Team dynamics benefits and challenges Essay
Team building skills are essential for a leader or manager. When one understands the term team work, then one cannot be an effective employee go the extra mile in one’s workplace (Team Work and Team Building Essentials).
Thus, a team is considered successful when it can accomplish something that is big and one where people work together with a strong individual contribution from each one. (thesis statement). IntroductionEffective teams do not just happen overnight. There are critical factors that spell a high performance team (Team Work and Team Building Essentials). The first one is the variety of skills and personalities that comprise the team members. The maximization of the team members’ skills will compensate for whatever weaknesses come out as the group members interact. Similarly, another critical element of a team is the fact that its efforts are directed towards the same team goals.
Therefore, there is a good harmonious relationship between each member and everyone works for the good of the entire team (Team Work and Team Building Essentials). It would be helpful that team members acknowledge the possibilities of conflicts given the differences in personalities among the group members. Some may even compete in fighting for authority in certain tasks. Thus, even if the goals of the team have been spelled out well, there are still members who would be too dominant and the others who would be just agreeing with whatever is the dominant party. Lack of trust and openness can also occur at certain points during the group process (Team Work and Team Building Essentials).
Teamwork is the key to a firm’s success. With cooperation, collaborative thinking among employees and management in the organization and unity in purpose and in action the firm’s success is definitely achievable. Teamwork StrategiesTeamwork strategies need to be responsive in handling the group’s concerns. It involves people productivity towards attaining the goals of the company while complying with the different employees’ needs. It is the formal structure of managing employees, which is divided into three areas: staffing, rewarding and designing work.
Human resources management is involved with training employees, making them more productive and also realizing their potentials and tapping their talents and skills and using these to further the aims of the company by using teams. Management is in charge of determining the value of a person in a team, whether to promote him or to terminate him or give him extra benefits depending on how the employee did his job. A research entitled “Rethinking Human Resources” reveals that effectively managing and utilizing people, typing performance appraisal and compensation to competencies, developing competencies, that enhance individual and organizational performance, increasing the innovation, creativity and flexibility necessary to enhance competitiveness, applying new approaches to work process design, succession planning, career development and inter organizational mobility, and managing the implementation and integration of technology through improved staffing, training and communication with employees (Bundy, 1997).
Employee advocacy should be the top priority of the department. Putting them in teams can further enhance this advocacy.Strategies in teams are important because they serve as a motivation to improve the workforce’s job performance. It is essential that a program be based on specific objectives that are compatible with the organizational philosophy and policies as well as affordable to the company (Beer). Management must continue to make sure that team goals are clear to everyone and accepted by each team member. Otherwise, there will be disunity and the teams will not be very effective. There is also a need to make sure that authority does not overlap. There are instances when management must be very sensitive to the kind of personalities a group is composed of.
If there are two dominant persons in a group, it will be wise that they are placed in separate groups so that they can exercise their leadership skills there.Going beyond what is needed by an organization caused cases of failure of competition in achieving desirable results. The case of Comp-USA CEO Halpin wherein co-workers had considered each other as competitors lead to the disintegration of the cooperation among team workers. According to Sutton, the most potent barrier in achieving organizational goal is dysfunctional internal competition which occurs when an employee considers his co-workers as enemies (Sutton). Sutton cited another case where building competition among co-workers, when done beyond what is necessary is one that he calls a “star system” where there is a wide gap in terms of rewards to best performing employees as compared to the worst ones. An organization suffers when there is a wide gap in rewards between top-performing workers and those who have worst performance especially in cases where cooperation is a must to get the organization hit the ground.
Sutton said that for competition to reap favorable results for the organization, it should balance competition and cooperation and to find “enemies” outside the organization. This would counter the negative effects of uncontrollable competition among employees in a company. Stiff competition results in fears among the workers of losing their jobs in case they failed to perform according to company standards. Instead of motivating them to work for the organizational goal of higher productivity, they strive to work to retain their job. This motivation of fear to lose the job will ultimately come back to the organization/company in the long run. The company’s effectiveness in delivering their services to their respective clients as well as their overall performance will be outweighed by the workers who have been motivated to work in the wrong way (Goleman, 2002).
