Team Effectiveness
Abstract
No man is an island is a phrase that may be taken lightly by some people, but it has a lot of weight in an organization. For an organization to start and get past their initial stages of growth, members need to come up with a way to communicate with each other. The members need to have a proper understanding of their roles and how they affect the other members of the workplace (Cooke & Hilton, 2015). Each function relates to the other, and in conjunction, the whole organization moves forward as a whole being able to function efficiently. Each department or element, according to the hierarchy of the company, needs to work in a coordinated manner that will allow for the company’s goal to be achieved.
The chosen project was on personal development, including cover letters, project goals, and resumes.
Task 1 – Written Responses
Q1. Describe how you consulted and maintained open communication with your project team to secure a mutual understanding of team purpose, roles, and responsibilities in compliance with the organizational requirements?
The members clearly defined their skills on cover letter creation or resume creation to provide functionalities according to ability. Tasks were then assigned according to the desired skills to ensure the best output (Dixon, 1996). Each member notified the other on completion of a job to combine the sections that comprised of one document such as images on a resume and the collection of skills and experience.
Q2. As a Project Manager, you should work out objectives that meet the needs of the project and have the total support of the work team. Stages of development (Tuckman’s original theory of group behavior and evolution) are a consideration to ensure the achievement of project objectives. Discuss what Stages of Development consists of and state what do you see your role during those stages?
Forming (“Tuckman (forming, norming, storming, performing) | Multi-Stakeholder Partnerships,” 2020)
This is the stage where all the teams are created, and each of the units is assigned with a task, and the group leader is determined.
Storming
The team members bring in their ideas on how to carry out the tasks, and they get to understand each other’s way of thinking and solving problems and skills.
Norming
Members of the group assign tasks and agree with each other on how to carry out the common task. Don't use plagiarised sources.Get your custom essay just from $11/page
Performing
The team then carries out the task that they have been provided with according to the assigned tasks and consult each other upon completion.
Adjourning
This is dissolving the team after accomplishing the objective that has been set for them.
Q3. To what degree was your team responsible for its quality? Who does the checking and rectification? State if you had to encourage them in meeting the expected project outcome.
The team does its quality assurance for the tasks provided within the organization, and members who were assigned the tasks rectify them (Potter, Cooke & Balthazard, 2000).
Motivation to provide the best outcome was provided by involving the team in the decision-making process for quality expectations to provide the members with expected results.
Q4. What skills do team members need to work in a team, as stated in the performance plans, rather than in a traditional hierarchical structure? State the function competencies (technical skills), interpersonal skills, and teamwork skills required to operate effectively in a team in your project.
The members need all three types of skills (Gray & Higgins, 2017); technical expertise to help them carry out specified tasks, interpersonal skills to allow them to communicate with each other during tasks assigned to teams and teamwork skills to ensure they function well especially independent tasks.
Q5. Classify the variety of communication strategies and propose specific approaches to generate an appropriate communication environment. Also, state what you should do to make your project team an effective one
Communication strategies include: (“7 Types of Communicative Strategies | Nonverbal Communication | Communication”, 2020)
- Nomination – presenting relevant and bright ideas
- Restriction – constraining responses to various categories
- Turn-taking – knowing and identifying when there is not only a chance but a turn to talk
- Topic control – keeping the conversation going to invite discussion and avoiding deviation
- Topic shifting – encouraging conversation when a topic comes up
- Repair – making sure that messages are delivered
- Termination – using both verbal and non-verbal cues to end the conversation
Ensuring that nomination of communication ideas only when necessary occurs and topic control to avoid deviation while repairing any miscommunication while ensuring proper turn-taking will ensure proper communication.
Q6. How do you, as Project Manager, to ensure successful team operation, maintain an open, honest, and productive relationship with your team members that depend on effective communication? To respond to this question, answer directly to the following questions a) – f).
How easy is it to get information from other members?
Getting information from team members is easy since they know my specific role within the company (Sjölin, 1988). However, making sure that proper communication between the members may be the issue to look into.
Do team members consider one another’s feelings? If so, how do they find them?
