The Role of Managers in Leading and Motivating Teams for Improved Organizational Performance - Coursework Example

The role of managers in leading and motivating teams for improved organizational performance Student Name: Institution: Date: Introduction 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 into 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 shows 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 of 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 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 questionable about the kind of managerial activities that have 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 worthy 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 of building team motivation (Hoffman & Rogelberg, 1998). Key factors that should be considered by managers in leading and motivating a team Determine what motivate people that you manage Managers need to determine what motivates their teams by asking them how they perceive their leadership qualities and attitude towards their work, the motivating factors that make them to commit to their duties. Furthermore, they should ask their members what hinders their full participation in the overall achievement of organizational goals. As their annual or monthly performance review, managers are required to assess what makes their teams most proud of their work, the kind of challenges they face or enjoy and aspects of their work that seem to be satisfying to them as well as whether they feel appreciated for the work they accomplish. Basically, the responses to the above questions are critical to understanding what exactly motivates people who a particular manager is leading. In regard to the views provided by the team, managers will be in a position to trace the roadmap to the different problems that should be addressed by him or her as a manager and leader. This is because once their motivational needs are raised, the members of a group or employees expect their manager to act on them (Lindner, 1998). Care about the team and lead by example Successful managers listen to each and every employee’s ideas and opinions regardless of how tight their schedules may be. They pay attention to their teams and create time to discuss with their staff on different issues a part from their immediate tasks in progress. Since managers act as models for their respective teams as well as the organizations, they should take into consideration that whatever they say or do will be imitated by the people they lead and manage. Therefore, excellence and enthusiasm can be achieved from a team only if managers model such important aspects in all their undertakings. Given today’s competitive business world, managers focus on leading and motivating as an example to their teams by listening to the customer’s needs (London, Larsen & Thisted, 1999). Recent studies show that managers have adopted important models and healthy values such as making decisions and acting in a more consistent manner with their principles, having fun with their team members in addition to setting appropriate scenarios of a favorable work-life balance. For example, managers show how hard work they are at their workplaces and maintain good relationships with their partners, family members, friends and the community they come from. In so doing, the managers demonstrate through their work habits that successful work is measured by outstanding and competent work that is accomplished based on clearly defined different goals of the organization rather than the long hours spent at work. Thus, living a rich and balanced work-life is equally an important goal that must be achieved (Forsyth, 2008) Handling the team with utmost respect and being generous to them through praise and recognition Team members who feel that they are not respected always shut down and work less to keep their jobs. In this regard, managers are required to demonstrate their respect to the people by listening carefully and responding appropriately to their thoughts, views and concerns. For example, managers can foster diversity by respecting the unique qualities associated with each and every team member. This organizational culture can be developed only if managers are able to create an environment in which varied opinions from employees can be expressed in a more open manner. Praise and recognition are important motivators because a team always has the desire to feel attended as one of their job expectations (Kerrin & Oliver, 2002). Managers can demonstrate their appreciations for their employees’ job well done by offering them with substantial bonuses. It is also important for the managers to encourage small celebrations, giving credits to their members as well as praise their team members regularly for the ongoing accomplishments. From the human resource management point of view, managers should endeavor to reward progress and not simply the huge accomplishments. This promotes enduring enthusiasm among the members to continue working harder towards achieving the intended goals. However, managers need to have excellent communication skills that can enable them to access the upper management. This will help them to determine whether or not their teams are recognized at higher levels of management (Moorse & Cough, 2002). Expect excellent results and allow the members to work Motivation and excellent work are essentially influential to each other. For example, people will dedicate their hearts and minds on work if they have the feeling that the team and management aim for excellent work. This explains the reasons as to why most of the people would prefer to be associated with a popularly known class effort. On the other hand, average work is always demoralizing for the people involved in that particular work (Stajkoic & Luthams, 2003) Research has indicated that excellent expectations have great impacts on overall performance of a team and the organization. Managers that expect their team to succeed motivate them to perform better and thus should expect their members to excel. In this case, it should be noted that tolerating mediocrity de-motivates a team. For example, managers need to discourage negative attitudes as well as unnecessary complaining among their teams. It is important for managers to let their teams work as long as they have assigned to them tasks that need to be accomplished and explained to them why it is critical. The main challenge is ensuring that each member has the necessary skills and tools to complete the tasks assigned to him or her to the agreed-on standard. However, managers should step back and give room to their teams to execute their duties and responsibilities but be available for consultation purpose on a given job. Generally, managers should focus their teams’ efforts on accomplishing tasks that will result in the biggest contribution to the entire organization. Thus, it is crucial for the managers to get their teams working on important aspects of their jobs (Park, Lee & Kabst, 2008). Kiffin-Petersen and Cordery (2003) examined that employees’ resistance to teamwork is a major constraint to developing successful organizations, and thus diminish the effectiveness of a team. Employees look for trust in their co-workers and management as their preference for teamwork. Therefore, trust in both co-workers and the management is associated with positive or improved organizational outcomes. The authors have also discovered that individual team members who have access to learning opportunities and allowed to utilize their new skills show positive attitudes towards teamwork. The ability of managers to recognize teamwork by offering tangible rewards makes their organizations more productive, and thus capable of retaining their employees or team members. According to Armstrong (2001, p.615) a mixed reward system comprising of team goal-based and individual performance as well as skill-based pays can be adopted to motivate team members. It is relevant to point out that teams members are well rewarded based on their individual performance. This encourages the team members to work for their teams. However, teams can be rewarded only if they are achieving the intended objectives. Team members are driven by the reward on their ability to attain the required objectives, work hard to perform well and show team cooperation (Armstrong, 2001). Conclusion Based on the above discussions, it can be concluded that that teams perform very well only if their managers are motivating to them. It is important for managers to have a thorough understanding of the various motivation theories. Motivation theories offer managers with insights into what drives employee or their teams to perform better. Leadership is not the power to oppress other people, but the ability to have high expectations as well as creating a supportive environment that can enable team members to achieve the intended goals. Motivation is a fundamental responsibility of management. Excellent expectations from a team have great impacts on their overall performance of and the organization. Managers that expect their team to succeed motivate them to perform better, and thus should expect their members to excel. Praise and recognition are key motivators because a team is driven by the desire to pay attention to their needs as one of their job expectations. Managers that recognizes teamwork by offering tangible rewards to the team members makes them more effective in their work. 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. Read More