Management of Change and Organisational Development - Essay Example

Running head: TASK 2: INDIVIDUAL ESSAY Management of Change and Organisational Development Name Institution Abstract A team is the most important component any organization or group can ever develop. It is “any group of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing a purpose and goals” (Ale Ebrahim, Ahmed, & Taha, 2009, p.1575). The formation of teams can be both short-term and long-term, depending on the task. These teams should be functional, self-managing and cross-functional (Waddell, Cummings & Worley, 2011). Functional teams work in the same area; Cross-functional teams have individuals from various task functions for purposes of dealing with a specific problem, and issue, whereas the Self-managing teams have individuals with responsibility of directing themselves in every aspect of work. Some of the models covered on teamwork revolved around the Tuckman’s Teamwork Theory, Korn/Ferry T7 Model, and The Input-Process-Output (IPO) model. These models have distinctively described the members’ requirements toward achievement. Therefore, motivation, commitment, and good leadership could facilitate healthy interaction in the team. This was mainly a reflective essay on the application of leadership in a group comprised of four members in whom the level of satisfaction, behaviour, and contribution of each member was fundamental to team development, and team functioning Key words: teamwork, motivation, leadership, interaction, team development, team functioning Models and theories on team functioning and development It has been very crucial for organizations and groups to focus on team-oriented management through the restructuring, downsizing, and reinventions to fit in the current competitive world. As a result, roles created in many organizations and groups have been team oriented that has led to flatter, leaner, and more agile organizations (Bergmann & De Meuse,1996). The complexity and competitiveness among the organizations had made it impossible for individuals to handle tasks on individual basis. As a result, organizations have formed the basic working units, such as research and development team, production crews among others. However, team can be ubiquitous in organizations because tasks are individual. As much as the significance of teams is clear, the ill-preparedness to transition among the employees lags these efforts. Initiating changes in organizations met much opposition from the workers hence reducing the rate of adoption of changes in these organizations. For instance, according to Bergmann and De Meuse (1996) “employees lacked the basic team skills of problem solving, dealing with conflict, conducting effective meetings, and interpersonal communication” (p. 37). Organizations and group must understand that team performance cannot be automatic because much time and efforts are vital. The team leader must rise to the occasion to offer the required guidelines and support to the members. In addition, an organizational culture to enable and foster teamwork is essential toward attaining a high level of team performance. There should be adequate knowledge on factors influencing team dynamics and effectiveness. (De Meuse 2009). In Amabile’s componential theory, motivation among the members acts as the major building block to a team. Low morale among the members can lead to absconding of the tasks hence leading to team failure. The Korn/Ferry T7 Model has been cited as a very effective model in building the team functioning compared to many other models , such as Rubin, Plovnick, and Fry, Katzenbach and Smith , LaFasto and Larson , Hackman , and Lencioni . In this model, Lombardo and Eichinger developed the T7 Model in 1995 to characterize the key features influencing the routine of work teams. This was through the five internal team factors namely, thrust, trust, talent, teaming skills, and task skills. These are major requirements in teams. According to Tuckman’s Teamwork Theory, The team forming stage is characterised by lack of familiarity among members that poses challenges because they had not gelled. Team formation was the storming phase and individuals started seeing themselves as a part of the team. Emergence of conflicts, confrontations, and differences of opinion among members trying to create space individually in the team may have reduced performance and lack of focus on the tasks to accomplished (Wheelan, 2010). Team leaders are very pivotal in defining the roles and responsibilities of each member. At the norming, stage members begin coming together to develop certain processes, establish ground rules, clarify roles for each member, and define the way of doing certain things. Last, the performing stage was the last phase of team formation in the organization. There was increased attention to the tasks and team relationships. The team leader delegated duties to get time to concentrate on the development of team members, and the team spirit helped the team to achieve more. The IPO model has equally been fundamental in teamwork to ensure improvement in the inputs and outputs targeted by the group. According to Linley, Harrington and Garcea (2010), this model is very clear in making inspirations and raising the level of autonomy. Although work is done individually, the ultimate goal is to achieve team goal through individual tasks. Team description and development This task was a success based on the cooperation, determination, and