Creating and Managing Effective Teams
Creating and Managing Effective Teams
Bill Parker
Axia College
Organizational Business/MGT245
Tiffany Stamper
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
Bill Parker
Axia College
Organizational Business/MGT245
Tiffany Stamper
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
References: Brim, Brian. (Feb 8, 2007)Probing the Dark Side of Employees ' Strengths; Can their talents actually alienate colleagues and hurt your organization?(Viewpoint essay). In Gallup Management Journal, pNA. Retrieved August 9, 2007, from InfoTrac OneFile via Thomson Gale: http://find.galegroup.com/ips/infomark.do?&contentSet=IAC-Documents&type=retrieve&tabID=T003&prodId=IPS&docId=A162458301&source=gale&userGroupName=uphoenix&version=1.0 Flanagan, William. (August 2006)A reason to believe.(workforce management and responsibility)(Editorial)(Brief article). In Incentive, 180, p4(1). Retrieved August 12, 2007, from InfoTrac OneFile via Thomson Gale: http://find.galegroup.com/ips/infomark.do?&contentSet=IAC-Documents&type=retrieve&tabID=T003&prodId=IPS&docId=A149514753&source=gale&userGroupName=uphoenix&version=1.0 Hollon, John. (Nov 6, 2006)Leading well is simple.(Column). In Workforce Management, 85, p50. Retrieved August 11, 2007, from InfoTrac OneFile via Thomson Gale: http://find.galegroup.com/ips/infomark.do?&contentSet=IAC-Documents&type=retrieve&tabID=T003&prodId=IPS&docId=A154155948&source=gale&userGroupName=uphoenix&version=1.0 Robbins, Steven P. (2005), Organizational behavior (11th ed.). Upper Saddle River, New Jersey: Prenctice-Hall VIEWPOINT: Different degrees of staff understanding. (March 12, 2007) In Employee Benefits, p20. Retrieved August 8, 2007, from InfoTrac OneFile via Thomson Gale: http://find.galegroup.com/ips/infomark.do?&contentSet=IAC-Documents&type=retrieve&tabID=T003&prodId=IPS&docId=A160492229&source=gale&userGroupName=uphoenix&version=1.0