Essays on The Role of Managers in Leading and Motivating Teams for Improved Organizational Performance Coursework

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The paper "The Role of Managers in Leading and Motivating Teams for Improved Organizational Performance" is a great example of management coursework.   The desire of all managers is to lead teams that are more effective as well as remain focused and committed to the achievement of their organizational goals. In leading and motivating their teams, managers are required to focus on the kind of performance and the outcome they could deliver. Research indicates that teams can perform very well only if their managers are motivating to them. Therefore, managers who focus on creating a productive work environment are motivating to their teams (Clark, 2003).

In addition to setting achievable performance goals and use of reliable reward system can enable managers to create the kind of working atmosphere and culture they need for sustainable performance. Thus, it is important for managers to combine effective motivational practices with productive work in order to improve their teams and organizational performance. A number of managers use interactive motivational skills to identify key aspects of team motivation that should be improved. It is important to note that improving and maintaining high performance among teams is crucial to the success of leaders and managers (Clark, 2003). The importance of motivation theories to managers Since the main function of managers is to get things done through the people they lead and manage.

It is important for them to be well-informed of the various motivational theories as well as how to implement such theories in the professional context in order to achieve the intended objectives of the organizations. Given today’ s world of competitive business in which rapid changes and increased technological advancement are taking place across the globe, it is crucial for managers to motivate their teams as a way of optimizing their performance.

Research also proves that a motivated team become more creative and effective at their workplaces. The ability to motivate and de-motivate a team has been researched extensively, resulting in useful motivation theories. Theories such as Maslow’ s theory of self-actualization, Herzberg theory on hygiene factors and motivators and McGregor’ s theory are highly considered in the management of people (Stajkoic & Luthams, 2003). Empirical studies show that different factors influence team motivation, they are individual and complex in nature.

Therefore, no single theory has been considered successful to explain motivation. As leaders, managers are required to understand various motivation theories because they provide background information about how team motivation is individual to help the managers understand the complex interplay of specific needs and views their teams. In doing so, managers are able to make meaningful decisions on the best actions they can take in order to satisfy the needs of their teams. In addition, managers can easily identify the needs that drive their teams as well as influence their motivational and behavioral changes (Locke & Latham, 2002). It is has become more questions about the kind of managerial activities that have the greatest impact on enhancing team performance as well as the extent to which that improvement has been made.

A number of researchers argue that highly effective leaders adopt strategies that balance their efforts between interpersonal skills and achieving the results. Organizations and teams count on their managers to provide effective leadership. Therefore, managers should navigate their group members through change, make viable decisions as well as commit their efforts productively on critical tasks.

Research shows that leadership should not be seen as the power to domineer other people, but the ability to have high expectations and creating a supportive environment that can enable people to achieve the intended goals. Motivation has been considered as the fundamental responsibility of management. This is simply because it determines the overall productivity of a team and their effectiveness in the organization. It worth noting that people working as a group with energy and zeal are highly productive than those lacking that driving force due to job dissatisfaction cases or lack of motivation on the job.

Thus, managers play an integral role in building team motivation (Hoffman & Rogelberg, 1998).

References

Armstrong, M. (2001). A Handbook for practical Human Resource Management. Eighth Edition, Bath, The Bath Press.

Clark, R. (2003). Promoting the work motivation of individuals and teams. Performance Improvement, 42(3), 21-29.

Forsyth, P. (2008). How to effectively Motivate People, 2nd Edition. Kogan Page, Ltd.

Hoffman, J & Rogelberg, S (1998). Developing Team Incentive Systems. Team Performance Management, 4(1), 23-32.

Kerrin, M & Oliver, N. (2002). Effective approaches for collective and individual employee motivation, using reward systems. Personnel Review, 31(3), 320-337.

Kiffin-Petersen, S & Cordery, J (2003). Trust, independence and Job Characteristics as are key predictors of Employee choice for Teamwork. HRM Journal, 24(3), 56-62.

Lindner, J. R. (1998). Motivation in workplaces. Journal of Extension, 36 (3), 67-74.

London, M., Larsen, H & Thisted, L. (1999). Relating feedback to self-development. Organizational Management, 24, 5-27.

Locke, E & Latham, G. P. (2002). Developing a more practical and useful theory of goal setting to promote task motivation. American Psychologist. 57(9). 705-717.

Moorse, R. & Cough, L. (2002). Recognition and Reward. Resource for Work-based Learning. London. NIACE/LSDA.

Park, Y., Lee, C & Kabst, R. (2008). Human Needs as determinants for Organizational Commitment as well as ob Involvement. Management Review, 19(3), 229-246.

Stajkoic, A & Luthams F, (2003). The relationship between Social Cognitive Theory and the Self-Efficacy and their implications for Employee Motivation Theory and Practice, Chapter 2 as discussed in Porter L.W, Bigley, Teamwork Motivation and Work Behavior, 7th Edition, McGraw-Hill.

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