the task to be attained by each member of the team (Gunduz, 2008). In relation to the striving operations of the global marketers, it is frequently observed that the managers or team leaders possess the major responsibility of scheduling an adequate structure of the roles and responsibilities for each member. In this regard, it can be firmly stated that an adequate practice of assessing team roles can enable the team leaders to improve the effectiveness of each individual(s) within the organisation. Moreover, it can also develop the capability as well as willingness of the staff members both at individual levels and in groups to attain the ultimate goals and objectives of the firm (Gerstmann, 2013). 2.3. The Implication of Theoretical Models in terms of Building Successful Business Team In order to enhance the credibility as well as capability of a team, the implications of different theoretical models can provide adequate knowledge for the leaders. In this regard, it can be observed that the theory of Meredith Belbin (1981) provides a greater insight for the modern organisations to clearly justify the potential roles of the team members and thus develop a successful team (Loganathan, n.d.). According to Belbin’s theory, it has been identified that 3 types of roles namely the action oriented, people oriented as well as cerebral roles that are executed within a successful business team. The action oriented role of team executes three major attributes namely shaper, implementer and completer or finisher. Moreover, the major three roles in the people oriented role of a team are namely coordinator, team worker and resource investor. Contextually, the cerebral role encompasses plant, monitor, evaluator and specialist dimensions to develop a successful team (Chong, 2005). In relation to the present competitive scenario of the business environment, the implementation of Belbin’s team role approach can facilitate a successful business team to develop the efficiency of each individual and their roles towards the overall accomplishments of the organisation. Moreover, the model can also enable the team to effectively manage and improve the ultimate productivity of the members (Loganathan, n.d.). 3. Developing Ability to Support Team Effectiveness 3.1 The Stages of Team Development In relation to the major stages of developing a successful team, the theory of Bruce Tuckman (1965) provides an effective structure which supports the organisation to empower the efficiency of each individual in an isolated form or in a group for the interests of the organisation. The major team development stages as described by Tuckman, significantly define five phases through which an organisation can build a successful business team. These stages constitute of forming, storming, norming, performing and adjourning. Below graphical structure provides the relationship between each team development stage (Forsyth, 2009). Fig: Tuckman’s Team development Model (Forsyth, 2009) Forming – Forming is the initial stage in Tuckman’s model which depicts the level of excitement, anticipation, anxiety along with optimism of the members which are further used to develop their present performance (Forsyth, 2009). Storming – The stage tend to facilitate the leaders to clearly identify the level of dissatisfaction, frustration along with reality sets within the team members with the intention to motivate them over the long run (Forsyth, 2009). Norming – The norming stage in the model depicts the notion of managing shared goals and preparing effective plans to develop the performance of the team as a whole (Wilson, 2010). Performing – In this stage, the team is assessed on the basis of their ability to manage and function as a unit towards its allocated roles and responsibilities. In this regard, an effective cohesiveness, leadership along with performance of the team members is observed towards achieving their common goals (Wilson, 2010). Adjourning – The adjourning stage considerably offers the sense of closure of a particular team after the accomplishment of the ultimate goals and objectives. Members of the team thus tend to measure and notice their contribution and seek for commencing a new project balancing an effective cooperation and understanding among themselves (Wilson, 2010). 3.2. Plan for Motivating Team Members to Achieve Given Objectives Motivating is considered as one of the major and effective tools for an organisation which facilitate it to increase the potential capabilities of its associated members to cherish the organisational performance at a sustainable rate over the long run. The motivational attributes in terms of team development consist of different practices which significantly distinguishes a team from a group (Kane, n.d.). In this context, the following motivational steps can significantly distinguish the differences of team and group. Clearly Communicate Goals Communication process with the team members regarding the stipulated objectives is a major concerning area for an organisation. It has often been noted in this regard that an effective communication process can enable the team members to clearly indicate the present performance and helps the organisation to efficiently align the performance goals of the members in accordance with its varying objectives (Kane, n.d.). Engaging Team members Engaging the members in different strategic problems and solutions can further empower the capability and self-efficacy level of the entire team which can further enable the organisation to attain its desired goals in accordance with the stipulated planning. In this context, the team members should be involved in decision making processes which can also strengthen their interest and willingness towards achieving the shared objectives of the team (L.M. Dulye & Co., n.d.). Offering Alternatives The process can also improve the performance of the team members to be more focused on their desired goals. In this process, the practice of training along with skill and career development also ensures to make the members more focused on their assigned roles and achieve their stipulated objectives for the overall benefit of the organisation on the whole (L.M. Dulye & Co., n.d.). Measuring Performance This can be stated as one of the key components of motivating team members in an organisation. The organisations must need to ensure that the members of the team can measure their individual performances aligned with the key performance aspects of the organisation which can further enable them to achieve their stipulated objectives (United States Office of Performance Management, 2011). Rewards and Recognition The rewards and recognition process can be identified as another key motivational tool that emphasises on developing adequate sense of accomplishment within the staff members on the basis of their performances. Through maintaining an adequate and feasible reward and recognition process, the members can be thus acknowledged concerning their contributions to the organisation (United States Office of Performance Management, 2011). 