Reflective Essay on Team Management

Keywords: Team Management and effectiveness, Tuckman’s teamwork model, Teamwork and high performance, Mckinsey 7S Framework, Team performance evaluation, Reflective statement

The objective of this essay is to evaluate the team experience and higher performance functions in the organisation. Moreover, it evaluates the impact and influence of management on the team working along with the evaluation of team performance. The specific reference is made to academic group project named ‘ABC-TEAM’ and its four-team members.

Fichter and Beucker (2014) stated that globalisation and technology have transformed traditional organisational structures and making organisation leaner, agile and flatter. The success of the organisation and its effectiveness is marked through an ability to satisfy customer needs. To achieve the objective of the organisation in such complex environment, the two important factors are teamwork and management.

Deadman (2015) argued that the teamwork is an important component of workplace success by working together. Each team member has specific role and skills to achieve the specific task. The collaborative planning and control in the workplace enable the accomplishment of the organisational goal. On the other hand, leadership involves building a relationship, managing change, inspiring people and communicating common goals to drive the team towards the success (Mobley, Wang and Li, 2016).

Team Management and effectiveness

According to Wang, Waldman and Zhang (2014), team management is a dynamic process and processes, as well as temporal pattern, are linked with effectiveness. The team development defines the group structure along with interpersonal processes. The team development includes interpersonal processes, roles, norms and cohesions. The boundaries highlight differentiation and integration. The organisational context embeds the culture, task design, performance and feedback, reward and training.

Fransen, Weinberger and Kirschner (2013) analysed that the effectiveness of the team is based on the internal and external factors. The five key internal factors, which affect the performance of the team in an organisation, are thrust, trust, talent, teaming and task. The thrust defines the common purpose and goal that should be accomplished. The trust is confidence of teammates in each other. The talent is collective skills of the member of the team to perform the job (Franco-Zamudio et al., 2014).

The teaming reflects the operating efficiency and effectiveness as well as task skills involve the execution of the job. The external factors, which affect the performance of the team, are team leader ability to satisfy the need of the team members as well as support from the organisation to facilitate the performance of team (Hilton and Prevou, 2016).

Framework for team management and effectiveness

Teamwork and high performance – ABC-TEAM

Dreu, KW and Weingart (2015) highlighted that team working involves working with other people and building relationships to contribute towards the common goal. The skills and characteristics for team working comprise working cooperatively, contribution suggestion and ideas, open communication, sense of responsibility and accountability, respecting customs, beliefs and ideas and adapting to the participative decision making.

The collaborative working environment allows achieving higher performance through innovation and contribution from each member rather than a single individual with limited ability and resources.

For example, to complete a project, team members plan before the start of the task, through the assigning task, assess the progress and complete task on time. The team discussion and opinion share enable to over the negative aspect through common goal and spirit of teamwork (Schippers, Homan and Knippenberg, 2013).

Borkowski (2015) elaborated the six management principles for the ‘group activities’ present by ‘Henri Fayol’. According to Fayol, the principles of management  are division of work, accountability and responsibility, disciple, the unity of command and direction and subordination of team members for common interest.

For example, during our class project, ‘ABC-TEAM’ idea and input from each team member has enabled to complete the presentation and research on time. The different task and responsibilities were allocated among the team members and unity of direction was achieved through setting mission and rule of behaviours (Robbins et al., 2013).

Our team had a various meeting in which we set a mission for the team, rule of behaviours and code of conduct that kept every member involved in the project. The problem-solving agreement allowed tracking the progress of project and pool resources through a contribution of each team to achieve a high level of performance.

The collaborative working and discussion among the team member through regular meeting has allowed minimising the conflict among the team members and consensus for common goals and solutions has allowed overcoming the negative aspect and keeping team member inspired and motivated for presentation preparation (Zackrison, Seibold and Rice, 2015).

My role as team leader gives me opportunity to evaluate my personal skills through act as facilitator of teamwork. The consensus through discussion and teamwork enable the team members to carry out the assigned task. The management work in best interest of goal and support as well as facilitate decision making for quality and timely achievement of the task. I had the opportunity to lead our team of four members.

This has enabled to work as team facilitator and my personal interpersonal skills such as communication and listening ability has kept each member motivated and cohesion in the team. I ensured that discipline remains intact among the team members and unity of direction based on the negotiated agreement among the team members (Belbin, 2014).

Our team was based on the member from different background and culture which has presented communication and negotiation challenges. I personal believe non-verbal communication and questionnaire has allowed overcoming the cultural barrier.

I realised during the course of the project to the subordination of individual and unity of direction, the two important personal skills required are conflict management and negotiation. The cultural difference and problem-solving can effectively managed through strong negotiations (DeChurch, Mesmer-Magnus and Doty, 2016).

Management impact and influence on Team working — ‘ABC-TEAM’

According to Humphrey and Aime (2014) the impact of management on the team-working process can effectively define in the context of team development and boundaries. The team development includes interpersonal processes, roles, norms and cohesions.

