(A) The target relationship: to enhance the cohesion of team members
In an organization, goals affect the effectiveness of individuals, teams, and organizations. Teams exist within the organization, and individual and organizational goals influence the definition and achievement of team goals. Hermann (1991) argues that explicit goals and objectives are prerequisites for group collaboration. In the team must clearly define the team's goals, so that team member’s personal goals and team goals consistent, this is the team existence and development of the premise. This requires better personal, team, and organizational goals, and enhances the cohesion of team members. First, we must strive to cultivate the spirit of mutual trust between team members,
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Team leader in the team decision-making process to make full use of leadership, help and support the team to make the right decision-making methods to enable team members to better understand and accept decision-making recognition. This first requires the team leader with a strong organizational coordination and team spirit, in the team to mobilize the enthusiasm and initiative of the work of members to play the role of team cohesion. Second, the team leader should also have a unique personality charm and approachable affinity in the team to create a positive, harmonious and orderly cultural atmosphere, good at listening to members of the different voices, make full use of the advantages of team decision-making, balance the individual contribution and team operation . Finally, the team leaders to understand and master the scientific decision-making principles and methods, in accordance with the overall, feasibility, normative, predictive and merit-based principles to grasp the decision-making information elements, make scientific and rational decisions, Team members of the trust and support to reach decision-making …show more content…
In an organization with a clear administrative system and code of conduct, the team as part of the organization should also have their own team norms. Norms have an invisible binding force on the team members, it expresses the team's core values and goals. Therefore, the team can use the specification to make clear the team position, and ultimately achieve the goal. This first requires the establishment in the organization of reasonable rules and regulations and codes of conduct. Organizational system and code of conduct is a "hard" and "soft" code of conduct within an organization and an important part of the organizational culture. Second, the team leader to a demonstration, seriously comply with norms. But it is undeniable that the team norms and rules will also be broken, in the face of violation of the norms of members, leaders should be patient to persuade him to change the practice, rather than directly excluded. Finally, to local conditions. As we all know, no rules no standards, no standard team will be chaotic, the task is difficult to complete. However, the norms and rules are not static, excessive or blindly follow the lack of vitality may make the team vitality, and even threaten the team members of the individual performance and team
My team consists of four other people besides myself, Lauren Chojnaki, Alexa-Louise Patnode, and Jacobe Loewen, and Ryan Tyriver. Together, we are tasked with the mission to complete a stakeholder analysis regarding a specific organization and their structure. For this project to be completed successfully, it is important that all team members are able to cooperate with one another and are able to use their different strengths to create the best end product.
Giving team members the opportunity to discuss work progress means you can acknowledge each other’s achievements and celebrate success which is important as it will boost morale in the workplace making it a much better environment to work in and may also increase efficiency.
An effective team typically develops through several stages. Tuckman and Jensen developed a model for how teams should develop that includes five stages: forming, storming, norming, performing and adjourning (as cited in Martin ,2006 and Fulk, Bell,& Bodie ,2011). In forming, the first stage in team development, team members are introduced to the team’s purpose and goals(Martin, 2006 ; Fulk et al. ,2011). Fulk et al. (2011) explain that members are usually motivated and excited about working together to accomplish the specific goal, but they point out that interactions among team members can be affected by uncertainty about purpose, anxiety, mistrust ,and reluctance to share ideas and opinions. Nevertheless, despite such uncertainties, team members usually avoid conflict and move on to the next stage, storming(Fulk et al.,2011). Unlike the forming stage, the storming stage is marked by conflict (Martin...
In the workplace, the team leader's job is to make decisions that benefit the team and the whole company. This places them with a lot of responsibility. They must contemplate the options and consciously select the decision-making strategy most appropriate for the circumstances in which the decision will be made and implemented. Often the decision-making style chosen is among the most significant roles of the project manager. Communication and interpersonal skills of the group members influence the decision. The incorrect approach can cause problems within the group. "Research conducted by Wheelen, Murphy, Tsumura and Kline (1998) demonstrates a clear correlation between positive group dynamics and team productivity". There are many decision-making strategies available. Three of the most common styles are when decisions are made by the group leader alone, decisions by the leader after group discussion, and consensus by the whole group.
