Essays on Organization Leadership and Team Design Assignment

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Organization Leadership and Team Design Leadership in Organizations Organizations team design is an important aspect in organizations. In order for easy team design and management, an organization needs to have a formidable leadership. This paper provides certain perspectives brought through a discussion. The discussion relates to the area manager of AT&T views on leadership and team design at an organization. In the development of teams, different factors need merging. It is also true that with the current changes in the business environment, team development needs to be flexible (Yukl, 2010).

The area manager of AT&T states that in order for teams to reach company goal, various aspects are necessary. In respect to this condition, he states that it is the obligation of the team leader to manage activities of teams. It is also imperative that teams receive necessary resources as well as assets in transacting. The officer further states that team players need to work at their preferred location. It is true that tasks have an impact on employees’ performance but team leaders need to understand each ones capabilities (Boynton &Fisher, 2005).

Understanding team members’ capabilities assist in resources as well as save on company’s resources. Aligning leadership and Organizational Design Team leadership’s relation with values, beliefs, and attitudes results in powerful allies. It is also true that team leadership and organizational design relates to a lot of extent. Leaders in organization act major driving forces for change. In organizations, changes might relate to the upgrade of talent, changes in routine, change in beliefs as well as culture (Holbeche, 2009). The other task of leaders in organizations includes management of other team members’ roles.

Leaders have the function of motivating employees and retaining their loyalty to the firm. The manager in the company illustrates that delegation is an important aspect of the organization. Delegations of tasks in organizations provide fast results. The process of delegation on the other hand improves relations in organizations. (Parker, 2008) The official states that the process of improving the effectiveness of teams involves certain roles from leaders. Leaders need to provide clear goals to teams. The management team on the other hand has the role of ensuring an effective process.

It is also important that the leadership team engage the hearts of employee towards company objectives. How to Design Teams In relation to team designing, organization leaders need to concentrates on its structure. The structure of teams in organization relates to its successes or failures. The area manager of AT&T in the organization states that certain elements are of important in designing teams. The elements of importance in the designing of teams include company’s mission and visions (Rapanta et al. , 2013).

On the other hand, people in organizations have important functions. Interaction of individuals in organizations promotes trust and motivation. For effective teams’ functions, strategies need considerations. Strategies in organizations assist in assignment of duties. Strategies assist in the allocation of resources in companies. Successful teams according to the manager need to consider the following elements. A successful team needs to consider specific goals. The importance of goals in teams is to provide focus for business activities. (Kuipers & Stoker, 2009) The other aspect of successful teams is commitment.

Shared rewards and defined roles of individuals are other aspects of a successful team. Other aspects of importance in the development of teams include trust. Trust assists organizations meet their perceived goals. Mutual respect and communications within teams are aspects of importance to organizations. The above model as formulated indicates that important models of teams need to answer certain names. Leaders in organizations need to answer particular questions. The first question that effective teams answer concentrates on goals. The other aspects of importance include leaders’ concentration on employee roles, work and provide evaluation measures (Lencioni, 2002).

Leaders, further strive to improve employees’ attitudes, beliefs, as well as organizational culture. Organizational Team Development Process In relation to formation of teams, certain stages of development are important. The area manager of AT&T postulates that the process of team development needs to consider alignment of beliefs. Alignment of teams to organization culture, attitude and beliefs calls for exercise of caution. Considering the views of the area manager of AT&T, choices within an organization considers partitioning of tasks between employees and employers (Thompson, 2008).

It is essential that team partition their duties and roles. Partitioning in a manager ensures that specialist provide services according to their specialty. Partitioning of responsibilities reduce wastage of resources and foster exchange of information (Boynton &Fisher, 2005). The first step in the formulation of teams is the forming stage. The forming stages in the development of groups assist individuals understand each other. At this stage, leaders play a dominant role of prescribing roles to employees. The next step in the development of teams revolves around the storming phase.