3.3. Encourage Open Communication between Team Members to Support Team Development An effective level of communication and cooperation among the team members are often regarded as significant factors for team development. In this regard, the communication process among the team members should reflect a wide area that encompasses the role and performance of the staff members in accordance with the overall objectives of the organisation (Hassall, 2009). An open nature in the communication processes significantly influences the team members to render utmost importance of their assigned roles which also ensures to effectively accomplish their predetermined objectives in alignment with the organisational aims. Open communication process within the team members incorporate certain key components that tend to provide adequate advantages to the overall process performed within the organisation. Few of the major attributes of open communication can be identified as follows. Transparency Transparency is the major element of open communication process which ensures the deliverance of a clear view of the different functions performed in the organisation. It further tends to involve each employee with apparent and justifiable information relating to their assigned roles and responsibilities (Hassall, 2009). Adequate Information An open communication is often considered as an effective process due to its advantaged which can be identified in terms of sharing information to each member in a team. It represents appropriate information to the team members which further enables them to proactively perform their assigned roles (Hassall, 2009). Mode of Communication An open communication system incorporates a broader medium which further facilitates the organisation on the whole to convey relevant information regarding the organisational aims to each group and staff members in the organisation. Therefore, the wide network of communication process within the organisational structure can help the members to improve their performances enabling them to achieve the expected goals as a team (Hassall, 2009). Leadership In the similar context, leadership also plays a pivotal role for team development. It emphasises on rendering clear direction to each member through a clear communication system on the basis of their behavioural traits both individually and in a group. Moreover, the adequacy of knowledge as well as different developmental characteristics in the leadership approach also empowers the team to improve its performance over the long run on a continuous basis (Plotnick & et. al., 2008). 3.4 Evaluate Ways to Resolve Conflicts among the Team Members Conflicts within the team members always bear a negative influence on the overall performance of a team which can further obstruct the development of a successful team. It significantly hinders the productivity of the organisation hampering the cooperation among the members. Therefore, it can be regarded with utmost importance for an organisation to effectively address conflicts among the members to sustain with its competitive position in the market. Contextually, the available options often applied by business managers to resolve conflicts within the team have been observed towards increasing understanding among the members on the situational context, enhancing group cohesion as well as improved knowledge and capability by a substantial extent (Hackman, 2006). Increasing Understanding Increasing understanding of the team members can be regarded as a major prevention process which can enable each member to effectively deal with different types of conflicts. A higher level of understanding capability among the group members can also build a strong cooperation within every sphere of the organisation which tends to protect the productive nature of individual team members and reduce potential disagreements within the workplace (Singh & Antony, 2006). Enhancing Group Cohesion Group cohesion is also a major tool for conflict handling which is often used by business managers. It is widely accepted that a cohesive nature within the team member can significantly protect each individual through their different cohesion associated characters. In this regard, adequate respect, shared value as well as enhanced acknowledgement towards each other can considerably reduce potential conflict within the team. Improved Knowledge and Capability Improved individual knowledge and capability of managing people can also enable the leaders to minimise the rate of conflicts within the team on stressful situations. An adequate knowledge about the attitude and behaviour of the team members can also resolve different types of conflicts within the team. In this regard, the leaders or managers must possess adequate capability of identifying the attitudes and behavioural traits of the members along with maintaining a cooperative nature within the working environment (Singh & Antony, 2006). 4. Monitoring Performance of the Team 4.1 Monitor the Performance of a Team against Given Objectives In order to accomplish the predetermined objectives, the members should highly focus on monitoring individual performances concerning their allocated tasks and responsibilities. Moreover, agreeing with each individual concerning their allocated tasks and consistently providing feedbacks regarding their performances can generate higher productivity for the organisation and increase the innate capability of the team members. In this context, an effective practice of key performance indicators along with performance reviewing system can also improve the efficiency of the team members towards organisational successes (West Virginia University, n.d.). Key Performance Indicators (KPIs) The integration of Key Performance Indicators (KPIs) in performance management significantly helps the organisation to improve the overall productive capabilities of the team members. The quantitative and practicality concerns as rendered in the KPI model ensures to measure each individual’s performance in an efficient way which further enables the organisation to track and improve their ultimate competencies more competently. Moreover, the KPI model also incorporates directional and actionable nature which further assists the organisation to determine its credibility in taking adequate measures to develop the overall functional efficiency of the organisation (Velimirovic & et. al., 2010). Performance Reviewing Process The performance reviewing process includes various factors that attempt to significantly facilitate a team to increase its performance within an organisational setting. In this regard, performance planning and setting pertinent goals can be considered as one of the major and primary attributes which tend to facilitate the team members to effectively attain and their tasks at a stipulated time. Contextually, an effective practice of performance reviewing process often enables the team to improve its working procedures and facilitate the organisation to attain its desired business objectives (Velimirovic & et. al., 2010). The following illustrated two models ensure adequate measure which can facilitate the managers or leaders to transform the performance of each team member effectively