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Team cohesion leadership
Team cohesion leadership
Need for internal communication in business
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According to our text, Communicating at Work, an effective team has eight characteristics. These characteristics are: clear and inspiring shared goals; a results driven structure; competent team members; unified commitment; collaborative climate; standards of excellence; external support and recognition; and principled leadership. A group goes through four stages in becoming an effective team; forming, storming, norming, and performing (Adler and Elmhorst, 240, 251). Most of the characteristics of an effective team are brought to the team by one or more members, others are formed during the development process. In today’s environment of companies doing business in a global economy, teamwork is essential. “Employees working in effective …show more content…
Management must be willing to recognize and reward the team when goals are met or exceeded. Management must also be willing to re-vamp a team that is not working effectively, removing members that are unable to contribute in a competent manner, or exhibiting lack of trust in each other. In addition, peer review and evaluation of the team is crucial for accountability. Without each member’s assessment of the others, members cannot be held to the high standards of excellence necessary for the fourth progressive stage of team building, performing. Teams without the necessary characteristics of an effective team often become stuck in one of the lower stages of team formation, such as storming or norming. Team failure can be caused by a variety of other reasons, such as: fear of conflict, wrong mix of people, too many I-guys, lack of role clarity, and losing focus on the business objective (Lindsell-Roberts, …show more content…
N., and S. R. Parton. "Workplace Communication: What The Apprentice Teaches About Communication Skills." Business Communication Quarterly 68.4 (2005): 429-56. Web 19 Apr. 2012. Lindsell-Roberts, Sheryl. "Chapter 12: Go, Team!" New Rules for Today's Workplace. Boston: Houghton Mifflin Harcourt, 2011. Web 19 Apr. 2012. McAtavey, Jean, and Irena Nikolovska. "Team Collectivist Culture: A Remedy for Creating Team Effectiveness." Human Resource Development Quarterly 21.3 (2010): 307-16. Web 25 Apr. 2012. Oakley, B., R. Brent, R. M. Felder, and I. Elhajj. Turning Student Groups into Effective Teams. Tech. 1st ed. Vol. 2. Stillwater: New Forums, 2004. Ser. 2004. Business Source Complete. Web 25 Apr. 2012. Vice, J. P., and L. W. Carnes. "Developing Communication and Professional Skills Through Analytical Reports." Business Communication Quarterly 64.1 (2001): 84-96. Web 20 Apr. 2012. Vik, G. N. "Doing More to Teach Teamwork than Telling Students to Sink or Swim." Business Communication Quarterly 64.4 (2001): 112-19. Web 21 Apr. 2012. Wardrope, W. J. "Department Chairs' Perceptions of the Importance of Business Communication Skills." Business Communication Quarterly 65.4 (2002): 60-72. Web 20 Apr.
Effective teamwork has eight characteristics that are under the control of the project manager that could contribute to project success:
Teams have become integral parts and driving forces of success in organizations. A key common attribute among highly
Larson, C. and LaFasto, F. (1989), Teamwork: What Must Go Right/What Can Go Wrong. Newberry Park, CA: Sage Publications, Inc.
LaFasto and Larson (2002) note that teams are very different from each individual employee because each team member must not only work on their own goals and the teams objectives, they must also be collaborative with the other members of the team. In order for a team to be most effective, it depends on a collegial atmosphere similar to the one created by Nike vice president and CFO Don W. Blair who states that he ôseeks to create the milieu that builds organizational capacity to keep us competitiveö (Knowledge@Wharton, 2005, p. 2). The effectiveness of this collegial atmosphere resounds through much of the literature. Kouzes and Posner (2007), note that one of the most important ingredients to collaboration and cooperation is a ôsense or interdependence, a condition is which everyone knows that they cannot succeed unless everyone else succeeds, or at least they canÆt succeed unless they coordinated their effortsö (p. 233). Extraordinary things can be accomplished when people rely on one another. Teams help to inspire a ôsense of mutual dependenceö (Kouzes & Posner, 2007, p.233), this is a state in which people can count on each other and each knows that they need the other to be successful.
DeJanasz, S. C., Dowd, K. O., & Schneider, B. Z. (2002). Interpersonal Skills in Organizations. New York: McGraw- Hill. pp. 309- 329.
Guffey, M. E., & Loewy, D. (2010). Business communication: Process and product. Mason, OH: South-Western/Cengage Learning.
When we think of the word team, individually many different ideas may come to mind about what a team really is. Some may think of an NFL team (Tennessee Titans), an NBA team (Sacramento Kings), or a NASA astronaut team with such pioneers as Edwin Aldrin, Jr. and Neil Armstrong as members. You might even think of the U.S. Navy, Air Force, Army, Coast Guard, or Marines as teams. In fact they all are, and they have a great deal in common as teams. However, for the purposes of this paper I will examine the characteristics of work teams, as they apply to organizations and I will supply answers to the following questions: What is a team? Where did the team concept come from? What are the types of teams? What are the advantages and disadvantages of having teams in organizations? What does it take to make a team effective?
There are many different factors that influence and determine the potential success or failure of teams, largely irrespective of whether those teams are within the realm of business, politics, entertainment, or sports. In general, teams whose members share common perceptions about their purpose and goals, teams whose members trust one another and whose members trust their managers and leaders; teams whose members communicate and coordinate their efforts efficiently; and teams whose members can resolve conflict and disagreements effectively and productively tend to be more successful than teams whose members do not.
...thletic director “will also have to make explanations, educate, do public speaking, and inform others via the written form”. (Hoch, 2007) To emphasize the importance of written communication in a paper by Griffin and Kaleba college graduates were ranked as being below par in written communication by more than a quarter of employers. (Griffin & Kaleba, 2006). To give a specific example Bank of America seeks employees who have both written and spoken skills in communication. (Wilson, 2006)
In David Wright’s “The Myths and Realities of Teamwork,” (Wright, D., 2013), he outlines six myths that are ubiquitous and perpetuated by many people. Here is a short examination of all six.
Realizing that a group can become a high performance team is important. Accomplishing this goal is invaluable, advantageous and profitable. Once able to operate from a group to the high performing team is a great step into preparation into the big business world. Leaders and members must also realize not only how to accomplish this but that some problems will and can arise from different demographic characteristics and cultural diversity. That is if one is in such a group, which the probability would be quite high.
Planning to have successful, high performing teams, is very important in the business world of today. The ability to be highly skilled at teamwork is one of the determining factors of future success or failure of many organizations. Being able to succeed at developing these high performing teams takes team building, teamwork, trust, and a plan for success. A high performing team is a group of “goal-focused individuals with specialized expertise and complementary skills who collaborate, innovate and produce consistently superior results. The group relentlessly pursues performance excellence though shared goals, shared leadership, collaboration, open communication, clear role expectations and group operating rules, early conflict resolution, and a strong sense of accountability and trust among its members” (Developing and Sustaining High-Performance Work Teams. 2015).
There are several steps of creating team effectiveness. The steps include context, composition, work design, and process. The steps of context are to help with the performance of the team. The four contextual factors are adequate resources, effective leadership and structure, climate of trust, and performance evaluation and reward system.
Many businesses place an emphasis on the importance of teamwork. A good team consists of people with different skills, abilities and characters. A successful team is able to blend these differences together to enable the organisation to achieve its desired objectives.
Every organization whether non-profit, private, or public sector has to rely on the importance of teams. Building teams breaks a barrier between the top leaders all the way down to the employees and volunteers at the bottom. An open environment is formed so every employee has the chance to share their creative ideas, feel