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Factors of an effective team
How individuals can affect team dynamics
Building effective teams and teamwork
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Effective Team Building
The company description of EcoSeagate states that it is “about identifying and overcoming barriers and excelling as an individual and team member. Be ready to learn through activities and speakers about achievement and excellence. Be prepared to experience our corporate values and Seagate competencies in new and unexpected settings and get ready to see how our objectives can be reached by challenging ourselves, adapting to new circumstances and contributing to an aligned focused team.” (Larson, 2008) EcoSeagate employs four types of team building with varying degrees of success to accomplish this lofty goal, Goal Setting, Role Definition, Interpersonal Processes and Problem Solving. (McShane & Von Glinow, 2008 p. 304)
The first type of team building that EcoSeagate addresses is goal setting where the team clarifies the performance goals, increases the team’s motivation to accomplish these goals and establishes a mechanism for feedback on a team’s performance. (McShane & Von Glinow, 2008 p. 304) Four months before the EcoSeagate ever begins, teams are chosen so that they can discuss preparations for the event including supplies, gear, physical training and nutrition. (Larson, 2008)
The common goal at the beginning is to make preparations for the supplies and gear that will be needed to be successful in the upcoming competition and to make sure that everyone is well trained in the physical activity to come. In addition, they must decide together when they will arrive in Queenstown before the competition to get to know each other on a more personal level. (Larson, 2008) To supp...
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...ek with all of the tasks at once, the team’s successes had built up their confidence sufficiently to allow them to persevere despite injuries and fear because they trusted that they had someone to back them up.
Overall EcoSeagate was designed to make sure that the groups were small enough, to get to know each other well enough, to accomplish goals set forth and to finish the race together even if meant they didn’t come in first. (Larson, 2008)
References
Larson, K. (2008, March 4). Making up for lost time. Message posted to EcoSeagate 2008, archived at
http://ecoseagate.blogspot.com
McShane, S. L., & Von Glinow, M. (2008). Organizational Behavior : Emerging Realities for the Workplace Revolution (4th ed.). New York, NY: McGraw-Hill Irwin.
They were a single thing, a crew.” The boys realized they were more than just friends they were teammates. There teammate was sick and they weren’t crossing the finish line without him, so they took him along anyway. They had been working on this for three years their teammate deserved to cross the finish line. The boys learned to become a team and trust each other.
Harnessing unique applications that formulate effective team competencies can be greatly beneficial when nourishing team dynamics. These necessary factors create high performance levels due to consistency and team cooperation. Performance appraisal is a great way to determine team dynamics due to summative evaluations that are executed during a practice. To obtain effective team dynamics it is important that each individual motivate one another in a positive manner, provide feedback and have an open mind. In conclusion, each member of the team should not be shy introducing any new ideas during the engineering, keep in mind that there is no wrong answer and diversity and innovation is always permitted. In a nut shell, Ocean’s Eleven depicts true signs of team work, leadership and the proper power and influence a leader should have to achieve his/ her goals in life.
As soon as the four members of my team entered the breakout room, we had begun the stages of team development. As Bruce Tuckman (1965) observed in his research, teams often undergo a five-stage process of team development: forming, storming, norming, performing, and adjourning. During my team’s forming stage, we defined what our objective was and planned a general outline of how this was to be accomplished. Because we didn’t know each other very well, a quick introduction was given so we could get to know each other a little better. Next, we had a brief stage of storming which caused a bit of inefficiency. This was our initial five minutes of confusion due to not knowing each other’s strengths and who was better suited to answer which question. Our norming and performing stages melted together as we quickly gained our footing on the task at hand and settled for an execution strategy which would allow us to perform at a fairly efficient speed. Our performing stage was very encouraging and helped the team push through the questions...
“The team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from the team leaders (Developing Management Skills).” ... ... middle of paper ... ...
Rather than trying to figure everything out as big unorganized group, the team is separated, fine tuned, and put back together.
Developing and improving the team work in my organization is one of my key responsibilities. I work in a military department with about thirty different personnel. Each individual has certain skills, age, rank, and motivation. These attributes can make my department effective or ineffective.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Robbins, S. P., & Judge, T. A. (2007). Organizational Behavior (12th ed.). Upper Saddle River, New Jersey, United States of America: Pearson Prentise Hall.
Before a group can achieve the synergistic performance Jimenez is looking for it must meet three preconditions. First, team members have to approach the task at hand with the motivation to work cross-functionally and the confidence that they can produce effective solutions. In Wichita, much of the motivation came from the evident crisis in performance. Everyone in the plant knew that it was underperforming and there is no stronger motivation for action than a survival crisis.
Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin.
McShane, S.L. and Von Glinow, M. A. (2009). Organizational Behavior: Emerging knowledge and practice for the real world. McGraw-Hill.
McShane, S.L., Olekalns, M. & Travaglione, A. 2013, Organizational Behavior: Emerging Knowledge, Global Insights 4th ed., McGraw-Hill, Sydney.
The collection of ideas, knowledge, and experience of different individuals is better than that of only one person. From problem-solving to innovation, organizations have relied on the high-performances of groups and teams to set the organization apart from the rest. Having a common goal will make each team member accountable for the success and failure of the team. Since each team member is accountable to the team, each member's behavior will have an effect on the team. To belong to a team requires that each member be clear on the goals and objectives of the team-to share a common vision. (Park, 2005) By doing so, a group can become a high-performance team.
To start off on the right path, the team must understand what they are working towards. They must be committed to work hard in order to accomplish their goals. Each member should have expectations from everyone and themselves as part of the team.
Organizations use teamwork because it increases productivity. This concept was used in corporations as early as the 1920s, but it has become increasingly important in recent years as employ...