Managing Team Performance - Literature review Example

Literature Review: Managing Team Performance Name: ID: Code: Instructor: Time: Date: Introduction Managing team performance takes in the process of coming up with goals and checking progress on a regular basis toward the realisation of those goals. According to Curseu, (2015) this also involves undertakings that certify that organisational objectives are regularly met in an effective and efficient way. He also notes that the overall goal of managing team performance is to make sure that an organisation and its teams are optimally working together to attain the outcomes preferred by the organisation. However, Stapley (2006) gives emphasis to team appraisal as an important part in managing team performance. Team appraisal includes elements such as work responsibilities, assignments, or dimensions of work that can address team performance. These elements for the team can entirely be integrated into an individual employee’s performance plan through non-critical elements and additional performance elements. Team Objectives and Shared Vision Boak (2014) notes that a team constitutes several “people with complementary skills who are devoted to a mutual purpose, performance goals and approach for which they themselves mutually accountable for its accomplishment.” But Zubizarreta (2006) points out that in an ideal world teams should cultivate a distinctive identity and work-together in an organised and jointly supportive way to accomplish their objective or vision. Clear and shared objectives contribute to team effectiveness. For instance at Empire Systems, the organisation’s team objectives present a framework through which the teams measure progress, identify eminent risks, and map out prospects for collaborative working. It is very much imperative that the SMART (Specific, Measurable, Attainable, Realistic and Time bound) principle be used to make sure that the objectives developed will most probably lead to success (Wong, 2006). Moreover, Boak (2014) states that a team will perform better if it takes time to develop a shared vision that inspires and motivates team members. A shared vision also commits team members to the task with a conviction that the task will be realised more successfully. Zubizarreta (2006) reiterates that a vision developed by the team itself will be better realised given that this vision is rooted on the members’ identifiable skills, values and beliefs, as opposed to a vision developed by outsiders. Once team members feel that they have categorically contributed to an important, stimulating and achievable vision, they feel a sense of ownership and therefore will most probably endeavour to combine forces and attain it. Team Members Wong (2006) indicates that in putting together a team one must note that each member of the team has high ability, but members of higher ability have a big say in a team. Nonetheless, according to Lema (2012), in managing a team, it is vital to think through individuals' technical skills, experience and knowledge. The capacity of the team’s members to synchronize actions and their interpersonal abilities ought not to be forgotten. Therefore, in selecting potential members, it is important to look for people who will work constructively with others and have a willingness to grow and develop within the team. Preferably, the chosen team members should be able to: (1) commit to a shared vision, pay attention to and react in an impartial and productive manner, (2) be open and straightforward with their thoughts, worries and values, (3) assume diverse roles in the group so as to realise shared ends, and (4) abstain from carrying secret schemas into team consultations. However, Pais and Parente, (2015) notes that some individuals may not work well as team members. Such individuals merely desire to preserve their position by shielding their involvement. These individuals also fancy to work on their own and independently and are reluctant to talk over their expectations, discuss alternatives or describe a way out. Each selected team member should have a clear role and should understand the importance of every other member of the team. According to Stapley (2006) the team members’ roles must be well explained including the purpose, level of accountability, responsibility and authority accompanying the role. He notes that role clarity is vital for effective team working. This means that the team will: (1) have clear expectations regarding their performance, (2) delegate properly, (3) grow and develop, (4) be creative and innovative, and (5) feel appreciated and supported. Useem (2006) indicates that if there is no role clarity, it is likely that the team will be affected through mistakes, confusion, mistrust, poor resource usage, lack of delegation or inappropriate delegation, more stress, and lack of motivation. This will lead to conflict within the team. For instance at Empire Systems, each one team member has a well-defined role within the organisation’s teams. However, Curseu, (2015) notes that an organisation’s team members should not misplace their professional identities but try to find ways of complementing each other. Differences and diversity within the team ought to be harnessed and appreciated. Team Meetings and Communication Team meetings are crucial given that they provide regular face-to-face contact among team members. Zubizarreta (2006) points that it is through these meetings that team members share information, make decisions and evaluate options, and allocate work. But, a formal agenda for any meeting ought to be issued in advance to enable team members prepare and avoid wastage of time. Minutes must be taken and decisions and actions documented. According to Rock (2006), leadership at this point is crucial through effective chairmanship in making sure that each one member participates. Communication also comes in crucial. Members should be able to communicate well so as to act successfully as a team and get the most out of the pooled knowledge. Communication