Team members consider each other’s feelings while carrying out tasks. However, sometimes for better output, the opinions are found, but there have to be changes made if the team does not agree with the current production (Sjölin, 1988).
Do team members consider one another’s viewpoints?
Turn-taking during conversation is especially during norming (Sjölin, 1988) of a team, is quite essential and has to be considered to ensure all members have their opinion heard and their skills known.
Do you all give information willingly? Consider why or why not?
All members give information willingly, but sometimes there may be hindrances when it comes to considering a person’s feelings (Sjölin, 1988).
Do you know what your fellow team members think about your contribution? If so, what do they believe?
I have spoken to my team members about my role in the team as a project manager to ensure I am carrying out my task efficiently (Sjölin, 1988), and I am yet to receive any complaints, however.
Are you open with each other, or is your conversation strictly about the job?
To avoid a hostile work environment, I have allowed members to be open and get to know each other to have them work efficiently as a team. Since there needs to be communication. However, ensuring that termination of conversation when it takes too much time is something that has also been addressed (Sjölin, 1988).
Q7. Describe a situation where you communicated unresolved issues, concerns, or a problem raised by team members to management and how you followed up on the resolution. Also, outline the methods used to recognize the issue, concern, or problem.
Some methods that were used to identify issues include (KONEYA, 1981):
- Group assessment
Each team created and adjourned was evaluated to ensure that they function correctly. In case issues came up, they were recorded to avoid future inconveniences.
- Employee reviews
Employee feedback, as well as functionality assessment, was done to avoid underperformance to ensure every member worked to their best when a function was assigned.
- Risk assessment
All risks identified during the initial stages of the company are looked into. This is to ensure that none of the dangers occurred without notice.
Sometimes the members complained about criticism during employee reviews. Criticism was not being handled well while identifying low rated work. As the project manager, I had to come up with standards for any labor provided.
Task 2 – Portfolio of evidence
- Establishing Team Performance Plan Team Objective Statement
| Task | Person responsible | Person accountable | Consultant | The person informed on completion |
| Writing resume | John | John | Project manager, Linda | Project manager |
| Creating a cover letter | Linda | Linda | Project manager, John | Project manager |
| Taking photos | Kelvin | Mandy | Mandy | Project manager |
| Editing Photos | Mandy | Kelvin | Kelvin | Project manager |
| Assessing work | Whole team | Whole team | Internet and industry standards | Whole team |
| Overseeing tasks | Project manager | Project manager | Industry standards | Whole team |
| Person Phase | Linda | Mandy | Kelvin | John | Project manager |
| Creating a project plan | I, S | I, S | I, S | I, S | A, S |
| Creating resume | P, S | P, A | R | ||
| Creating cover letters | P, A | P, S | R | ||
| Taking photos | S, A | P | R | ||
| Editing photos | P | S, A | R | ||
| Overseeing tasks | P | P | P | P | P, S |
- Skills matrix
- Team Purpose Identification
| Issues in the current situation of the project | Communication and taking corrections |
| The feeling of success in the project | Gaining skills in various areas |
| Stakeholders (internal and external) | Internal: Team members External: Clients whose documents are written |
| Do you know the client’s expectations | Yes. Good and Industry-standard work |
| Purpose of the project team | Meet client needs while gaining new skills to use to function later. |
- Team Objective Statement
| Project Name | Personal development |
| Background, issue, and opportunity | Created after the class discussion to help the team to grow as individuals. |
| Project objectives | Create documents that will grow a career |
| Project deliverables | Creating of resumes Creation of cover letters Carrying out of team assessment Taking and editing photos |
| Key success criteria | Coming up with excellent and competent documents |
| Assumptions | Any documents created by the team are acceptable anywhere |
| Risks | Miscommunication |
| Obstacles | Functioning as a team completely |
| Project team | Kelvin, John, Mandy, Linda |
| Team objectives | Come up with documents Come up with photos |
- Team Consultation Plan
| Team member | Team member contribution | Methods To consult | The input of member to company objectives | The information of member on agreeing with standards on quality & performance | The information of member on team KPI | The information of a member on an individual’s KPI | Information from Team Member on designing job descriptions |
