How Effective the Project Team Worked - Example

Project Team Name Professor Institution Course Date Project Team Abstract Significance of Group Development and Functioning has conceptualized that Teamwork has turned into a key focus in the organizations. Groups have established that the transition from a person to team management strategy is a priority. Today’s organization or institution would rather prepare a team to carry out the decision making, as an alternative of just an individual. Many institutions are adopting teams as a way of rising effectiveness and competence. Group developments and divergences directly affect the process of team member selection and needed results. The teamwork and management psychology shows how the topic can be used in the organization and business setting whilst exploring the team before it can function. Institutions use money and numerous hours educating and training the management team on the processes of a team, leadership function and divergences that is likely to arise and which is normally associated with teamwork. Role conflict and any other conflicts are a main challenge that takes place in teams and stop them from the effectiveness. Because team members are people from various functional areas, they generally have various backgrounds and concepts concerning issues. Introduction The team project established to be a good illustration of teamwork. Teamwork is necessary in any form of profession, and by taking part in team projects whilst in school this will keep on getting someone ready for the future challenges. The job tracking software project that I and other group members were working on proved to be a great success but not without challenges. The process also demonstrated that individual behavior can possibly have an effect on the team performance. Harvey & Brown (2006) argue that when people become responsive of their individual strengths and capabilities, and know the role that they are able to play in a team, it assists them to better tackle the needs of the team setting. At some point the group was really compelled to think conceptually and overcome challenges; this was an important step in expanding the team creativity and work skills that were reflected visually throughout team work. This paper reflects on what has worked well and what has not worked well for my team, evaluates the development and functioning of the project team, analyzes the group development using various theories and recommend what the group can do to enhance its performance. How effective the project team worked LaFasto & Larson (2001) state that organizing participants into project teams facilitates structure work in a manner which is measurable, specific, realistic, and attainable and time constrained. By grouping students into project teams, the lecturer (project manager) ensured that he assigned clear responsibilities, tasks, realistic deadlines. The lecturer restructuring of us into project teams enabled him and to communicate with us using the right channel and which also enhanced reporting. My project team worked out meetings several times to try harmonizes various issues and various parts of the project that needed combined effort. These meetings acted as experience and gave us an insight which every member ought to keep in mind in the future, particularly when asked to organize meetings with colleagues in future careers. On various occasion whilst working on the project role conflict emerged, and as a team we had to rise above these role conflicts. French & Bell & Zawaacki (2005), claim that conflicts are always there when the different personalities come together. When conflicts arise, each person has to understand that their thought is not always correct. As a team leader, one of the fundamental issues that I was charged with was to create an environment ready to accept complexities and resolve them. This was to be done using team cohesion strategy; making individuals who disgruntled technicalities that was arising during various phases of the project. We implemented this using “diamond change” through project groups. To ensure group effectiveness we employed elements of diamond change such as real actions, real insights, better benefits, solid techniques, better chances, better skills, right impacts and the right investments (Senior & Fleming, 2006). These elements also helped the group during complex tasks in collection of techniques to get past performance and control stage. How ineffective the project team worked During our work on the project role conflicts always arose due to failure by some members to understand their roles during the storming phase. Although, these are not the only causes since some phases overlaps and intending to the subsequent phase causing role conflicts. The team also had different personality brought together to work for a common course. Due to personality differences, conflict of reasoning and ideas could sometimes arise slowing down the pace of project (Graetz & Rimmer Lawrence & Smith, 2006). Our team was also working in project of large team for the first time; therefore lack of experience was evidence which called for training and team building to harmonize these issues. Divided opinion on various work approaches also derailed phases leading to further consultation before carrying on with the work. Project group development and functioning The first thing I have learnt from the project is that respect and trust must exist to ensure team cohesion. Performing as the leader of our project team, I was to ensure allocation tasks are done according to strength. For the sake of development and functioning of the group different personalities in our team was made to understand that every member’s opinion counts; this brings a sense of balance in terms of group intellectual diversity attributes. Lizzio & Wilson (2006, p.691) argue that this has a major influence on team effectiveness because it revolves around building interventions. We used group cohesion strategies to manage a large group, to create proper skills that can tackle various phases within a stipulated time to compete in the technology industry and to simulate actual work settings. Much of the proof of the manner in which our group develops is founded on the past models, focusing on work, training, social, and laboratory group. Basing our existence to Tuckman’s model of group development our group underwent all the process of group formation in line with project development (Rickards & Moger, 2000, p.274) The team used Tuckman’s model to define the phases of the group’s progress from forming, storming, forming and performing. Tuchman later added last stage called adjourning showing the ending. In a real sense, this demonstrates project termination that my team after every business was carried out. During the forming stage, our group met just to know one another and clarify just our team was supposed to work. This did not take much time since because the team consisted of class members who had been meeting for sometimes therefore everybody knew one another. Rickards & Moger (2000, p.279) argue that at this stage every member was just to clarify their strength so as to be allocated roles according to that effect. After getting to know each other, some team members started to form a sub team with regard to what personalities they