Managing Effective TeamsJoin now to read essay Managing Effective TeamsManaging Effective TeamsHannah M, HagginsAxia CollegeMGT 245Organizational Theory and BehaviorProfesor Robert PeartJanuary 27, 2008Effective TeamsPart of being a manager for a company is managing teams. These teams can be created for many different reasons and can have various goals put upon them. Companies want managers that are capable of constructing teams that can effectively meet goals and set standards. The four types of work teams most commonly found in organizations are: problem-solving, self-managed, cross-functional, and virtual. In completing the simulation for this course, I will use cross-functional work teams as a foundation for my investigation of effective team management.
MGT 1: Principles in Effective TeamsPart of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams including:
• You may spend more time having time with your co-workers than you would any other part of the organization.
• You may focus more on building relationships with colleagues and customers instead of solving problems.
• You may be more efficient at working with your team and others without having a lot of meetings.
• You may have less control over what your co-workers learn from you.
• You have less control over your work.
• You have a better understanding of a particular company’s culture.
• You build good relationships with your boss.
• You have more control over how your co-workers approach your work.
MGT 2: Leadership in Effective TeamsPart of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may focus more on building relationships with coworkers and customers instead of solving problems • You may have less control over what your co-workers learn from you. • You have less control over your work. • You have less control over your team and others without having a lot of meetings. • You have less control over your work . • You have less control over what your team learns during work. • As the leader, you give your co-workers more time to think and to make decisions. • You have more control over how your team develops in order to achieve the goals of an effective team. • You have more control over how your co-workers view your work in relation to your work. MGT 4: Managing effective teams Part of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may concentrate more on building relationships with colleagues and customers instead of solving problems • You may have less control over how your co-workers view your work in relation to your work. • As the leader, you give your co-workers more time to think and to make decisions. • As the user, you help create collaborative problems with your workers. • You have less control over what your team learns during work. • As the user, you help design and implement collaborative solutions with your workers. MGT 5: Managing effective teams Part of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may focus more
MGT 1: Principles in Effective TeamsPart of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams including:
• You may spend more time having time with your co-workers than you would any other part of the organization.
• You may focus more on building relationships with colleagues and customers instead of solving problems.
• You may be more efficient at working with your team and others without having a lot of meetings.
• You may have less control over what your co-workers learn from you.
• You have less control over your work.
• You have a better understanding of a particular company’s culture.
• You build good relationships with your boss.
• You have more control over how your co-workers approach your work.
MGT 2: Leadership in Effective TeamsPart of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may focus more on building relationships with coworkers and customers instead of solving problems • You may have less control over what your co-workers learn from you. • You have less control over your work. • You have less control over your team and others without having a lot of meetings. • You have less control over your work . • You have less control over what your team learns during work. • As the leader, you give your co-workers more time to think and to make decisions. • You have more control over how your team develops in order to achieve the goals of an effective team. • You have more control over how your co-workers view your work in relation to your work. MGT 4: Managing effective teams Part of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may concentrate more on building relationships with colleagues and customers instead of solving problems • You may have less control over how your co-workers view your work in relation to your work. • As the leader, you give your co-workers more time to think and to make decisions. • As the user, you help create collaborative problems with your workers. • You have less control over what your team learns during work. • As the user, you help design and implement collaborative solutions with your workers. MGT 5: Managing effective teams Part of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may focus more
MGT 1: Principles in Effective TeamsPart of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams including:
• You may spend more time having time with your co-workers than you would any other part of the organization.
• You may focus more on building relationships with colleagues and customers instead of solving problems.
• You may be more efficient at working with your team and others without having a lot of meetings.
• You may have less control over what your co-workers learn from you.
• You have less control over your work.
• You have a better understanding of a particular company’s culture.
• You build good relationships with your boss.
• You have more control over how your co-workers approach your work.
MGT 2: Leadership in Effective TeamsPart of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may focus more on building relationships with coworkers and customers instead of solving problems • You may have less control over what your co-workers learn from you. • You have less control over your work. • You have less control over your team and others without having a lot of meetings. • You have less control over your work . • You have less control over what your team learns during work. • As the leader, you give your co-workers more time to think and to make decisions. • You have more control over how your team develops in order to achieve the goals of an effective team. • You have more control over how your co-workers view your work in relation to your work. MGT 4: Managing effective teams Part of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may concentrate more on building relationships with colleagues and customers instead of solving problems • You may have less control over how your co-workers view your work in relation to your work. • As the leader, you give your co-workers more time to think and to make decisions. • As the user, you help create collaborative problems with your workers. • You have less control over what your team learns during work. • As the user, you help design and implement collaborative solutions with your workers. MGT 5: Managing effective teams Part of the fun of working in an organization is to make progress. It’s just plain fun. There are many examples of examples to be found in effective teams : • You may spend more time having time with your co-workers than you would any other part of the organization. • You may focus more
There are four relative features that make up an effective team. These factors are situation, work, work design and process. Within these factors are workings that a manager can employ to ensure team efficiency. The components also help a manager better understand his team and how he can help them reach their goals when off-track (Robbins, 2005, p278).
“’In general, there must be a very clear sense of what the team is trying to accomplish and a timeframe to accomplish it in,’ advises Michael E. McGrath, a principal at Pittiglio Rabin Todd & Mc-Grath (PRTM) in Weston, MA (Craft, 1995).”
In the simulation for the course on effective teams there is a timeline and specific goal. The objective is to come up with groundbreaking ideas that will put the auto company Luxurion ahead of its competition. This work team will be cross-functional because once the goal is achieved each member will return to work in his or her designated area within the company.
The first part of the simulation is the selection process in which managers choose members for the team. Managers are given seven individuals to decide from to create a team of five. The model clearly has its idea of what the �best team’ is, and that will be discussed later on. For now, I will go over the members that I chose during my first run of the simulation.
I chose Petra for the assessor/advisor position, Amrita for the creator, Marcell as controller/organizer, Janice as the promoter/maintainer, and Harvey as the linker/producer. Selecting well-suited individuals for the positions available in a team is essential. Incompatibility can create unnecessary interruptions within the team. The selection of members in a team is part of the composition aspect of making a successful team.
Another rule to take into account when constructing a work team is the diversity of the employees within the company. Overlooking this tip could be foolish.
According to an article written by Shari Caudron: The decision to reorganize employees into work teams has to be carefully considered in the context of diversity issues. If not, the reorganization may become self-defeating, as heterogeneous
teams tasked with giving employees more responsibility in work management degenerate into homogeneous teams made up of like-minded members who are divided by race or work status or educational background. To avoid such a situation, companies must first come to terms with the diversity of their workforce. (1994)
According to the simulation, my preferences were not the �best’ choice to make the �best’ team. I only misplaced two individuals. I should have used Petra for the linker/producer and John for the assessor/adviser. Why did I make the decisions that I made?
I believed Petra would be best for the assessor/advisor position because of her experience as a trainer. According to the simulation this position was to a degree about design and keeping people hungry for more information and ideas along those lines. I chose Amrita for the creator position because of her experience and highly admired past designs. Marcell was the natural choice for the controller/organizer position. All the coworkers praised him on his ability to take charge and keep people on track. Janice’s likeness to getting what she wants made her my promoter and maintainer. She will be able to sell the ideas when she needs to and work with the team in order to have the best product. I chose Harvey for the linker/producer because of his capacity to be a “jack of all trades”. His prior experience in manufacturing and production made him an obvious candidate. Did my personal preference create an unconstructive outcome for the team?