According to ‘Tuckman’s teamwork model’ (diagram below), this defines the evolution of team working based on the four stages which are ‘forming’, ‘storming’, ‘norming’ and ‘performing’.

The forming stages highlight the process when each team member looking for its space in a team. The storming stage highlights the condition when team member considers themselves as part of a team. The norming stage highlight setting norms and process as well as roles for team cohesion. The performing stage involves focusing on the task and deliver result through synergy (Berlin, Carlstrom and Sandberg, 2015).

Tuckman forming storming norming performing model

Gmelch (2016) discussed that the management contribution is evident at each process of team development and integration. At the forming stage, recruitment and selection of the member with right skills and ability are critical for the success of the team. The management needs to define the roles and responsibilities as well as set the mission and set the mission for the team.

In the case of ABC-TEAM’, team agreement was done which allowed to effectively managing the forming stage. At the storming stage, situational leadership allowed effectively integrate each team member and establish relation and role in the team (Akhilesh, 2014).

The teaming agreement for ABC-TEAM included

  • Rules of behaviour
  • Code of conduct
  • Participation of member
  • Communication
  • Problem Solving

The management role at the norming stage is negotiating and communicating common goals. The roles and responsibilities should be carefully accepted and conflict among the team members should be resolved. The leadership achieve the unity of command and direction and engage team members.

For example, in our team ‘John and May’ was a specific response to storing and organise the collected data. Their role was effective to communicate the progress and communicate the progress among the team members. One of our team members was unfamiliar with the online database. However, other team member’s support and training have enabled to keep the team motivated and inspired (Perry, Karney and Spencer, 2016).

The management contribution at the performing stage of the team was achieving the shared vision and contribution from each member to prepare a timely presentation. The adherence to structure and autonomy was critical at this stage. The leadership role is crucial to overcoming the negativity and disagreement, input, and opinion of each member are respected (Lvina, Johns and Vandenberghe, 2015).

In ABC-TEAM, I personally ensured that value input from the member is discussed among the team members and reach consensus through negotiation to prepare the presentation. The feedback from each team member allowed overcoming the obstacles and keeping the project on track.

The support from organisation to team plays a critical role in the success of the team. The success of the team requires organisational support and management should carefully design the task, evaluate performance and training the team members. According to ‘Mckinsey 7s model’, the holistic perspective of organisation involves structure, system, style, staff, skills and strategy (Diagram below)  (Singh, 2016).

Bhatti (2016) stated that these factors define the effectiveness of the organisation. The management should recruit and select the right resources to develop culture and system, which support organisation goal, define team structure and strategy to set the goal and defines the relationship within the organisation. The share value of the team member highlights the mission and belief of the organisation.

McKinsey 7S Framework

In ABC-TEAM, the team ensured that team member with right skills are selected and team agreement helped to develop collaborative and supportive culture.  The interpersonal skills such as communication, negotiation, problem solving and assertiveness allowed developing and maintaining innovative style, style and personal for completion of presentation.

The structure and style for team working comprise working cooperatively, contribution suggestion and ideas, open communication, sense of responsibility and accountability, respecting customs allowed supporting the team to complete the task (Senichev, 2014).

The team development defines the group structure along with interpersonal processes. The participation of each member and open communication within the group has allowed bringing different resources together. The participation and communication ensured member respect opinion and beliefs and keep the spirit of the team (Allio, 2016).

Team performance evaluation — ‘ABC-TEAM’

The assessment of group performance and effectiveness highlight the success of the team and achieve synergy from team resources. The five key internal factors, which affect the performance of the team in an organisation, are thrust, trust, talent, teaming and task. The problem associated with the team is that a team may ‘burn itself’ based on the conflict and indecisive actions and thus leaving team members unmotivated.

The team effectiveness is defined through satisfaction, quality, group stability and downtime. The useful framework to measure the effectiveness of the team is ‘input-process-output’ framework. In ABC-TEAM, the input was based on thrust, trust, talent, teaming and task (Pieterse, Knippenberg and Dierendonck, 2013).

The thrust was the completion of Shell project, confidence in interpersonal skills of team members, group collective skills of the member of the team to perform the job. The process was effective leadership and team management as well as output was the successful completion of the assignment.

The task design and process were carefully defined to overcome the difference in team members. The situational leadership has helped to integrate the team member from diverse background and inspired them for common goals (Schippers, Homan and Knippenberg, 2013).

Conclusion

The performance of the team is higher when compared with individual because of the input from team member delivers resource synergy. The value input and members perform various tasks in a cohesive manner to deliver quality output in less time.

The selection and recruitment of the right team members are crucial to bringing skills and staff to the project. The role of management is evident at each stage. The team development and integration as well as support from the organisation ensure the success of the team and deliver high performance from the team working.

The clarity of mission, feedback and interaction of team members ensured synergy from the team working. The structure and style for team working comprise working cooperatively, contribution suggestion and ideas, open communication allows reaching consensus through negotiation.

 

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