Incisive and Comprehensive Outlook of Team Building - Term Paper Example

Name: xxxxxxxxxxx Course: xxxxxxxxxxx Institution: xxxxxxxxxxx Title: Option 2- Team Building Date: xxxxxxxxxxx @ 2010 Option 2- Team Building Introduction The key objective of developing human resource revolves around enhancing resourcefulness in a work organization through formulating solid educational policies, trainings and employment at different levels. The development of human resources in the corporate world emerged subsequent to the realization that there is need regulate the existing and future organizational needs of the work force in reference to competencies, skills and abilities. Both internal and external factors are considered in the course of developing effective human resources. Internal factors that are often times considered fall in the scope of the organization whereas external factors are basically those factors that are beyond the control of the alleged organization (Bratton &Gold, 2003). Team building is a vital internal factor that plays a great role in the development of human resource. The function of teamwork in an organization is essentially of great value since it heightens the chances of productiveness and the implementation of better resolutions. Effective teamwork involves of a cooperative effort by two or more persons whereby each of people involve put in their different and unique abilities so as to actualize a common goal (Quick, 1992). This paper seeks to present an incisive and comprehensive outlook of team building in reference to several literatures. Literatures that will be reviewed include, “Human Resource Management: Theory and Practice” by Bratton& Gold (2003), “Methods, tools, and strategies for team training” by Salas & Cannon (1997) and ‘Human resource development literature: current issues, priorities and dilemmas’, Journal of European Training, Vol. 23” by Garavan & Barnicle (1999) among many others. In references to the reviewed literature key issues that will be highlighted in this paper include, the importance of team building, strategies of team building, techniques of building effective teams and tools of assessing the effectiveness of teamwork and interpersonal abilities. Moreover, this paper will link key themes identified in the reviewed literature and substantiate a reasonable argument through illustrative examples. Importance of team building Team building is essentially a process whereby a wide range of activities are carried out particularly in a business context with the aim of actualizing effective team performance. Thomas L. Quick (1992), in his book, “Successful team building” notes that the concept of teamwork has been traditionally considered as important in most organizations. Quick points out that the most distinguishing aspect of a team is that the highest priority of the members lies in accomplishing the set team goals. Team building is imperative in any work environment since it specializes in ensuring positive communication, self development and the ability to working jointly in order to solve the emerging problems. Team building in some cases entails selecting individuals and forming a team from scratch. In the book, “Team Building: An Exercise in Leadership” (Maddux , 2003) illustrates that team building is important since it helps to improve the productivity of a team, it aids in identifying the strengths and weaknesses of team members thus helping the organization to know how they can counter these weaknesses and utilize the identified strengths. Furthermore, team building motivates the team and creates cohesion in the work place. Maddux further elaborates that team building gets everyone on the same page in regards to goal setting. According to Maddux team building exercises comprise of a number of tasks that are created to develop the ability of team members working together. The aim of these team building exercises is to help team member in becoming cohesive units made up of individuals who can effectively work together to achieve the set goals (Maddux, 2003). Strategies of team building Team building strategies are useful for all teams in the various organizational settings. Some strategies are intended for smaller teams and others for larger teams. Likewise, some activities are intended for new teams whereas other team building activities tend to accentuate on specific areas that are to be effected in teams that were already established. Furthermore, team building strategies vary in that they are designed for different age groups. Some team building exercises are principally meant for particular age groups. However, there are possibilities that some team building strategies intended particularly for younger teams being distorted with more mature teams. As a result , this has led to the negative stigma frequently associated with team building activities. (Bratton& Gold, 2003) in the book, “Human Resource Management: Theory and Practice” accentuates that planning team building activities is key. The authors of this book point out that when organizing a team building event, it is vital to establish the expectations or the goal of the activities. In the course of planning a team building event it is important to ask these questions, what is the main objective of this event? What will be the time frame of the team building event? Who are key players? what is the budget of the event? Bratton& Gold (2003) further notes that the foundation of team building activities is having common goals in which all the members involved are committed. Team building exercises can be effective if it is based on common goals. In reference to the Tuckman model of team building there are several stages of team building. The first stage involves forming whereas the other stages involve storming, norming and performing. During the forming phase the team members are more focused on their own individual objectives. However, during the other stages team members attain shared goals. (Glover& Midura , 2005) in the book, “Essentials of team building: principles and practices” explain that there are various kinds of team building activities they include, communication exercises, trust exercises, planning exercises and problem solving exercises among many others. In team building communication exercises entail problem solving activities that are conducted with aim of enhancing communication skills among team members. These exercises convey the importance of good communication in the undertakings of the team. In problem solving exercises, the focus is particularly on the team working together so as to find solutions to difficult problems or make complex decisions. Planning activities involves exercises that focus on aspects that are adaptable to change and planning. Trust exercises entail activities that aim at inducing trust amongst team members. (Glover& Midura, 2005) Strategies of building effective teams Team building strategies are geared toward creating synergy among team members so that they can efficiently actualize the set goals . Communication is a vital element of improving the performance of a team given the fact that the illumination of new strategies or ideas is largely determined by the on going trends of communication conveyed by members of the team. The lack of effective communication strategies in a team is very demoralizing and can lessen the efficiency of the team. Effective communications in a team can be improved through team building