| Project manager | Assess and oversee tasks | Direct open forum or exhibition of work | High since he makes sure everything runs smoothly | Sets the standards together with team members | High and ensures teamwork | Motivates team often | Creates job descriptions |
| John | Writing resume | Directly mostly from Linda | High since they make sure every resume is good | Works to create exceptional resumes but they do not like quality checks | Works well with the team but does not like critique on their work | Often needs motivation | Does not assign tasks unless when delegating them |
| Kelvin | Taking photos | Direct mostly from Mandy | High since they take photos using a high-quality camera | Ensures pictures taken are of high quality | Works great with the team and is committed to tasks | Self-motivation | Sometimes assigns tasks to fellow team members in case help is needed |
| Mandy | Editing photos | Directly mostly from Kelvin | High. Edits photos to ensure they are presentable | Edits photos to their best quality but does not like quality checks since they may end up adding work | Works well with a team but also does not too much critique | Self-motivated but sometimes needs a nudge | Does not assign tasks and likes working on their own to avoid conflict |
| Linda | Writing cover letters | Directly mostly from Kelvin | High. Ensures grammar is perfect and presentable | Comes up with great cover letters and welcomes changes | Works well with the team and is welcome to input from team | Motivated by working as a team | Always likes to involve team especially to get input |
- Contributing to support team members
Mostly, the Project manager does support by motivating the team and ensuring that they feel like part of the group by involving them in decision making (Tai, 2012).
Sometimes bonuses are given during activities that require teamwork to ensure that the members work as a team and communicate frequently.
- Key performance indicators
| Objectives | Performance standards | Key performance indicators | Work plan | Method | Time frame |
| Teamwork | high | Proper end output of work | Provide each member with tasks they are skills at | Group assessment and review | always |
| Resume writing | average | Proper formatting and grammar | Assign the task to John | Team review | Two days |
| Cover letter writing | high | Proper grammar and presentation | Assign the task to Linda | Team review | Two days |
| Taking photos | Average to high | Adequate quality and lighting of photos | Assign to Kelvin | Team review | One day |
| Editing photos | high | Properly edited official and presentable photos | Assign to Mandy | Team review | 2 – 3 days |
| Overseeing | Average to high | Proper team assessments and reviews | Carried out after completion of each task | Team consultation | always |
- Supporting the team
| Key performance indicators | Knowledge and skills | Methods to support | Training/ Resources/ Strategies | Possible costs | Expected outcomes |
| Proper end output of work | Team observation | Proper team motivation | Good observation skills without interference | No costs | Good teamwork |
| Proper formatting and grammar | Good language skills and creativity | Commending good output | Good grammar skills and training to produce the best output | Writing software and training cost | Great resumes |
| Proper grammar and presentation | Great grammar skills and convincing nature | Provide commendation in case of good output | Training on industry language output and team consultation | Writing software and training cost | Great cover letters |
| Proper quality and lighting of photos | Good photography and camera skills | Commendation from team and leader | Training in photography, a camera and frequently consulting the team | Camera, training skills | Good quality photos |
| Properly edited official and presentable photos | Good editing skills and attention to detail | Commendation | Good editing skills, good editing software and ensuring team is consulted | Editing software | Presentable photos |
| Good team assessments and reviews | Good skills in gaining information from documents such as team assessments | Consulting with the team | Good project management skills, materials to carry out assessments, making sure the team feels free to express themselves | Assessment paper and review items | Good team output |
- Team Input for planning decision making and operational aspects
Q1. Clarify the benefits you have experienced involving your team in decision making, planning and operational issues of their work
Involving the team in decision making has reduced the chances of conflict within the company(Chong & Benli, 2005).
The team has a sense of belonging, reducing the chances of a hostile work environment.
Q2. Outline the shortcomings and difficulties that will/can arise and impact the project outcome should you not actively involve the team for this situation? Provide an example when a similar situation took place in your project.