towards the accomplishment of the set targets. Performance Management Cycle Fig: Performancement Management Cycle Source: (Armstrong & Stephens, 2005) Plan: The planning phase in the performance management cycle model signifies the compliance of the members towards the principles and desired objectives stipulated by the team. In this process the team members and leaders tend to generate effective plan for any project or task and identify the obligatory behaviour or skill of each members in order to meet the desired goals and objectives of the team. The planning stage in the model emphasises on improving the performance of each individual through empowerment, skill advancement, knowledge enhancement along with facilitating productive behavioural attributes of each team member (Armstrong & Stephens, 2005). Act: The nest phase in the cycle is acting which involves appropriate practice of tasks in accordance with the planning of the previous phase. In this stage, the members tend to perform towards exploiting their competences and skills to meet the desired objectives of the overall plan (Armstrong & Stephens, 2005). Monitor: The monitoring phase in the model can also be identified as an important stage which involves supervising the practice of the members and keeping them on the right track in accordance with the stipulated objectives of the plan. In this phase, the leaders play a crucial role of examining the performance of each individual and keeping them focused on the desired goals and objectives (Armstrong & Stephens, 2005). Review: The review stage signifies the process of reassessing the performance of each individual team member. In this process, the managers or leaders tend to develop or adopt adequate measure to improve the performance of the members and attain the desired goals within the stipulated time and cost (Armstrong & Stephens, 2005). 360-Degree Feedback Model The 360 degree feedback model can also be considered as one of the effective approaches which can highly support the leaders or managers to improve the performance capability of each individual team member and enable them accordingly to attain the overall objectives. The model significantly incorporates the assessment of any particular individual team member in comparison to a varied number of internal and external individuals on the basis of the feedbacks obtained through the various levels of the organisational structure (Rao, 2004). The following graphical illustration clearly depicts the function of 360 degree feedback model. Fig: 360 Degree Feedback Model Source: (Stuart Robertson & Associates, 2008) Managers: Feedbacks delivered by the managers or team leaders in the model with regard to the performance of the peers can be regarded as a major influencing factor which can develop or change the skill, behaviour or productivity capability of an individual. Contextually, the feedbacks tend to influence the member or any individual to increase his/her performance through the leadership and managing capability of the managers (Parker, 1998). Customer/Client: Feedbacks obtained from customers or clients can also be considered as a major external factor for influencing the performances and skills of the individual tem member. Contextually, it helps the team members to identify the exact needs of the customers and thereby perform in order to gain maximum customer satisfaction which ultimately results in enhanced team performance (Rao, 2004). Direct Report: Direct report from the management signifies the amount of adaptability concerning the performance of each individual which accordingly helps to increase his/her productivity capability. In this particular factor, the leaders tend to motivate team members and provide adequate feedback to improve their performances (Rao, 2004). Colleagues: Colleagues or the other team members have also significant influence on individual performance. In this context, it has been observed that an effective and strong coordination as well as communication within the team members through feedbacks can improve the capability of each individual within a team substantially (Alexander, 2006). 4.2 Recommendations to Improve Performance against Given Objectives Improving team performance can be widely considered as an effective practice for modern day organisations irrespective of their size and industrial context in order to strengthen their competitive position. The organisations in the present business world tend to integrate different types of strategies to improve the ultimate productivity capabilities of the team. In relation to present competitive business environment, it is highly important for an organisation to understand the optimal factors which play a major role to motivate members to increase their productivity for the organisational benefits. In this regard, a well-built structure of incentives and rewards, flexible working hours along with suitable goal oriented tasks merely help the organisation to improve the performance of its team (Kane, n.d.). However, in various cases, it has been firmly identified that adequate training and development processes and consistency in executing performance evaluation processes also motivate employees towards achieving their assigned roles with enhanced comfort and efficiency. Moreover, it can also be recommend that the effective balance of feedback procedures regarding performance also tends to motivate employees to achieve their desired objectives and thus contribute towards building a competent as well as successful team (Singh & Antony, 2006). 5. Conclusion In relation to the above discussion, it has been observed that building strong and productive team has today emerged as the utmost priority for an organisation to attain significant competitiveness in the 21st century business market. However, it has also been observed that an organisation should also need to possess adequate capabilities of understanding the core features of a successful business team. Moreover, taking effective measures on developing team performances is also an important decision for the organisation in order to attain long-term sustainability. In this regard, motivating team members, encouraging open communication process along with developing adequate capability of conflict handling can significantly support the leaders to improve the potentiality of the teams and their associated members. Additionally, practicing continuous monitoring process in accordance with the given objectives can further empower business leaders to build a competent team within the organisation. References Alexander, D. M., 2006. How do 360 Degree Performance Reviews Affect Employee Attitudes, Effectiveness and Performance? University of Rhode Island, pp. 1-11. Armstrong, M. & Stephens, T., 2005. A Handbook of Employee Reward Management and Practice. Kogan Page Publishers. Chong, E., 2005. Role Balance and Team Development: A Study of Team Role Characteristics Under-Lying High and Low Performing Teams. VMS Working Paper Series, Vol. 1, No. 4, pp. 1-17. Forsyth, D. R., 2009. Group Dynamics. Cengage Learning Gerstmann, P., 2013. 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