exercises such as field trips and outdoor exploits among many other activities. So as to actualize maximum performance and commitment in a team, team members need to consistently exercise etiquette. Team members need to adapt a behavior trend of complementing and encouraging their fellow team counterparts. Troubleshooting is a necessary and essential strategy of building highly effective teams . Challenges and problems need to be identified and addressed earlier so that they do not affect the performance of the team. In addition, members of the team should be encouraged to air out the issues that are likely going to affect the effectiveness of the team (Page & Ends, 1977). Norming is a necessary process of enhancing teams performance . This process involves the acknowledgment and appreciation of each team member. In the course of this team building stage , members of the team begin to acquaint themselves with each other strengths and shortcomings. Furthermore , consensus is actualized in this point of time regarding the main objectives of the formed team. Effective norming makes certain that the agreements made by the team are adhered to despite of personal contrasting outlook or opinion. Moreover, training the team members on different strategies of team work may improve the overall team performance. (Walker & Stopper , 2006) in their article, “Developing human resource leaders” observe that in order to build high performing teams there is need for occupational training. Occupational training as a method of developing human resources entails conducting a series of trainings regularly. During these trainings the work force is imparted with more knowledge and skills on linked to their varied vocations and how to heighten their team performance. Skill advancement programs can be conducted within the organization. Moreover the organization can encourage their work force to attend external conferences or workshops that are tailored to address the specific needs of the team. High performing teams can also be built by initiating team development strategies. The Human resource faction of an organization can initiate career developments strategies that are team centered such that the team members are mentored and enabled to assess their progression towards their career path and the set team goals. Occupational assignments can also aid in the development of human resources. These assignments generally motivate and challenge the work force out of their comfort zones (Walker & Stopper, 2006). Tools of assessing teamwork and interpersonal skills Evaluating teamwork and interpersonal skills is a vital aspect of team building. Team performance can be measured or assessed through the use of a specialized set of rubrics. The rubrics used comprises of a certain criteria that the person or teams being assessed are required to meet. By using these set of rubrics the team leader or the human resource managers will ardently observe and thereafter the performance of each personal an the team in general. Before using the rubrics the team leader or the HR manager will first need to develop practical test scenario. The use of rubrics as a method of evaluating teamwork and interpersonal skills describes consistent evaluation criteria since it enable both the human resource managers group and the team being evaluated to take part in the process. For example, when assessing presentation skills of the team members, the HRM group or the team leader can create a test that requires the each member of the team to make a public presentation. As each team member carries out their presentations, the HRM group on the other hand can rate their performance using the rubrics with specified criteria such as “audibility”, “facial mastery” or “confidence rate” among many others. Other teamwork and interpersonal skills can be assessed similarly although using different practical tests and rubrics criterion (Quick, 1992). Possibly, there is need to strike a balance between the team and individual rewards of the skills conveyed by the team members. Effective teamwork can considerably makes an impact in the performance of the individuals and the team in general. Nevertheless, the performance of the team is the main goal . Cultural aspects are likely to emerge in the process of assessing team performance. Cultural aspect in the assessment of team performance could arise due to the varied cultural perspectives held by the team members. However, these issues can be tackled by communicating the processes of the team performance evaluation before the exact evaluation takes place.(Glover & Midura, 2005). Conclusion Evidently, team building is a vital internal factor that plays a great role in the development of human resource. The role of teamwork in an organization is inherently invaluable since it increases the chances of productiveness and the execution of better decisions. According to Thomas L. Quick (1992), in his book, “Successful team building” a team is made up of two or more individuals putting joint efforts in order to achieve a common objective. Maddux (2003) illustrates in the book “Team Building: An Exercise in Leadership” that team building is important since it helps to improve the productivity of a team, it aids in identifying the strengths and weaknesses of team members thus helping the organization to know how they can counter these weaknesses and utilize the identified strengths. Moreover, team building motivates the team and creates cohesion in the work place. The function of teamwork in an organization is essentially invaluable since it enhances the likelihood of productiveness and the execution of better decisions. Moreover, it leads to the generation of new ideas. The performance of the alleged team can be evaluated or measured through the use of specialized rubrics. The rubrics will consist of certain criteria that the individuals being evaluated are expected to meet. Effective teamwork significantly makes an impact in the performance of the individuals and the team in general. Cultural issues are bound to emerge in the process of evaluating team performance. However these issues can solved by communicating the procedures of the team performance evaluation before to the exact evaluation. Communication is a key factor of improving the performance of a team since the illumination of new ideas greatly depends on communication trends exhibited by the team members (Page & Ends, 1977). References Bratton, J &Gold, J, 2003, Human Resource Management: Theory and Practice 3rd edition, Palgrave, pp. 317 – 326 and 332 – 341. Garavan, T.N., Heraty, N. and Barnicle, B. (1999) ‘Human resource development literature: current issues, priorities and dilemmas’, Journal of European Training, Vol. 23, No. 4/5. Glover, D & Midura, D, 2005, Essentials of team building: principles and practices, Human Kinetics, New York. Maddux, B, 2003, Team Building: An Exercise in Leadership, Cengage Learning, New York. Page, W & Ends, J, 1977, Organizational Team Building. Little Brown & Company, New York. Quick, T, 1992, Successful team building, Amacom Publishers, New York. Salas, E., & Cannon-Bowers, J, 1997, Training for a rapidly changing workplace: Applications of psychological research, American Psychological Association, Washington, (pp. 249–279). Walker, J & Stopper, W (2006). Developing Human resource leaders. Retrieved on 25 August 2009 http://www.walkergroup.com/docs/DevelopingHumanResourceProfessionals.doc>. Read More