The paper "The Development of Effective Teamwork" is a wonderful example of an assignment on management. Traditionally, leadership often formed team processes because of the power and authority provided in a single appointed leader who acts as the primary source of information, wisdom, and guidance for team members (Pearce & Conger 125). Consequently, team members do not share the responsibility of providing influence and guidance to one another and do not contribute to any leadership function within the team even when required. The efficiency of the traditional team according to Koeing & Holbrook is oftentimes insufficient since a great deal of the work of the team members is carried out in isolation from each other (10).
In an effective team, team members are supposed to coordinate their efforts and share their information skills to be able to accept and share roles and responsibilities with another. This is essential because it challenges every member of the team to re-evaluate their traditional roles and value the abilities of one another as they interchange professional roles (Fagan & Warden 168). Another constraint is the diversity of team members who traditionally define or frame problems according to their specialties, individual levels of perceptive ability, and world views (Beer 351).
These diversities according to Beer can result in a ‘ virtual tangle’ of interdependent work relationships which more often demonstrated by unproductiveness and ineffective strategies (352). Similarly, traditional reward and compensation being anticipated by individual team members are not proper for a team-based organization because it is only fitting for individual motivation. In a team, rewards are given for mastery of skills required to meet team goals and based on team performance rather than seniority, individual performance, and job classifications (Griffin & Moorhead 256).
According to Griffin & Moorehead, how a company rewards its employees is crucial to the lasting success of the organization (256) and therefore, a team member who is expecting but not getting his reward based on his traditional role would be disappointed and more often than not, his performance deteriorates significantly enough to affect the team performance negatively. In selecting the ‘ right’ team, a leader must be careful in identifying and select team members with the proper mix of both leadership and technical skills needed to effectively share leadership roles and responsibilities (Pearce & Conger 125).
Team members should be able to perform jobs that require understanding, independence, responsibility, and autonomous decision-making. This is because a really effective team does not require supervision and is able to adapt to the intensity and complexity of their roles (Smith & Flarey 193). Selecting the right people to work on the project means harmonizing the people to the technology and skill roles (Rosenberg et al. 31). Team members must be carefully weighed of their intelligence, familiarity, interpersonal skills, and depending on the size, scope, and complexity of the operations, the number of members should be determined cautiously as well.
More importantly, select creative people as they are often more attracted to the development of their talents and typically see life as a journey on which they seek to find things that are new and exciting (Whatmore 139).
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