Not involving the team in decision-making creates the wrong impression on the leadership, and it becomes hard to communicate changes made since there was no form of involvement in making the decision(Chong & Benli, 2005).
Q3. Provide a scenario during the project life-cycle when you sought the input from your team members to make a decision or plan to achieve a positive outcome. State the strategies you used and the negotiated outcome.
Every week, team members provide their input on work done, and any information from clients is offered to them, and each person responsible for the change is informed, and they approve the changes(Chong & Benli, 2005).
- Self-managing Team
Q1. State the strategies that you used to facilitate your project team to be self-managing and encourage them to contribute and communicate effectively with one another to attain project goals.
Some strategies put in place may include motivation of the team via bonuses to ensure proper teamwork.
After looking at the assessments, I could also figure out how the team functions were carried out; it was easy to identify what was missing in the communication environment.
With the data from the assessments and reviews (Wageman, 2001), I was able to get the team to function as a whole by ensuring all members are involved in the group.
Q2. Describe the key aspects of a self-managing team within the context of your project that required supervision, monitoring, and direction regularly. Provide an example to illustrate your discussion.
After identifying the issues of communication within the small team, it was not hard to get the team up and running. Getting all the members to function well with each other to perform their tasks was not a hard task (Wageman, 2001). Little monitoring is now required on the team.
- Feedback to the Team
Q1. Describe a situation where you provided feedback to team member/s. Include the purpose of this feedback and how effective it was in achieving the goal. If it was useful, why was it effective?
Feedback on work done from the project manager is done with input from the team to create an enjoyable rapport for communication. Allowing for information from other members provides for the team to get to know each other’s work intimately (Hurley, 1998). This method is useful since the team member receives input from equal members within the team who are reinforced by the project manager.
Q2. Outline how you ensured that you were able to comply with organizational policies and procedures when recognizing excellence in the performance of your team members for a goal they achieved. Provide a scenario from your project implementation.
Recognizing performance is done in compliance with the preset standards from the team. This allows for commendation for coming quickly since every member will know in what way they lacked to make improvements in the future (Hurley, 1998).
For example, in case there are good reviews from the team and a few repeats on work done, this will warrant recognition of excellent performance.
- Resolving Issues
- Established Processes to detect and resolve issues
It is the company’s policy to ensure that when conflict arises, there should be a way to fix it as soon as possible before it escalates.
For example, John may not handle correction well and may create a barrier in communication by being reserved (Gallo, 2019). In that case, the project manager will communicate with John to get to know where the problem lies. He will then mediate between the two with the conflict to ensure that the dispute is resolved to reduce a case of a hostile work environment.
- Identified issues by Team members and resolution
| Identified issues | Awareness of the issue | Options to explore resolution | Resolutions | Communication method to notify overcome |
| Communication forgetfulness | Little to none | – Continued motivation to work as a team – Commendation when work is done | – Constant motivation to work as a team – Commendation when work is done
| – Notice and meetings |
| Resistance to work reviews | High | – Motivation when work is redone – Teamwork during work reviews for proper understanding and second opinion | – Collaboration during work reviews for appropriate understanding and second opinion | – Notice and meetings |
| Appreciation for work well done | High | – Commendation when a job is done – Team recognition after review | – Team recognition after review | – Meetings |
| Task help in case one of the team members require it | Medium | – Assigning of people to help approve tasks – Separation of tasks | – Assigning of people to help support tasks | – Interaction and meetings |
- Resolving poor performance
Performance standards have clearly been stated within the policy of the company (Gallo, 2019). Most of the team follows the rules. In case changes need to be made, the team needs to agree on the required changes, and the individual’s view is also put into consideration.
