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Effective Team and Performance Management

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Lawyer/Lecturer
Level
General public
Study
criminal law
School/University
USIU

About the document

Herold k.
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documents in English
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Type
case study
Pages
6 pages
Level
General public
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  1. Introduction
  2. Reflection
  3. Description and Reflection on Tasks
  4. Reflections by Team Member
  5. Learning/Conclusion

Teams in regard to management and business organization traverses beyond a mere collection of individuals. Effective team and performance management displays a focus on one motto; people as the skill and performance management as the strategy. Therefore in practice, teams are a congregation of people comprising different skills, talents and competencies and who understand each other fairly well enough with a focus of efforts on collective team objective(s). In an ever globalizing economy, organizations now turn to their greatest asset which is the people skills it has to optimize their differences and uniqueness thus generating sustainable competitive advantage necessary for surviving the increased competition within the international market (Garry & Litan, 1998).

The paradigm shift in business has broadened the focus of organization beyond the achievement of its own goals and objectives to the creation of an environment where the members (in this case the employees) can also realize their individual and group objectives and desires within the organization structure. Employees are now concerned about their career paths within an organization above and beyond their monetary rewards. This career path requires the creation of programs and systems that allow for new knowledge and skill acquisition within the organization that allow for successive progression or growth of the individual alongside that of the overall organization (Berger & Berger, 2010).

[...] This is because the model offers a simple yet conclusive four- step approach involving forming, storming, norming, and performing phases for examining and managing the group dynamics of individuals within a team. The first stage is absolutely vital in identifying members for your team. Figure Tuckman Model for reflection The selection of team members can be done based on the roles identified for members within the team (Belbin, 2004). The formation of my team comprised individuals from multicultural backgrounds: Mathew Stroud (British) Alena Linhartova (Spanish) Virginia Bath (British) Abdulaziz Mohammed Al-Hunayshil (Saudi Arabia) Chunlin Chen (China) The distribution of roles within the team was arrived at based on Belbin's self-perception inventory model (1981) which argued that team roles existed based on distinct individual preferences in addition to being behavioral and thought style-dependent. [...]


[...] I have also learnt that teams develop through an experiential learning cycle. Some team members perceive new knowledge through a tangible experience of the scenario or task at hand; relying on their intuition and immersing themselves directly into the realm of the importance of that task. Others prefer a more scientific approach to new information by analyzing and systematically planning beforehand how to undertake a task before embarking on it. These variations in learning styles are necessary for managing team dynamics and operations and ensuring that the leadership style adopted by management is flexible to the attributes of each individuals; treating their contributions in the decision making process with equal importance. [...]


[...] The member also explains my role in the team as accommodating and inspiring. For a team that was largely multi-cultural, the member says that my ability to gain an understanding of how such background dynamics affects behaviors and contributions within a team setting was most exceptional and contributory to team harmony (Carron et al., 2005). My commitment to the collective team objectives and involvement of all members in defining and operationalizing such objectives were at the center of undertaking each of tasks provided.Team member two commiserates with my decision to step down from my strongly-held positioneven though a vote count on the issue would have seen me victorious but condemns its sudden occurrence at the most critical point of the task activities. [...]


[...] Effective team and performance management displays a focus on one motto; people as the skill and performance management as the strategy. Therefore in practice, teams are a congregation of people comprising different skills, talents and competencies and who understand each other fairly well enough with a focus of efforts on collective team objective(s). In an ever globalizing economy, organizations now turn to their greatest asset which is the people skills it has to optimize their differences and uniqueness thus generating sustainable competitive advantage necessary for surviving the increased competition within the international market (Garry & Litan, 1998). [...]


[...] These tasks were designed to test critical lessons regarding team consensus and performance within scenarios that were a source for potential conflict therein stretching the capacity of both team members and leaders to synthesize, communicate and delegate appropriately to complete the tasks successfully. ?Lost on the moon' was a task that created a crisis scenario. It required teams to identify and rank what basic resources were required to sustain them until the crisis situation had either been weathered off or overcome (in this case until the stranded astronauts could reach the mother ship) . [...]

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