Managing Effective Teams

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Managing Effective Teams
Hannah M, Haggins
Axia College
MGT 245
Organizational Theory and Behavior
Profesor Robert Peart
January 27, 2008

Effective Teams

Part 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. 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...
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