Storming stage revolves around presence of conflicts in teams. Team members may challenge authority of fight for positions. To limit such influences organizations need to delegate responsibilities. Norming is the next step to the formulation of teams. At this stage, individuals appreciate their differences. The following important stage is the performing phase. In this stage, the practitioner narrates that leader delegate their responsibilities (Lencioni, 2002). The last stage to formulation of teams is the Adjourning phase. Since projects have definite end periods, the adjourning phase relates to the end of projects or team interactions.

Aligning teams to Organization Values & Beliefs In organizations, an effective culture is necessary for influencing patterns of behavior. On the other hand, organization culture assists in improving employees attitudes. The area manager of AT&T narrates that in order to enjoy the power of teams alignment is necessary. Alignment relates to utilization of team strengths and resources (Novak, 2014). The area manager of AT&T further states that all the tasks of coordinating teams rest on the management. The manager argues that in the aligning of teams in organizations certain aspects are of consideration (Carless, Mann & Wearing, 1998).

In aligning of teams’ values to organization, goals the management, teams need to receive necessities. Necessities are important in the fulfillment of organizational functions. Necessities include computers, chairs, or even working tables. Another important aspect is provision of resources. Provision of compensation such as salaries improves organizations’ performance. Conclusion The designing of the alignment model considers the values of employees well being. The well being improvement for employees include the improvement of housing.

Another aspect of importance in creating formidable cultural alignment is providing a clean working environment. Employees in the organization further need to understand their terms of contract. This might include the salary, working times as well as leaves (Novak, 2014). The other aspect of improvement on the project is the inclusion of employees on management. On the organization, the management needs to encourage team members’ contributions. Such contributions include strategies on finances, administration or on logistics. The other important aspects of aligning teams to the culture of organization is educating and training employees (Holbeche, 2009).

The provision of education includes cooperation with educational institutions. Employees in lectures or on online basis absorb such materials. For those employees who prefer training to education programs, the firm offers free training at a fee. Such training would include attending seminars which boarder on many fields (Rapanta et al. , 2013). Such training programs will run concurrent to educational programs. On the other hand, the company changes its policies to meet current demands of employees. Comparison Matrix Practitioners strategy Strategy Delegation of responsibilities The administrator makes final decisions The administrator offers their thoughts on the design.

The leader checks on team performance by creating efficient communication networks. The leader incorporates workers on organizational thoughts. She receives various proposals but settles on her idea always. Delegation of responsibilities with evaluation criteria All teams members may make decisions The administrator makes decisions from brainstorming meetings of teams. The organization’s leader develop effective communication networks for teams The organization’s leader incorporates all teams in developing proposals and settles on the effective model. References Boynton, A., & Fisher, B.

(2005). Virtuoso teams: Lessons from teams that changed their worlds. Harlow, England: Financial Times Prentice Hall. Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. Hoboken, NJ: John Wiley & Sons, Inc. Parker, G. (2008). Team players and teamwork: New strategies for developing successful collaboration. (2nd ed. ). San Francisco, CA: Jossey-Bass. Thompson, L. L. (2008). Making the team (3rd ed. ). Upper Saddle River, NJ: Pearson Prentice Hall. Yukl, G. (2010). Leadership in organizations (7th ed. ). Upper Saddle River, NJ: Pearson Prentice Hall. Carless, S. A., Mann, L., & Wearing, A.

J. (1998). Leadership, Managerial Performance and 360-Degree Feedback. Applied Psychology: An International Review, 47(4), 481-496. Holbeche, L. (2009). Aligning Human Resources and Business Strategy. Amsterdam: Elsevier/Butterworth-Heinemann. Novak, V. M. (2014). Design management of sustainability values: a learning organization perspective. Architectural Engineering & Design Management, 10(3/4), 218-232 Kuipers, B. S., & Stoker, J. I. (2009). Development and performance of self-managing work teams: a theoretical and empirical examination. International Journal Of Human Resource Management, 20(2), 399-419 Rapanta, C., Maina, M., Lotz, N., & Bacchelli, A. (2013). Team design communication patterns in e-learning design and development.

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