The paper "LS Travel Retail Pacific - Developing and Managing Effective Teams" is a perfect example of a management case study. LS Travel Retail Pacific is a retail firm dealing in cultural products with over 90 branches in Australia. Effective teams have common goals that its members work towards achieving them. Diversity management aims at maintaining a constructive work environment. Setting up and managing effective groups are achieved through joint development of a strategy for solving problems, the establishment of objectives, participatory style and definition of group members’ roles. Effective diversity management comprises of defining diversity, developing a system, practical management responsibilities and availing the appropriate resources.
The report will also present the differences between theories in the above areas and the practices of LS Travel. Recommendations based on the differences will also be suggested. Work Place Introduction LS Travel Retail Pacific is a devoted seller of artistic and leisure merchandise around the Asia Pacific area. It has more than 90 outlets that are based in Australia around main airports as well as commuter terminals. A team is a group of individuals working in unison to attain a similar purpose.
Effective teams have specific features that enable team members to work more efficiently and productively. Creating and managing efficient teams is a hard task but when it achieved, it is very beneficial to an organization in terms of higher quality production. Management of diversity intends to promote and keep up a positive workplace setting. Productive management of diversity will encourage acknowledgement and respect of personal differences that are found amid a group of workers (Kramar & O'Neill 2008). Theory Developing and managing effective teams Herzberg’ s theory affirms that certain aspects in the job place lead to job satisfaction while another different set of aspects cause dissatisfaction.
According to the theory, people are not much concerned with the contentment of lower-level desires at work such as those related to minimum wage levels or good working conditions. Instead, people are interested in the satisfaction of high-level psychological needs associated with recognition, advancement, achievement and responsibility. Job features that are linked to the nature of the job a person do actually have the ability to gratify needs like status, competency and personal worth hence making him or her satisfied.
Nevertheless, the lack of such satisfying job features does not seem to lead to unhappiness and discontentment. Discontentment results from adverse assessments of job-oriented aspects such as supervision, company policies, and salary and technical issues (NetMBA 2012). According to Daft (2011), managers should create and manage effective teams in their organizations in order for the firm to fully benefit from the teams. Effective teams have open-ended gatherings and set up active strategies for solving problems which go past discussing, delegating and deciding how to go about some issues.
When necessary, the members of a team set aside their activities to help other team members. In an effective group, performance is not assessed based on a person’ s capacity to persuade other team members but instead is evaluated directly by assessing the work outcome of the entire team. One of the best ways for a manager to develop an effective group is by establishing objectives in unison with all the team members. The manager should define performance goals with the group and ensure that each and every team member understands the predetermined goals as well as the necessary efforts that will be required so as to achieve the goals.
This enables all team members to remain focused and to work hard and together towards the achievement of a common goal (Wheelan 2009).
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