Identification of Team background and Evaluation of its performance - Assignment Example

Team Background and Performance Evaluation al Affiliation The team to be evaluated is a professional team that appointed to ensure the prolongation of a certain audit firm, P& H, by choosing the best alternative among the many options that do not lead to an adverse effect in terms of operations. P & H boasts of a strong team of auditors that have played a big role in its success. The firm is composed of ten members with higher qualifications and credentials in different various fields of finance and management (Morrow, 2011). P&H team is a traditional team that has been committed in ensuring that the firm delivers high quality work to her clients and employs competent audit assistance and other audit technicians. The team that includes different heads of departments sharing similar goals of the firm believes that performance of every member is crucial for P& H success (Hui-Ling & Yu-Hsuan, 2011). The team is in norming stage and the members are very conversant with each other. Many differences that were initially experienced in the team have been resolved and different departmental heads appreciate their colleagues’ contribution (Darling & Heller, 2012). Team members understand each other and interact with humor, a concept that help them providing solution and constructive feedback. Team members are committed to the team goal thus producing great results. Team members engage in collective and democratic decision-making process through consulting group members hence promoting workers ownership for the decisions without the team leader losing sight of the fact that he bears all the crucial responsibility of leadership (Morrow, 2011). Team leader supports participation and delegation intelligently and values group discussion and contribution from team members by maximizing their strong points in order to obtain best performance from the team. P& H team is a diversified team with people from different cultures including four Americans, an individual from United Arab Emirates, two Africans, two Indians, and a Briton (Darling & Heller, 2012). Additionally, there are five females and five males that represent gender balance in the team. The team members include six members who are former employees of big audit firms Deloitte& Touch and KPMG. The other four members have headed various departments in the recognized US and U.K universities and are all holders of PhD. Team members are highly skilled individuals with vast experience in management, auditing and financial analysis. Team members bring a lot of competency and efficiency since people’s prominence is brought to play (Hui-Ling & Yu-Hsuan, 2011). The team facilitates problem solving and enhances speed in which a task is accomplished. It further promotes healthy competition and creates relationship amongst employees as well as appreciating everyone’s uniqueness. Important skills for team that sustains it include listening, questioning, persuading, respecting, helping, sharing, and participating (Dinu, 2012). The team has two major goals include ensuring the prolongation of the firm by choosing the best alternative ways of investing in different portfolios and ways of broadening their client base. The team also focuses on redesigning some aspects of the firm including the human resource policies after understanding the main setback of the firm. Recently, P & H has not been making sufficient revenues that can cater for their huge workforce and other operational costs. This has imposed a great challenge to the firm whose human resource policy does not support lay-offs. All the team members are financial management experts who have served various positions regarding the same. The issues at hand deal with uncertainties and the future of the firm yet the team members possess such kind of experience. 3. Team members are highly motivated with high level skills and an excellence of work performance (Weiss & Molinaro, 2013). The team tend to struggle with little direction and motivation in their work. The dedication has seen the firm experiencing previous success in their past operations (Kurtz & Boone, 2011). Every team member talks positive about success of the firm and leaving a great mark by making extraordinary decision that will provide a long lasting solution to its challenges amid financial crisis recovery. 4. The team works as real team because it entails a few people with exemplary skills sharing a common objective. Every team member’s contribution is significant and mutually holds each other accountable for their outcome (Mukherjee, Kedia & Srivastava, 2012). They have had previous achievements as a team by helping P & H expand its operations in almost four states and employed highly qualified and competent individuals. The team has achieved several things since its initiation and the firm’s success so far can be attributed to the team. 5. The team’s communication channel involves an interactive kind of verbal communication as well as brainstorming and questioning (Weiss & Molinaro, 2013). P & H team has a lean channel comprising of human elements such as voice tone and facial expression that enhances understanding and interaction. They also use humor, which has very positive effect on mood and allows communication of difficult information in a more tactful manner and less threatening way. Communication includes many other things such as information sharing, discussion of concepts, provision of solution as well as making vital executive decisions that are required in accomplishment of the project (Mukherjee, Kedia & Srivastava, 2012). They understand that culture of teamwork cannot be possible without good motivational communication to the team members. 6. The team rarely achieves their objectives on a timely manner and they tend not to understand a clear distinction between substantive and personal issues. The team’s idea of restructuring its human resource is unfortunate considering the probable excellent relationship it has created with her staff. Restructuring may dishearten the workforce that remains behind thus further reducing the overall business performance. This is possible considering that the employees work as a team hence reducing the group’s size may depress the action of the left staff. This may lead to failure of the team’s objective thus weakening their relationship. References Darling, J., & Heller, V. (2012). Effective organizational consulting across cultural boundaries: A case focusing on leadership styles and team-building. Organization Development Journal, 30(4), 54-72. Dinu, A. (2012). Modern methods of risk identification in risk management. International Journal of Academic Research in Economics and Management Sciences, 1(6), 67-71. Hui-Ling, T., & Yu-Hsuan, C. (2011). Effects of empowering leadership on performance in management team. Journal of Chinese Human Resources Management, 2(1), 43-60. Kurtz, D. L., & Boone, L. E. (2011). Contemporary business. Hoboken, N.J: Wiley. Morrow, J. R. (2011). Measurement and evaluation in human performance. Champaign, IL: Human Kinetics. Mukherjee, D., Hanlon, S. C., Kedia, B. L., & Srivastava, P. (2012). Organizational identification among global virtual team members. Cross Cultural Management, 19(4), 526-545. Weiss, D. S., & Molinaro, V. (2013). The leadership gap: Building leadership capacity for competitive advantage. San Francisco, Calif: Jossey-Bass. Read More