Concepts and Theories That Can Be Useful to Managers in Ensuring Success in Teamwork Projects - Coursework Example

Discussion and Analyzes on Various Concepts and Theories that can be Useful to Managers in Ensuring Success in Teamwork Projects Name: Unit: Course: Instructor: Submission name: The term team can be defined in various ways. However, the most applied definition states that “A team is a group of people working together towards a common goal and objective.” Presently, almost everything in the world is achieved through teamwork. Large companies often use teamwork to accomplish success in teamwork projects. As well, small businesses apply the same technique to ensure that their products and services reach the clients. Non-profit making organizations also use teams to achieve their targets. Therefore, teamwork is one of the most effective strategies for successful managers. Managers who encourage their employees to work in the team have achieved increased productivity. One of the most significant advantages of teamwork is that the employees are in a position to combine skills and talents. As a result, the productivity of the organization will rise. For instance, working in teams enables the employees to combine marketing and technical skills. In the long run, complex projects are accomplished in a simpler and cost effective approach (fulop, linstead, & lilley, 2009). This essay will discuss and analyze various concepts and theories that can be useful to managers in ensuring success in teamwork projects. In focusing on the concepts and theories of leadership, according to Michan and Rodger, “a team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable” (Michan& Rodger, 2000 pp.201). This is a clear indication that the managers must ensure that the team achieves the set goals. Three main stages play a crucial role in teamwork. Firstly, the most critical stage is the utilization of resources. There must be enough resources to enable the team to achieve the set goals and objectives. Thus, it is the responsibility of the project manager to ensure that all the required resources are available. Secondly, the next stage is maintaining of the internal processes. It is the responsibility of the manager to ensure that the team is controlled adequately. As well, the members of the team must ensure that the skills, talents and ideas are shared effectively. The final stage is the production of output. Given the resources and the control process, the remaining task is the production of specific products. The team must ensure that the set objectives are achieved in a timely and effective approach. STAR Team model stands for Strengths, Teamwork, Alignment, and Results. Thus, it is profound to note that there are some key characteristics that ensure that STAR team model is successful. Firstly, the team must have a clear purpose. Michan and Rodger assert that “Organizations are pervaded either explicitly through mission statements or by particular assumptions or behavior” (Michan& Rodger, 2000 pp.202). As a result, the manager must ensure that clear vision is set, and the vision must encompass the organization values. This will enable the team to work with a clear purpose of accomplishing such vision. On the contrary, if the purpose is not clear then the team will not be effective. The second feature is the availability of appropriate culture. All teams must be incorporated and integrated into the organization culture. This is one of the theories of teamwork that ensure that the best results are achieved. This is because the group sets the expectations that the team must accomplish. For instance, successful teamwork ensures that sharing of successful experiences is guaranteed. Thus, this goes a long way in ensuring successful completion of the projects. Furthermore, it is imperative to set specific tasks for each team. In most cases, those tasks that contribute directly to the success of the organization are encouraged. On the other hand, the managers must motivate the team members to ensure that the teamwork is successful. The other feature is distinct roles. The members of the team are unique individuals with different skills and talents. Therefore, all the members must comprehend the roles and responsibilities of each. However, there is a substantial need to ensure that such roles are flexible enough. This will give room for the existing personal differences within the group. As well, personal development needs and membership changes will be accommodated effectively. Finally, it is profound to ensure suitable leadership in every team. Michan and Rodger argue that “The more complex and dynamic the team’s task, the more a leader is needed” (Michan& Rodger, 2000 pp.203). This is a clear suggestion that the team leader plays a crucial role. Team leaders maintain a strategic focus to support and achieve the organization’s vision. Thus, it is the responsibility of the manager to ensure that the leadership of the teams in every project is suitable. In reference to interaction process analysis theory, Gallie 2009 argues that “the growth of teamwork has been depicted as a major factor breaking down the hierarchical and conflictual nature of traditional Taylorist forms of work organization by promoting an organizational design that enhances both organizational objectives of increased productivity and employee self-realization and well-being” (Gallie at el., 2009 pp.7). Therefore, this is a clear indication that teamwork benefits both the organization and the employees. As well, there are several ways in which teamwork enhances increased productivity in an organization. One of the most significant ways is that it increases commitment. It is plausible that the hardworking employees play a vital role in the success of the organization projects. Thus, it is the responsibility of the managers to combine those