- Support in identifying poor performance and resolution
| Description of supporting the team to identify poor performance problems within the project | Recommendations |
| Low-quality photos | Provide input for changes required |
| Non-official or unpresentable photos | Provide the changes needed or take a new photo |
| Non-unique resume | Change recommendation should be provided according to standards |
| Grammar issues in cover letters | Highlight grammar issues and present them |
- Conducting team meeting to identify and resolve performance issues
Meeting/Project Name: | Self-development | |||||
Date of Meeting: (MM/DD/YYYY) | 11th Jan 2020 | Time: | 8:00 am | |||
Minutes Prepared By: | Project manager | Location: | Project manager office | |||
1. Meeting Objective | ||||||
| Get updates on the tasks completed during the previous week | ||||||
2. Attendance at Meeting | ||||||
Name | Department of Project | Phone | ||||
| Project Manager (Jagruti) | Project management | jagruti@gmail.com | N/A | |||
| Mandy | Photos | amanda@gmail.com | N/A | |||
| Kelvin | Photos | kelvin@gmail.com | N/A | |||
| Linda | Writing | linda@gmail.com | N/A | |||
| John | Writing | john@gmail.com | N/A | |||
3. Agenda and Notes, Decisions, Issues | ||||||
| Topic | Owner | Time | ||||
| Photos that were edited | Mandy | 8:30 am | ||||
| Photos that were taken | Kelvin | 8:50 am | ||||
| Resumes that were written | Linda | 9:30 am | ||||
| Cover letters that were written | John | 10:00 am | ||||
4. Action Items | ||||||
| Action | Owner | Due Date | ||||
| Review of photos edited and recommendations | Whole team | Next meeting | ||||
| Review of photos taken | Whole team | N/A | ||||
| Review of resumes written | Whole team | N/A | ||||
| Review of cover letters and recommendations | Whole team | Client pickup date | ||||
5. Next Meeting (if applicable) | ||||||
| Date: (MM/DD/YYYY) | 17th Jan 2020 | Time: | 8:00 am | Location: | Project manager office | |
| Objective: | All work done previously was reviewed by the whole team according to the set standards. | |||||
- Role Model for the team
- Setting an example and coaching and mentoring
Q1. Describe how you lead by example as a Project Manager. Outline your contribution to teamwork provide a role model for others within your project team?
As a role model for the team, I try to make communication easy between teammates and ensure that any issues are resolved (Aritzeta, Swailes & Senior, 2007).
Commending of good work as well as tram effort is also recognized to ensure that the members are always motivated.
Q2. Describe a situation where you used coaching or mentoring to informally coach/ guide your team members during the project life-cycle.
To resolve issues, I once helped Mandy and John communicate since John had provided criticism to Mandy. Mandy felt that the critique should only come from a member in the photos department (Aritzeta, Swailes & Senior, 2007).
However, I explained to Mandy how working as a team and maximizing output by hearing each other out could help.
- Affect due to negative role modeling
Q1. How can the above behavior disturb the relationship between the team leader and the team, and the team’s perceptions of their Team leader?
The team may lose trust in the team leader due to the failure to listen to a team member’s opinion (Aritzeta, Swailes & Senior, 2007).
The team leader may feel repressed by the team member going above his head on the issue.
Q2. How can the stated behavior above influence the team’s practice and relationships with other team members?
The team members could either look up to the individual and try to push the individual away by seeing them as a threat (Aritzeta, Swailes & Senior, 2007).
The team could also be more focused on listening to each other’s opinion
Q3. Can the above behavior impact the overall performance of the team?
The result could be either of two ways:
- The team would fall apart due to this action due to lack of trust
- The team could grow stronger by knowing that their opinion is valued.
All this is dependent on how the leader treats the member of the team after the issue has arisen.
