Essays on Concepts and Theories That Can Be Useful to Managers in Ensuring Success in Teamwork Projects Coursework

Tags: teamwork
Download full paperFile format: .doc, available for editing

The paper "Concepts and Theories That Can Be Useful to Managers in Ensuring Success in Teamwork Projects" is a great example of management coursework.   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 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 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 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 the 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 a vision. On the contrary, if the purpose is not clear then the team will not be effective. The second feature is the availability of an 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.

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

Download full paperFile format: .doc, available for editing
Contact Us