devotion of four members in my group just like in this organisation in which there was Chris, Glen, Nancy and Rosalind, together with Gresham, the team leader. However, my group had members A, B, C, and D, each had a very vital role to play in the group to achieve this assignment as a team. Based on Tuckman’s Teamwork Theory, group formations requires team forming, storming, norming, and performing (Rickards & Moger, 2000). This group had a task to identify the drivers of change and potential resistance to change in part A whereas the part B required the recommendations addressing the challenges observed in the adaptation to change. At the end of the task, there was report required on the information achieved by the group. To ensure the accomplishment of this noble task we had to appoint the group leader who was to guide, as through the tasks we had to perform. Normally, the available roles in the group varied from one field to another hence, there was a need to harmonise the group to ensure cooperation of the team. In addition, we had to set goals and standards of the group to set a strong team of members. Sharing the available roles in the assignment was mainly voluntarily on the parts that each member was more comfortable with to ensure high quality work on each part of the assignment. After the formation of this group, there were consultations on leadership of the team and member C appointed as the leader of the team. In addition, the whole issue of the task was discussed in several meetings held by the team and the last decision was assignment of these tasks to the members. Member A had to tackle the introduction and summary, and member B investigated the drivers of this change. On the other hand, member C researched on the resistance to these changes whereas member D drafted the recommendations and the conclusion of the assignment. Similarly, in part, B each member carried a different task in which member A did abstract and introduction, member B did findings 3.1 & 3.2, member C did findings 3.3 & 3.4, and member D did 4.0. After these tasks, the last meeting was held to prepare and compile a report reflecting on the goals and achievement of the team. Part B was in relation to the change of analysis on IBM. This had four subchapters namely motivating change, creating a vision, building political support and managing the transition. Achievement and advantages of working with these group members I was eager to lead as well as contributing to my group in any aspect that the members could have liked me to do. This could have ensured the success of my group as well as reducing conflicts, confrontations and challenges within the team. After the performing stage, the team had achieved the highest level of cohesion and other characteristics to success. In the first stage, the team displayed a shared and meaningful purpose. The team awareness on the tasks offered the motivation and inspiration for each member to work together with the rest to achieve his goals. There was efficiency in the team through the development of a clear direction, commitment, and momentum through the shared purpose that every member found useful (Beyerlein, Douglas, & Beyerlein, 2001). There were specific performance goals to be achieved and from which their success would be measured. Each member developed strategies that would help him or her achieve their goals. Members uplifted each other during the hard times and celebrated for any achievement hence leading to collective team goal, which they worked toward its achievement (Katzenbach & Smith, 1993). Each team member had clear roles and responsibilities in line with the tasks that the team meant to perform. Team leader (member C) facilitated regular reviews that minimised conflicts and misunderstanding between members and increased accountability by members in their performance of duty. The members understood their roles, knew the source of decision-making power, supported each other in task accomplishment and resolved any evident sources of conflict. Our team became successful through formulation of a common approach to issues (Michels, 2002). The team had a well-coordinated plan of action through which it could reach its goal by sharing methods of task performance. Diversity among the team members culminated the required aspect of a good team as each of our members had different ideas that we harmonised for the success of the team. There was mutual accountability in the team through trust and commitment to remain accountable to the goals of the team, and found it easy to share in the successes or failure of the team collectively. This made it possible for the required information to this report before the deadline because each member adhered to the goals of the team. Challenges faced by the Team Formation of a team remains a tough task amongst organisations as well as small groups to perform certain tasks. More so, the success of the formed group become tougher because of barrier to success that commence with the team formation. This not only posed challenges to the individual members but also the team leader in maintaining order and focus of the team. Therefore, there were numerous challenges we achieved in my team as discussed below. Conflicts within the group were inevitable, as member A and B could not withstand pressure from other team members whereas member A felt they were either despised or mistreated within the team. This could have been a source of hatred among the members hence pulling down the