There are four most common forms of teams you are likely to find in an organization. The first type of team is the problem solving teams, this team will meet each other every week to discuss on how they will improve work process and their methodology. They will create a very innovative solution but they will still keep looking for a problem to go with it. The second type of teams is the self-managed teams, composed of 10-15 employees who perform highly related on interdependent jobs and take on many responsibilities of their former supervisors. This team leads to a system where there is a mutual responsibility among the members. Self-managed teams’ responsibilities include collective control over the pace of work, determination of work assignments, Organization of breaks and collective choice of inspection procedures used. Self-managed teams select their own members, and the members evaluate each other’s performance.
In their pursuit of effectiveness, all organizations must engage in the process of determining what goals and objectives they wish to achieve. Establishing what is important to your organization allows you to invest your resources wisely while avoiding squandering them on trivial matters. Though determining what is important is essential, understanding how you will go about accomplishing those matters is of equal consequence. Without clear strategies to accomplish organizational objectives, team members will work aimlessly. An objective without a strategy is much like taking a road trip with only a destination in mind: the process can be aggravated with wrong turns, wasted gas, lost time, and arguments between travel companions.
At the point when the team moves into the "norming" stage, they are starting to work all the more successfully as a team. They are no more centered on their individual objectives, yet rather are centered on building up a method for cooperating. They respect each other's opinions and value their differences. They begin to see the value in those differences on the team.
Decision making is a task which needs utmost balance on the part of the leader. One sided decisions when team input is necessary or resources going into a lot of group decision making process when the decision itself is not so crucial can turn out to be big result influencing part of the outcomes of a leadership experience. Leadership demands a lot of adaptability where the style of leadership to be followed, a complete leader driven or group driven is to chosen based on the type of decision to be taken and the situation in which the decision is to be taken.
Team leader tend to participate more at this stage than in the early stages. Team members can be expected to assume greater responsibility for decision-making and their professional behaviour.
A shared goal has a major impact on the success of a team. For such a common goal or vision to be understood and sustained, interdependence and mutual understanding must be developed. For this to happen, there must be support of the team must be present. Trust must be present and must be recognized (Loo & Loewen, 2003).
Teamwork is becoming more important in the work place, because of the leaders and the fact that it allows full participation with all employees. In order to complete several different tasks, managers and supervisors usually perform teams and assign different tasks to complete one major assignment. Team work starts at the top (Smikle, 2009). When supervisors or managers are willing to administer teamwork, they are enabling the employees to follow. Managers or supervisors set good examples when they delegate tasks, but more importantly express to the employees how teamwork is productive. Employees work by example, more so now than by demands.
After a review of my performance in the assigned group, I have learned a great deal about myself and behavior in the team-setting situation. This is not the first experience in a team-setting. Previous team setting experiences were conducted in sporting and recreational environments rather than academics. While the setting and the environments were indeed different, there were many commonalities and correlations between the team settings I previously experiences and the current academic team-setting experience for this academic course project.
Effective teams are groups of individuals who meet to discuss ideas for achieving a desired outcome by the leader of the group. According to a study of characteristics about how and why effective groups develop, Carl Larson and Frank LaFasto found “a clear and elevated goal” to be the top attribute on the list. (Engleberg and Wynn, 2012. p. 33). Members of the group are more productive when they see their goal as meaningful and lofty. Therefore, when a group of salespeople set a sales plan in action, it may have more importance to the group when it is challenging. Each member of the team has a chance to be part of a cohesive team. “Clear, elevated goals create a sense of excitement and even urgency in groups”
Many of the talents and skills they regularly use on a daily basis will transfer to the project tasks that they may to be assigned.
Many times people forget that teamwork is a combination of the words TEAM and WORK. Which means it takes more than a combined group of people or a team, but it takes that and actions. Positivity, effective skills and effort from each group member. A good team member does their share of work in the group. equity and fairness are key in being a good team member also. A few other characteristics that help a group be successful are , positivity, complimenting other members, communication skills and fairness. By fairness I mean allowing everyone the chance to do something. This group project taught me the ability to be a team player. This is a skill needed to be successful in a group. I feel like it benefit me and my group members because normally