August 12, 2007
Creating and Managing Effective Teams
Creating and managing effective teams in today’s work environment is much different than it was just a short time ago. With each generation of American workers come new ideas, rules, and methodologies that must be considered when developing an effective team. Some of the newer ideas may have been foreign to managers even ten years ago. An example of this is that many companies today are becoming more socially responsible. A recent article in Incentive states, “Social responsibility, it seems, is the new signing bonus” (Flanagan, p4, 2006). Rarely are managers given a perfect set of employees, a perfect environment, or a team without conflict in order to develop an effective team. These issues make it more important than ever to be able to effectively manage these teams. The simulation for Luxurion was an excellent example of managing a team well, even when the team is not put together perfectly. This paper will examine what team member were chosen, why these choices were made, issues that were worked through during the simulation and the final outcome after completing the simulation. In the case of the Luxurion Auto simulation of creating managing effective teams I did not choose the same team as the simulator would have chosen. Not choosing the perfect team was alright because I was taught many years ago that the true test of a leader is when they are able to overcome obstacles and still accomplish the task at hand. I began the simulation by reviewing the individuals skill sets, their personal information, and the five positions that were available for the seven choices. I then tried to match this information with the jobs that were available. Because there was so little information it was difficult to understand the candidates fully, but I was confident that the choices that I made were solid. Having the right employees but using them in the wrong way is a mistake far too many employers make and was not a mistake that I wanted to make. Deploying the team members into the correct job is the critical piece of managing the team to their full potential. After deploying the team members it is important to work with them to identify, develop and use their talents (Viewpoint, 2007) towards the common goal, developing a new and exciting luxury car design. For my team I chose Harvey to be the team Assessor/Advisor because he was a highly experienced (15 years) individual who was versatile, creative, detail oriented and high energy. I felt that this combination would be well suited for the job of Assessor/Advisor. The next position that I filled was Creator. For this position I choose Amarita. Amarita had already proven herself by becoming one of the hottest designers in Europe and Asia while working for Ferrari. I was excited to make her a part of the creative fabric of this team because I knew that she would be able to bring “new blood” to the project which would help stimulate the creativity of the rest of the team. The third position that was filled was that of Controller/Organizer. This position was difficult to fill because I was torn between John and Marcell. In the end I decided to place John into this position because he has 15 years of managing spearheading development projects and his ability to mentor his subordinates. I made this choice even though I understood that John could be set in his ways because I felt the experience was worth the possible negative tradeoffs that could come about because of this character defect. The key to a strengths-based approach to managing employees is to help employees like John to understand his natural patterns of thought, feeling, or behavior so that he can apply them in a positive and productive manner (Brim, 2007). By deploying John in a way that helped to maximize his innate talents he can make...