Repairing Jobs That Fail to Satisfy

Topics: Team, The A-Team, Teamwork Pages: 7 (2309 words) Published: July 24, 2013
Q1
Evaluating and rewarding employees for their individual contributions, management should modify the traditional, individually oriented evaluation and reward system to reflect team performance and focus on hybrid systems that recognize individual members for their exceptional contributions and reward the entire group for positive outcomes. Management should consider group-based appraisals, profit sharing, gain sharing, small-group incentives, and other system modifications that will reinforce team effort and commitment. In which smaller size of the team plays the rule of coordinating the tasks and minimize the time taken. Teamwork is supported by effective leadership. All teams benefit from one or several sources of inspiration and direction; leaders can support collaboration by coordinating the efforts of team members and encouraging team members to speak their minds during team meetings However I do believe these elements are necessary for an effective team performance and must integrate with each other for the team goal.

Q2
In fact there are several conditions for the team to be effective. One of them is diversity. However, effective teams embrace and is constituted by a diversity of cultures, talents and personalities. Diversity can promote creativity and innovation, and raise awareness of and respect for differences, which will support effective teamwork. By contrast, teams that lack diversity can find it difficult to solve particular problems; it is much harder to find innovative solutions when all of the team members think about problems in the same way draw on similar experiences for support and come to the same conclusions. The merits of diversity noted, difference also raises the potential for conflict within teams, which can be harmful if not managed properly. Another one is communication. In fact, effective teamwork is facilitated by clear and open communication. All team members should be on the same page with respect to targets, responsibilities and timelines. This cohesion is facilitated by effective communication. Academic commentators such as Sarah Holland, Kevin Gaston and Jorge Gomez have suggested that consistently effective communication is supported by the prevalence of organizational protocols which determine particular methods and mediums of communication in specific circumstances, such as emails, one-to-one meetings, group talks, etc. All team members should feel comfortable asking questions regarding the clarification of jobs and responsibilities, and they should feel free to make suggestions when they feel they can advance the team objectives. When a challenge or conflict arises, effective teams will engage and overcome it with effective communication, rather than avoiding the issues or participating in gossip.

Another part of a team’s performance depends on the knowledge, skills, and abilities of its individual members. Research reveals some insights into team composition and performance. First, when the task entails considerable thought, such as solving a complex problem like reengineering an assembly line, high-ability teams, composed of mostly intelligent members, do better than lower-ability teams, especially when the workload is distributed evenly. The ability of the team’s leader also matters. Smart team leaders help less-intelligent team members when they struggle with a task. But a less-intelligent leader can neutralize the effect of a high-ability team Another one is team building development. Effective teamwork is developed through shared experiences and practice. The use or avoidance of team-building activities can be an important factor in determining the development of effective teams; in the age of advanced technology and fast-paced business environments, some team members would never see one another face to face if they did not make a point to do so. Team-building exercises can be targeted to improve particular aspects of team performance such as communication,...
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