Performance Issues Contributing to the Teams Poor Performance - Coursework Example

?Performance issues identified in the case Basically, a team is a group of people that has been specifically formed to work together towards the attainment of set objectives for the benefit of the group as a whole (Schultz et al, 2003). In this case, the major performance issue contributing to the team’s poor performance is lack of synergy in their operations. Synergy often results when the whole is greater than the sum of its component parts (Mullins, 2010). This means that team work is likely to produce positive results compared to individual effort. In the case of ABC, it can be seen that the team members are not focused on their work and this has resulted in poor performance. There are different root causes that have led to this poor performance in the team. First and foremost, it can be seen that the team members lack knowledge to undertake the new performance tasks set as a result of the changes implemented by the top management to alter the design of widgets in order to cut operational costs. Knowledge is essential among the team members so that they can meaningfully contribute to the overall performance of the organization as a whole. If the team members lack knowledge about their work, this is likely to result in poor performance. Secondly, it can be seen that the other root cause of this poor performance is that the team members lack mutual understanding among themselves. This means that there is a conflict of interests where the team members are comfortable with the traditional way of doing things in the organization while the management is anticipating something different. This causes misunderstanding among them and this can contribute to poor performance. When there is lack of understanding among the team members, they are likely to be distracted from their work and this is counterproductive. The other root cause of poor performance in the case of ABC is that the team members lack motivation. Basically, motivation is a very important aspect in the operations of the organization. “Motivation is the driving force within individuals by which they attempt to achieve some goals in order to fulfil some need or expectation,” (Mullins, 2010, p. 828). The morale of the team members is low as a result of the fact they are demotivated. They do not see any reason for putting more effort in their work since they are just treated as ordinary workers. In order to solve the problems identified above, it is imperative for the organization to promote learning among the team members so that they can exchange ideas which lead to knowledge creation. Learning is a change of relatively permanent kind which may result in new behaviours and actions or new understanding and knowledge gained from a formal or incidental life experiences (Mullins, 2010). The other strategy that can be taken into account by the management of ABC is related to human resources development. This is concerned with developing the team members so that they can keep pace with the changes that can take place in the organization. In terms of lack of understanding among the team members, the management of the ABC group ought to put measures in place that will improve communication among them. Poor communication in the organization is detrimental to its performance since the members will not understand each other. Open channels of communication should be put in place so that team members can exchange information when they want. It is also important for the management to put measures in place that are meant to provide feedback to team members so that they know if they are doing the correct thing in their operations. This will also help them to gain knowledge about their work and mutual understanding is likely to be promoted in the organization. In order to solve the problem of lack of motivation, the management at ABC should treat the employees as valuable assets to the organization. This can be done through involving them in the decision making process in the organization. This will help them to develop a sense of belonging to the company. If the employees contribute towards the decision making process, they are likely to share the same vision of the organisation with the top management (Carell et al 1995). The other measure that can be taken is that the team members should be empowered so that they can deal with the problems they may encounter in their operations. Strategies of motivating team members Apart from giving the team members financial incentives to motivate them, it can also be seen that the team members should be given the opportunity to contribute in the decision making exercise in the organization. As noted by Robbins (1993), involvement of team members in the decision making exercise in the organization is very important since it will help them to create a sense of belonging to the organization. As illustrated in the case of ABC, the design team was bypassed by the top management in making the decision to alter the design of the widgets as a way of cutting costs. This negatively impacted on their performance and that of the organization as a whole. Therefore, the team members should always be involved when making decisions since this will have an impact on their performance. The other strategy that can be used to motivate team members is to give them the autonomy to solve problems they may encounter in their operations. Robbins (1993) posits to the effect that team members are empowered if they are given the opportunity to solve the problems they may encounter in their operations. They will realise that they are treated as valuable assets in the organization and they will meaningfully contribute to its productivity through improved performance. The team members should not be treated as mere workers who should only get instructions from the top as illustrated in the case of ABC but they should also put their effort in terms of solving the problems they may encounter in their operations. This will also help them to develop knowledge which is vital in improving their performance in the organization. Communication plan The top management should regularly communicate with the managers through the use of either e-mail or face to face communication. They should inform the managers about all the changes that may take place in the organization. This will help them to stay in close contact with the developments that may take place in the company. The senior management may also gain knowledge about the real issues that ought to be addressed in the company. It is also vital for the top management and the managers to hold meetings periodically so that they can discuss issue that affect the performance of the employees in the organization. On the other hand, the managers should consult the employees about the changes that may be implemented in the organization. This can be done through interaction among the two parties so that they can give their own suggestions about the measures that can be taken in the organization in order to improve its performance. The managers should also be in a position to provide feedback to the employees so that they know if they are doing the right thing in their operations. There is also need for the managers to create open channels of communication where information can flow smoothly from either the senior management or the employees. In case of the employees, the managers should encourage them to work in groups so that they can easily share information that is vital to their operations. The managers should consult the team members so that they can also put their suggestions about the issues they feel should be addressed in the organization so that it can improve its operations. When employees are given the opportunity to give their ideas, this can help the management to make meaningful decisions. The employees are the ones who perform different tasks and they have knowledge about the necessary changes that can be taken in the organization. Therefore, open channels of communication among the employees will help the managers to make informed decisions in the organization. Two strategies for developing the team A holistic approach should be taken into account when developing a team. After the team has been formed, certain measures ought to be put in place in order to develop that team so that it can improve its performance for the betterment of the organization as a whole. First and foremost, it is imperative to develop the targeted competencies as and when required not as and when convenient (Mullins, 2010). As illustrated in the case of ABC, it can be noted that changes were made in the design of manufacturing without developing the required competencies among the team members so that they can keep pace with the changes. Therefore, it is very important to note that competencies among the team members should be developed before embarking on any change that will alter their performance. Secondly, it is also important to develop support mechanisms where each and every subsequent application of techniques learned will sustain ‘best practice’ levels of performance (Mullins, 2010). Team members ought to be supported so that they can sustain their practice in terms of executing their expected tasks and duties. The management ought to ensure that they closely monitor the performance of the teams and give them the correct advice about the measures they can take in order to improve their performance. This will also motivate them in order to improve their performance. These strategies are very effective given that they can they can create a positive sense of belonging to the organization where the team members are inclined to work towards the attainment of the desired goals. This will also help the team members to know their role expectations so that they can meaningfully contribute to the overall performance of the team as a whole. References Carrell, R et al (1995). Human Resources Management: Global Strategies for managing a diverse workforce. 5th Edition. NY: Prentice Hall. Mullins, L.J. (2010). Management & Organizational Behaviour. 9th Edition. London: Prentice Hall. Robbins, S.P. 1993, Organizational behaviour: Concepts, controversies and applications. New Jersey: Prentice Hall, Englewood Cliffs. Schultz, H. et al (2003). Organisational behaviour. CT: Van Schaik Publishers. Read More