In order to become an effective manager, one must be able to lead by being an example for all. If one says that employees need to be punctual, then the manager must take the lead by coming to work as early as possible. It is only in this way that the discipline that one manager possesses can trickle down to all its employees. A manager can never expect his employees to be honest if he is not. Managing high-performance teams needs a lot of patience, skill and discipline.
Experience and learning are the best teachers here for teams. There can be no substitutes for these. In the end, the goal is to improve productivity by making workers perform effectively and efficiently. Organizational culture makes it easier for the company to identify ways or interventions upon the workers. Companies can easily identify who are best fit for each job and in coming up with trainings to enhance workers skills (Hronek).
ConclusionBy knowing more of the teams that move the organization and applying this knowledge to the betterment of its workers and the whole organization, team members will be more satisfied with their job. There are various studies demonstrating the job satisfaction of team members to facilitate their effectiveness in the performance of their job leading to productivity. Individual worker’s productivity often leads to greater efficiency and profits for the company. Having knowledge of the organizational culture and behaviors of the workers and how these can be redirected or refocused towards the achievement of the organizational goals puts the company in an advantage position. And as long as the company decision-makers balance the need for competition and cooperation and address the needs of the company by studying the behaviors of their workers in the company’s goal, enhanced productivity will be beneficial (Conrad and Poole).In cases of issues that build on team consensus, there is a need to involve the entire team in the decision-making process. A good strategy must be exercised so that team members own up to the decisions discussed so that in the end, they will be committed to the goals and the decisions that crop up. Managing teams require no hindrances to the lines of communications by keeping everyone informed about the data that needs to be disseminated.
REFERENCESBeckford, J. (2002) Quality. London: Routledge/Beer, M. Organisational Behavior and Development. (n.
d.) Retrieved Feb. 11, 2009 at: <http://www.hbs.edu/research/facpubs/workingpapers/papers2/9798/98-115.pdf#search=’organizational%20behavior%20affects%20organization’>.
Bundy, R. (1997). Changing Role of Human Resources has Vast Implications. Wichita Business Journal. Retrieved Feb. 11, 2009 at: <http://www.
bizjournals.com/wichita/stories/1997/07/14/>.Conrad, C. and Poole, M.S., Strategic Organisational Communication, sixth EditionDailey, R. Organisational Behaviour.
Training Journal. (February 2001): 1-4. Academic Research Library. ProQuest. University of the Philippines, Diliman. Retrieved Feb.
11, 2009 at.<http://proquest.umi.com/pqdweb?index=10&sid=1&srchmode= 1&vinst=PROD&fmt=6&startpage=1&clientid=51710&vname=PQD&did=68571198&scaling=FULL&ts=1116210357&vtype=PQD&rqt=309&TS=1116567555&clientId=51710>.Goleman, D.
(2002), Motivating Your Staff in a Time of Change. Business: TheUltimate Resource. Perseus Publishing. Retrieved Feb. 11, 2009 at:http://www.
businessknowhow.com/manage/business4.htmGriffin, R. W. and Anne M. O’Leary-Kelly, ed. The Dark Side of Organizational Behavior.
San Francisco: Jossey-Bass, Retrieved Feb. 11, 2009 at: <http://media.wiley.
com/product_data/excerpt/36/07879622/0787962236.pdf>.Hronek, G. !2 Tips for Building A Winning Team.
Management and HumanResources. Retrieved Feb. 11, 2009 at: http://www.businessknowhow.com/manage/12winteam.htmQuality Circle. Retrieved Feb.
11, 2009 at: <http://www.ie.boun.
edu.tr/course_pages/ie483/QC.html>.Team Work and Team Building Essentials. Retrieved Feb. 11, 2009 at: http://www.time-management-guide.com/team-building.html