workers who are committed to their work in groups. For instance, they will encourage the other employees to be punctual and put more effort is their work. There are several benefits of teamwork in organizations. Firstly, it increases the productivity in the workplace. Glassop asserts that “It is argued, therefore, that firms that implement teamwork will have a higher level of labor productivity than firms that do not have these team structures” (Glassop, 2000 pp.226). This is a clear suggestion that there is a substantial need for the managers to apply teamwork in their organizations. As a result, this will lead to increased production. Secondly, teamwork ensures that quality services and products are produced. The main reason for this is that the employees combine their skills, talents and knowledge. As well, they engage in sharing of the success experiences. In the long run, this will lead to improved and quality production of products and services. Research also indicates that teamwork reduces absenteeism in the workplace. One of the central propositions for this is that employees consider working in teams as adventurous. Therefore, every employee wishes to be part of the success accomplished by the team. The Bruce Tuckman’s teamwork theory describes four main stages of teamwork. This includes forming, storming, norming and performing. Tarricone and Luca argue that teamwork “is a cooperative process that allows ordinary people to achieve extraordinary results” (Tarricone& Luca, 2002 pp.2). Besides, Bruce Tuckman’s stages of teamwork a great emphasis is made for the need for a cooperative environment. Thus, it is the role of the manager to ensure that the environment is suitable for teamwork. Such an environment should enable the employees to share ideas, knowledge, and skills effectively. However, there are several required attributes for successful teamwork in an organization. Firstly, commitment to the team success and shared goals is imperative. Thus, the members must depict the highest level of engagement. To ensure this happens, the manager must ensure that the team members are well motivated. Secondly, there is a need for interdependence. The members should contribute to the success of the projects far more than if they worked as individuals. The manager, therefore, should ensure that a positive interdependent environment is created. As well, interpersonal skills play a crucial role in the success of teamwork. Values such as honesty, trustworthiness, respect, and support should be depicted by each member. This will ensure that the members are in a better position to discuss issues in an open and effective manner. Open communication and positive feedback should also be encouraged. To achieve this active, listening should be encouraged. On the other hand, each contribution made by the member of the group should be valued. After that, positive feedback from the members should be as well valued. Finally, it is imperative for the team leader to ensure that the contributions are open to constructive criticism (Graetz, 2006). As a result, this will ensure that the group arrives at the best decisions and achievements. Another imperative attribute is the team composition. Each member of the team must be aware of their specific roles and responsibilities. In most cases, this is the role of the team leader. This will go an extra mile in ensuring that the team works towards achieving the set goal is an effective and efficient approach. Commitment to team processes, leadership, and process, play a crucial role. According to Tarricone and Luca “team members need to be accountable for their contribution to the team and the project”(Tarricone& Luca, 2002 pp.4). This is the main role that should be played by the team leadership. Maslow hierarchy of needs theory is the main theory of motivation in any given teamwok or workplace environment arranged in the hierarchy of needs. The theory, points out the need of motivating team members by realizing their needs in hierarchy of essentiality, such as safety in salary or wages, good work environment etc. Thus, the theory encourages the employees to share knowledge and ideas across the organization (Hutt, 2004 pp.27). In addition to the above, Advisor Council Arbitration Service (ACAS), 2003 discusses various concepts and theories concerning team work. One of the main issues of concern is how managers get to introducing teamwork in their organizations. One way of doing this is to carry out research concerning teamwork. The manager should consider visiting organizations that have successfully incorporated teamwork in their operations. Secondly, ensure that the senior managers are fully aware and committed to teamwork as a success strategy. Thirdly, it is imperative that participative management is supported. This is the kind of leadership whereby the employees and other organization stakeholders participate in decision-making process. As well, Advisor Council Arbitration Service (ACAS), 2003 report asserts that “Plan teamwork as a continuous process where plans are regularly adjusted as changes are evaluated.” Therefore, the managers must keep updating the plans as expected. Conclusively, good communications and consultation should be prioritizing in the period of introduction of teamwork. Hoegl, and Gemuenden argue that “communication is the most elementary concept of a team” (Hoegl&Gemuenden, 2001 pp.437). This is one way in which the members of the team share ideas and skills in an effective manner. There are several ways in which the quality of the communication in a team is described. These include frequency, structure, formalization, and openness to share ideas. For instance, formalization describes how members of the team can spontaneously converse with each other. On the contrary, frequency means how extensive the members communicate. This is a