success of the team. Time wastage was another challenge faced in the team. As witnessed, managing and coordinating a group of people with different ideologies and perceptions became a hard task to accomplish in short time. As a result, much time was wasted in the attempt to cool down member A, B, and D or when trying to settle disputes among the members. Therefore, instead of focusing on the task assigned to the group, some meeting could start with claims and accusations of what some members did against another member. The challenge of managing the members’ diversity in many aspects was unforgettable. Being a group of both males and female from different races was cumbersome. Members did not have same expectations and requirements in the team as some were more emotional, less tolerant, and careless. In addition, differences in opinions and suggestions posed a challenge to the team leader. This emanated from the necessity to maintain the team harmony and dignity of each member without causing conflicts. Roles and responsibilities delegation among the members was another hectic task as member A and B were not ready to accept the roles given to them. In addition, member B and D felt underrated with the presence of hierarchical organisation of the team. This made them answerable to the team leader whenever there were some problems. This interfered with the line of authority and chain of command (Beyerlein & Beyerlein, 2000). Lessons and Suggestions to enhance the performance of the group and the satisfaction of its members It was clear to me that team building, maintenance and performance require more than the knowledge acquired from the textbooks because there is the emotional connection among the members of the team. The spirit of the team will be determined by the compatibility of the members regardless of the diversity, gender, race, and age among others. Therefore, any leader assigned to lead a team must develop the inner ability to lead and manage people of different background. This will eventually eliminate the conflicts and disputes that deter the success of the group. Most important is the need to work together as a team, uplifting each other, being kind, keeping to the rules and respecting the team leader. Therefore, if delegated the task to lead a team at any capacity or in organisation at least I have some issues that I can put first to ensure the success of the team. First, it is my opinion that each member has equal chance to contribute and giving opinion on any issue arising within the team. As a result, each member should have equal opportunity to ask questions as well as making suggestion toward the team matters. This will ensure thorough consultations before any decisions are made in the team. Second, any team should concentrate on the benefits harnessed from the members to the success of the group. For instance, people demonstrating good leadership quality should take the leadership whereas the experts in technical knowhow on researching and writing reports should be given mandate to guide the group in these file. In deed, each member must have areas comfortable to him/her to contribute. This will ensure completeness and effectiveness of the team. Last, respect of orders and adhering to rules of the team should not be optional to team members to facilitate cooperation and mission of the team. Therefore, team leader MUST deliver to the fullest toward the success of team. However, the directions and decision made by the leader should be applicable to members. Conclusion It was evident that developing a team within the organization is process that takes time to achieve. This is because such an activity must be taken through logical steps, with each step, being evaluated to be sure that is has been successfully established before the next one commences. Successfully implemented teams have the potential to lead to increased performance by members of the team; this could translate to achievement of each team member. References Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Virtual R & D teams in small and medium enterprises: A literature review. Scientific Research and Essay, 4(13), 1575–1590. Bergmann, T. J., & De Meuse, K. P. (1996). Diagnosing whether an organization is truly ready to empower work teams: A case study. Human Resource Planning, 19(1), 38-47. Beyerlein, M., Douglas, A., & Beyerlein, S. (2001). Team Development. JAI: New York. Beyerlein, M., & Beyerlein, S. (2000). Team Development (Advances in Interdisciplinary Studies of Work Teams). New Jersey: Emerald Group Publishing Limited. De Meuse K. P., (2009) “A Comparative Analysis of the Korn/Ferry T7 Model With Other Popular Team Models” driving team effectiveness, Minneapolis, MN: Lominger International: the Korn/Ferry institute. Katzenbach, J.R., & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School. Linley, P. A., Harrington, S., and Garcea, N. (2010). Oxford Handbook of Positive Psychology and Work. Oxford: Oxford University Press, p. 235. Michels, R. (2002). Teambuilding: The Road to Success. Chicago: Reedswain. Rickards, T., & Moger, S. (2000). Creative leadership processes in project team development: An alternative to Tuckman’s stage model. British Journal of Management, 4, 273-283. Waddell, D.M., Cummings, T.G., & Worley, C.G. (2011). Organisational Change, Development &Transformation. South Melbourne, Vic: Cengage Learning Australia. Wheelan, S. (2010). Creating Effective Teams: a Guide for Members and Leaders. Los Angeles: SAGE. Read More