improves team identity and group cohesiveness, reduce surprises, and stimulate trust and understanding in the midst of team members. There are diverse checklist of the factors that are vital in the effective management and development of teams. According to Lema (2012), some areas that each team need to reflect on evaluating their performance are: organisation’s strategic goals, team operation, results and productivity, team structure, and team skills, among others. Collective Thinking Useem (2006) states that in a lot of organisations there is huge opportunity for improving the approach used to make the most out of the intelligence of the team. He refers to this as the “potential for ‘collective thinking’”. This emanates from the understanding that the dimensions for thinking together in teams is different from, though related to, individual intelligence. Improving the value of the thinking that come about in teams and meetings in organisations is important in enhancing organisational effectiveness. Thinking together in an organisation facilitates synchronised action that adds to the organisation accomplishing its purpose. This means that thinking collectively is a decisive and sensible action that leads to or facilitates action as opposed to just being “warm and fuzzy” or meaningless (Wong, 2006). Most of today’s organisations are big and complex meaning that the facts essential to run an active initiative is too great to be thought in one head. Therefore, Zubizarreta (2006) indicates that effective organisational leadership and management requires bringing together knowledge and “thinking skills” from several diverse heads. Effective cooperative thinking is obligatory to mete out the knowledge in an organisation. Afterwards the organisation can work with that knowledge to change it into operational business understanding and decisions. In general, effective combined thinking is the “engine room” for the current “knowledge organization” and the “learning organization.” Team-work and Task-work Team-based work has turned out to be more and more common and key part of today’s organisations. It is important to make sure that teams employ the most effective strategies to maximise performance (Rock, 2006). Rock (2006) also notes that there are two key facets of team-based work that teams have got to manage to improve their performance: (1) task-work (associated with the way teams get work tasks done) and (2) teamwork (associated with the way teams work with each other plus with other teams). In order to manage both task-work and team-work, teams need to put time into planning these undertakings ahead of beginning work on the assignment at hand. Even though most of the times teams consider planning undertakings to be low-priority, in actual fact, putting time into these undertakings up-front is able to cause substantial performance achievements and reduced process cost in the long-run (Useem, 2006). Boak (2014) notes that in undertaking team-work, it is important for teams to develop team charters that are broad and consistent with the team members’ skills and proficiency to their assigned responsibilities. As regards task-work, the teams are supposed to set performance strategies that must be as detailed as possible. Performance strategies clearly outline what the team is going to do and how they are set to get the required tasks done. This includes: (1) Ranking goals and objectives (both short-term and long-term), (2) Outlining the definite tactics that will be engaged to realise the team’s goals and objectives, (3) Outlining a plan of action that will address each of the required jobs, and (4) Emergency planning and developing alternate strategies to task accomplishment. Rock (2006) reiterates that teams that set up a quality time charter and performance strategies early in the process have the capacity to focus energies on performance rather than handling managerial matters, mistakes, miscommunications, repetition of work, or other process-loss matters – eventually leading to greater levels of performance. Conclusion Through the process of managing team performance, a team ought to have an objective and a shared vision. The team members must be selected correctly, particularly based on their expected contribution and role in the team. Leadership and effective communication in team meetings is crucial in ensuring members work together. Through teamwork, collective thinking brings together diverse knowledge that should be maximized. Finally, it is important for the team to develop time charters and performance strategies (Pais & Parente, 2015). References Boak, G. 2014. Team learning and service improvements in health care, Team Performance Management, Vol. 20, no. 5/6, pp.242 - 261 Curseu, P.L. 2015, Team Performance Management, Team Performance Management: An International Journal, Vol. 21, no. 1/2 Lema, C. 2012. Building and Managing Virtual Teams: Five ways to create a High Performance Culture for Remote Workers, 1st edn, Amazon Digital Services, Inc. Pais, C.A, and Parente, C. 2015. Representations of team work among organizations with a social entrepreneurship profile: a multiple case-study, Team Performance Management: An International Journal, Vol. 21, no. 1/2 Rock, D. 2006. Quiet leadership: Six steps to transforming performance at work. New York, Collins. Stapley, L. F. 2006. Individuals, groups and organizations beneath the surface: An introduction. London, Karnac books. Useem, J. 2006. What's That Spell? TEAMWORK! Fortune. 153.11: 64. Wong, P. T. P. 2006. Is your organization an obstacle course or a relay team? A meaning-centered approach to creating a collaborative culture. Creating a culture of collaboration: The International Association of Facilitators handbook. S. Schuman. San Francisco, Jossey-Bass: 229-256. Zubizarreta, R. 2006. Sustainable cooperative processes in organizations. Creating a culture of collaboration: The International Association of Facilitators handbook. S. Schuman. San Francisco, Jossey-Bass: 211-228. Read More