liked during introductions. This is because team members are normally on their best conduct. The next stage, storming entails clarifying what the problems really are and how they are to be solved (Rickards & Moger, 2000, p. 281). In this stage, team leadership is defined and very body is allowed to challenge for a position. During this process some of the team members had sort of conflict because of confronting others perspectives and ideas. However due to maturity in arguments of ideas we were able to overcome these challenges and get out of this phase. With guidance of the team leader which was me members dropped their differences and agreed to work together ton achieve the objective of the project. During this process commonly known as norming every team members take the duty and is charged with responsibility to ensure the success of the team's objectives. After all this, the team members settle and start to perform various roles assigned to them. Since our team had high-performing individuals we were able to work and effectively without improper conflict or the desire for external control. How to enhance group performance Barnet (2011, p. 6) argues that various leaders of group members influence the group’s performance. Various degrees of work satisfaction can interpret into how the group attains its defined goals. It is general practice to attempt to increase effectiveness by adding individuals to an assignment. We gave more emphasis on establishing the right channel of communication to ensure every group member understands his roles. Convinced that communication would enhance group performance, he used it frequently to engage every member to know the progress of their duties (Campion, Papper & Medesker, 1996, p.432. To attain successful results, project group members were from the beginning persuaded that progress can be made when there is a total commitment and participation of the whole group. When these two components are in position, the drive and success level amongst the project group is high with no compromising value (Scherr, 2005). Our team's ability to communicate effectively with individual team members and as a team demonstrated that we were more likely to do well. Our focus was on how to harmonize various views through team training. With the changing technology and the nature of work, various resources were put in place to make the team members access current information related to team development and project management. Training also promotes team building and help members on how to approach a particular challenge during the project. Organizing participants into project teams facilitated creation a formal project plan and establish roles and responsibility for making the work to be done. It also enabled the project leader to define the steps measures needed in initiation, planning, execution and control and terminate various projects (Scherr, 2005). Recommendations Group work is a significant component of career success. When a group works well collectively, great achievements can be realized. Nevertheless, when the project group fails to rise above barriers, the outcomes can be demoralizing. Effective groups are those whose group members have well-outlined roles in the group, who encompass common objectives set (Harvey & Brown, 2006). From further reading we realized that for our project groups to be effective, we needed to consider in these strategies; Define group Member Roles; it is vital for a project manager or leader (me) to define what role very member was to play within the group. Every group member ought to have a clear vision of the group. This could have made every member accountable for some reasons of maintaining the group productive. It could also overcome various role conflicts that we encountered in different stages of the projects. Motivating change; from further reading I realized that it was good for team members to attend some lectures, training and workshops concerning projects to get experience and also get motivated on issues pertaining project management. Use Team-Building practices; many project teams usually employ team building opportunities to have their members take part in these exercises. As such we found it good it was in the interest of the group to have every member participate in team building to enhance team cohesion and solve various hiccups. Managing transition; change management transition can only materialize if we the team is in agreement with the transition process in every phase. Without proper transition process the project faces delay and making it irrelevant. Maintaining Momentum; I realized somewhere along way while carrying out our work that as a team we must try to maintain the pace of the project set by deadline in the time table. Maintain momentum normally help to maintain competition in industry. Conclusion Teams are much more than a cluster of individuals coming together. Teams have been described in several ways, however an effective description and team performance is usually established when shared goals and objectives are met. The advantage to building a culture that is cultivated success of projects was management dedication. Creating a significant understanding of the dedication to generate results and the self-confidence to operate through the crucial obstacles are the two elements that group members will carry forward to the subsequent projects (Scherr, 2005). This method used by our team could be adopted within the various fields as well. The manager and project team leader are charged with responsibility of ensuring team cohesion is maintained and the company works in real time so as to compete in the ever changing environment. Reference Barnet, T. (2011). Mananging and Implementing change. Journal of Human Resource Management, 1-24. Campion, M., Papper, E. & Medesker, G. (1996). Relations between work team characteristics and effectiveness: a replication and extension. Personnel Psychology, 49, 429-452. . French, W., Bell, C. & Zawaacki, R. (2005). Organization development and transformation: Managing effective change (6th ed.). Boston: McGraw-Hill Irwin. Graetz, F., Rimmer, M., Lawrence, A. & Smith, A. (2006). Managing organizational change. (2nd Australasian ed.). Milton, Qld.: John Wiley & Sons Australia. Harvey, D. & Brown, D. F. (2006). An experiential approach to organization development (International 7th ed.). Upper Saddle River, New Jersey: Pearson Prentice Hall. Hackman, Michael Z., & Craig E. Johnson (2009). Leadership: A Communication Perspective (Fifth ed.). Long Grove, Illinois: Waveland Press, Inc. Hartley, P. (1997). Group Communication. London: Routledge. LaFasto, Frank M. J., & Larson, Carl (2001). When Teams Work Best. Thousand Oaks, CA: Sage. Lizzio, A., & Wilson, K. (2006). Enhancing the effectiveness of self-managed learning groups: understanding students’ choices and concerns in Studies in Higher Education, 31(6), p. 689- 703. Scherr, A. (2005). Managing for breakthroughs in productivity. Retrieved 6th June 2013 from http://ssrn.com/abstract=655822 Rickards, T. & Moger, S. (2000). Creative leadership processes in project team development: An alternative to Tuckman’s stage model. British Journal of Management, 273-283 Senior, B. & Fleming, J. (2006). Organizational change (3rd ed.). Harlow, England: Financial Times Prentice Hall. Read More