- Conflict Resolution
| Positive (2 Marks) | Negative (2 Marks ) |
| The venture could look for new ways to gain more from the resources they have. | The team could carry out activities during their free time without informing stakeholders. |
| Conflict: Assessment correction
Resolution: Proper communication of assessment correction during meetings to avoid conflict later | Conflict: Miscommunication
Resolution: Provision of the right information and encouraging proper communication channels. |
| Conflict: Going above the team to inform the leader in case of an issue
Resolution: Making sure assessment correction is held during meetings is integral to avoid conflict | Conflict: Taking comments negatively creating bad rapport
Resolution: Team members speak up to the project manager who helps to articulate and solve issues without prejudice |
- Communication with Stakeholders
| Stakeholders | The decision to implement a change that affects the work of the project team | Methods to communicate | Methods to ensure the team understanding | Checklist of key points |
| Mandy | Changes during the meeting as well as photo approval from Kelvin | Notices and meetings | Meetings | – New photo needed – Number of photos needed |
| Kelvin | Changes during meeting and adoption of Mandy’s photo edits | Notices and meetings | Meetings | – Section to edit – Number of photos to edit |
| Project manager | Changes in the projects and individual items | Client communication | Meetings | – Number of projects – Changes to be made |
| Clients | Change in software used for any task and format | Internet or project manager | Meetings before task assignment | – New software required – Tasks requiring new software |
| John | Changes during the session and any edits in resumes | Notices and meetings | Meetings | – Changes on resumes – Number of resumes to change |
| Linda | Changes in meetings and changes in cover letters | Notices and meetings | Meetings | – Changes on cover letters – Amount of cover letters to be edited |
- Team Concerns
| Project Team Member | Current pay conditions | Proposed changes to pay condition | Concerns raised by team member | Recommendation |
| Linda | $ 500, 10 hrs., four days per week | $600, 10 hrs. | Payment raise | Increase pay |
| Mandy | $ 600, 12 hrs., four days per week | $700, 11 hrs. | Pay raise | Increase pay |
| Kelvin | $ 500, 10 hrs., four days per week | $600, 10 hrs. | Pay raise | Increase pay |
| John | $ 600, 12 hrs., four days per week | $700, 11 hrs. | Transport allowance | Provide transport allowance |
| Project manager | $ 900, 9 hrs., four days per week | $1000, 10 hrs., three days | Reduced working days | Reduce working days |
- Client Complaint Resolution
Q1. Conduct a role-play that a project meeting arranged by you, that will demonstrate how you will communicate effectively with a range of stakeholders, e.g., project team members, based on the Key Stakeholder’s (Client) complaint about the project outcome/services team performance plans and team performance on any issues
Take a case where the client had raised a question about the resumes written (Albrecht & Ziegenfuss, 1985). There will be a list of the claims about the resume. The problems will be provided to John to make changes. John, who is skilled in the task dictates whether the policies on the functions should be changed. In case the issue is not client-specific, the plans are modified to update the quality of the job.
Q2. Client Complaint meeting agenda
Meeting/Project Name: | Client feedback on resume | ||
Date of Meeting: (MM/DD/YYYY) | 9th February 2020 | Time: | 10:00 am |
Meeting Prepared: | Due to client feedback as an emergency | Location: | Project manager office |
1. Meeting Objective |
| To provide the task back to John for correction and determine whether the changes are client-specific or will be made for all client jobs |
Project meeting agenda
2. Attendees | |||
Name | Project /Department | Phone | |
| Project manager | Project Management | jagruti@gmail.com | N/A |
| Mandy | Photos | mandy@gmail.com | N/A |
| Linda | Writing | linda@gmail.com | N/A |
| John | Writing | john@gmail.com | N/A |
| Kelvin | Photos | kelvin@gmail.com | N/A |
3. Meeting Agenda | ||
| Topic/Item to be discussed | Owner | Time |
| Address the issue created by the client about the resume | Project manager | 10: 15 am |
| Accepts to change work and specify whether the change is crucial for all new upcoming clientele | John | 10:45 am |
| Provide their opinion on the changes from the client | The rest of the team | 11:20 am |
4. Preparation (documents/handouts to bring, reading material, etc.) | |
| Description | Prepared by |
| Changes document from the client | Project Manager |
| New policy if required to be recorded | John |
Q3. Develop a formal memo or an email to your team members to ensure that they are aware of the issue raised and that a meeting has been arranged to discuss techniques to resolve the issue. Provide detailed information to ensure the team members understand the significance of the meeting arranged.
Memo
This is to inform you all about the changes in the resume creation standards. As per the client Anash Kumar, there should be an update in the placement of various sections such as experience and education.
The new format will be sent to John, who will use it as a template for future projects and will share it with the rest of the team.
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