clear indication that the project manager must ensure that communication between the team members is enhanced (Fulop, Linstead, & Lilley, 2009). According to “Team effort is transforming the way government does work. Teams are focusing on customer needs, collaboratively looking for solutions to problems, using data to make decisions, and data to measure outcomes” (West, 2008 pp.12). Thus, this is a clear suggestion that teamwork is applicable everywhere. For instance, the government is using teamwork to accomplish it goals and objectives in an effective manner. Managers thus should ensure that they utilize teamwork all the possible operations in the organization. This will go a long way in ensuring that the organization becomes competitive in the markets. Thus, teamwork has been applied as a competitive advantage strategy is most of the successful organizations across the globe (Hoegl & Parboteeah, 2007 pp.150). In conclusion, Sohem argues that “Leadership and teamwork are the warp and woof of the dynamic fabric of organizations. One cannot exist without the other in an organizational environment activated by a constellation of teams” (Sohem, 2013 pp.1). Therefore, achieving success through teamwork calls for strong leadership skills. The manager should be in a position to manage both leadership and teamwork. As a recap, there are several advantages of applying teamwork in the organization projects. Firstly, it increases the productivity of the employees in the workplace. The main proposition for this is that employees share talents, knowledge and skills effectively. Secondly, teamwork enhances the production of quality products and services. As well, working in teams enables the organization to reach it targets effectively and efficiently. Teamwork as well ensures employees commitment to their work. This is because in the team individual roles are encouraged. Thus, every member does all the best to ensure that their functions are accomplished successfully. In the long run, this leads to the successful achievement of the organization’s vison. Finally, the theory of motivation plays a vital role. Research reveals that motivated members of the team perform extraordinarily as compared to the other employees. Thus, it is imperative for the managers to ensure that the members of the team are highly motivated. It is essential in ensuring that the organization projects are accomplished successfully. References Advisor CouncilArbitration Service (ACAS), 2003. Teamwork: Success through People, pp.1-24, Retrieved from http://www.acas.org.uk/media/pdf/g/7/B14_1.pdf, 3/7/2016 Gallie, D., Zhou, Y., Felstead, A. and Green, F., 2009.Teamwork, productive potential and employee welfare. SKOPE Research Paper, (84), 7-34, 7-34. Retrieved from http://www.cardiff.ac.uk/socsi/research/researchcentres/skope/publications/researchpapers/SKOPEWP84.pdf, 3/7/2016 Glassop, L.I., 2002. The Organizational Benefits of Teams.Human Relations, 55(2), pp.225-249 Retrieved from http://fagbokforlaget.no/boker/downloadpsykorg/KAP9/artikler/Betydningen%20av%20team%20for%20organisasjoner.pdf, 3/7/2016 Graetz, F., Rimmer, M., Lawrence, A. and Smith, A., 2006.Managing Organizational Change. John Wiley & Sons, Retrieved, http://apps.mmu.ac.uk/cpd/attachments/documents/24/Managing-Organisational-Change.pdf. 3/7/2016 Hutt, W., 2004. Maslow’s Hierarchy of Needs. Educational Psychology Interactive. 22-47, Retrieved from, https://www.iccb.org/pdf/adulted/healthcare_curriculum/curriculum&resources/context_social_studies/F.%20HC%20Context%20Social%20Studies%20Resource%20File/Maslow's%20Heirarchy%20of%20Needs.pdf, 3/7/2016 Hoegl, M. and Gemuenden, H.G., 2001. Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organization Science, 12(4), pp.435-449, Retrieved from http://web.mit.edu/jrankin/www/teamwork/quality_evidence_Hoegl.pdf, 3/7/2016 Hoegl, M. and Parboteeah, K.P., 2007. Creativity in innovative projects: How teamwork matters. Journal of Engineering and Technology Management, 24(1), pp.148-166, Retrieved from http://avalon.cuautitlan2.unam.mx/materialesdidacticos/gerardo_sa/articulos/prueba/prueba4.pdf, 3/7/2016 Michan, S. and Rodger, S., 2000. Characteristics of effective teams: a literature review. Australian Health Review, 23(3), pp.201-208, Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.529.9166&rep=rep1&type=pdf, 3/7/2016 Robbins, S.P., 2001. Organizational Behavior: Global and Southern African Perspectives. Pearson Education South Africa, Retrieved from http://www.worldcat.org/title/organisational-behaviour-global-and-southern-african-perspectives/oclc/308184322, 3/7/2016. SoFulop, L.E., Linstead, S. and Lilley, S., 2009. Management and Organization: A Critical Text.uth Africa, Retrieved from https://dro.deakin.edu.au/eserv/DU:30041603/wraybliss-organisational-evid-2009.pdf, 3/7/2016 Sohmen, V.S., 2013. Leadership and teamwork: Two sides of the same coin. Journal of Information Technology and Economic Development, 4(2), p.1, Retrieved from http://www.gsmi-ijgb.com/documents/jited%20v4%20n2%20p01%20victor%20sohmen%20-leadership%20and%20teamwork.pdf, 3/7/2016 Tarricone, P. and Luca, J., 2002. Successful Teamwork: A Case Study, pp. 1-7, Retrieved from http://www.unice.fr/crookall-cours/teams/docs/team%20Successful%20teamwork.pdf, 3/7/2016 Tarricone, P. and Luca, J., 2002. Employees, teamwork and social interdependence-a formula for successful business? Team Performance Management. An International Journal, 8(3/4), pp.54-59, Retrieved from http://www.emeraldinsight.com/doi/pdfplus/10.1108/13527590210433348, 3/7/2016 West, M.A., Tjosvold, D. and Smith, K.G. eds., 2008. International Handbook of Organizational Teamwork and Cooperative Working. John Wiley & Sons, http://library.uniteddiversity.coop/Money_and_Economics/Cooperatives/%20International_Handbook_of_Organizational_Teamwork_and_Cooperative_Working.pdf, 3/7/2016 Read More