Research Korner: Team Concepts

Analysis of Individual Performance in a Team

Analysis of Individual Performance in a Team Introduction: The Team and Purpose The “service team” is designed for the individuals who are committing their skills towards the customer satisfaction and excellence. The team is established to satisfy the customers by consistently providing the quality service as well as customer relations. It is expected that all the members will work as a family by doing their shares to the best of their abilities and respecting each other as much as they respect themselves. Role and Team Dynamics Because of the growing popularity of quality service, the team undergone into a serious of training that will be entailed to determine the needs and wants of the customers. Each member has a role to be played in order to create the quality service. One of the most critical roles in the service is to create the relationships among the customers. Therefore, catching the attention of the customers should be the evident which can be also the start of customer relationship. The effectiveness of the role provides the entire team to describe the characters of each customer and create a comprehensive plan on how to target their needs and preferences and if possible, exceeds the customer expectations.   Strategies Values and skills are the most important part of customer service and this same aspect remains the important ideas within the organization. Customer service has been an important instrument for businesses to reach out to customers thus; this allows the business organizations to be adaptable to customers’ specific needs and preferences. Moreover, customer loyalty is also achieved through quality and efficient customer services. In the case of its application in the team, the customer-oriented focus remains in the heart of the entire team. In order to respond to the challenges of the business world, the team considers the application and appropriate allocation of the resources to improve the customer service, which is also the same aspect in every organization. Sending their members under the various workshops and trainings is important to as part of improving the customer services (Zeithaml, 1990).  The commitment of the customer service is not only based on the technical aspect but also through the internal participation of an individual and this is one of the facts that the customer services wants to create (Subroto, 2003). In order to empower the customer service participants and the customers themselves, it is important that there is a participation which is often hard to find. Because individuals are uniquely born, the needs, interests, and other preference varies as well as their personal objectives (Brunning, Cole and Huffington, 1997). Processes and Standards in the Team The idea of group dynamics can be the result of the investigation of the corporate leaders in combining the innovation and social interaction. The process applied in group dynamics is the information is shared or spreads to the members allowing them to create their assumptions and insights. The flow of the communication in between the group is the outcome of the good relationship between the employees. Working together is a good evidence that all of the employees are aiming to achieve the productivity truly meant for the entire organization (Aral, Brynjolfsson, & Alstyne, 2007). The collaboration of the individuals in working together is within the scope of social processes. Through the group dynamics, the individuals can enjoy the interaction with the co-workers and might explore the other essential ideas through the use of brainstorming. There is a traced competency among the individuals who support the group dynamics because they are willing to accept the other opinions of other and they can divide the tasks equally to lessen the burden. The complexity of the tasks, are the most common problems of the employees that fails to answer the demand of the organization, but with the help of the group and proper communication, there is an identified confidence among the individuals (Xia, et al., 2007). Suggestion Aside from being committed, the team should focus on the two other important aspects to establish good customer service. One is leadership and the other is openness to change (Bass, 2000). In order to train the employees and provide satisfaction to customers, the team must have effective leaders that can direct the people towards their goal. The open communication within the team should be intensified because it primarily allows the people to be informed and align in their goals (Batt, 1999). Conclusion I learned that in order to satisfy the objectives and complete the purpose of the team, changes should be adopted because it allows the entire team to be oriented and updated in the trend of consumers’ preferences that can duly affect the performance of the entire team.   References: Aral, S., Brynjolfsson, E., & Alstyne, M.V., (2007) “Productivity Effects of Information Diffusion in Networks”, Accessed 01 October 2010, from http://digital.mit.edu/research/papers/234_VanAlstyne_Productivity_Effect_Info_Diffusion.pdf. Bass, B. (2000) “The Future of Leadership in Learning Organizations”, Journal of Leadership Studies, Vo. 7 No. 3, p. 18. Batt, R. (1999, July 1) “Work Organization, Technology, and Performance in Customer Service and Sales”, Industrial and Labour Relations Review, Vol. 52, pp. 539-564, Accessed 01 October 2010, from www.highbeam.com Brunning, H., Cole, C. & Huffington, C. (1997) “A Manual of Organizational Development: The Psychology of Change”, London: Karnac Books. Subroto, B. (2003, January 1) “Effects of Management Commitment on Service Quality to Increase Customer Satisfaction of Domestic Airlines in Indonesia”, Singapore Management Review, Accessed 01 October 2010, from www.highbeam.com Xia, L., Shami, N.S., Yuan, C., & Gay, G., (2007) “The Impact of Negative Relations on Performance and Satisfaction in Group Work”, Accessed 01 October 2010, from http://csdl2.computer.org/comp/proceedings/hicss/2007/2755/00/27550246a.pdf Zeithaml, V. (1990) “In D. Bowen, Service Management Effectiveness: Balancing Strategy, Organization and Human Resources, Operations and Marketing”, (pp. 369-381), Jossey-Bass, Inc. Publishing.

Analysis of Individual Performance in a Team

Analysis of Individual Performance in a Team Introduction: The Team and Purpose The “service team” is designed for the individuals w...

SMALL TEAM MANAGEMENT

Small Team Management     PART A: Domestic and Commercial Building Company In the present day work environment, expectations exceed regarding the workloads and task requirements among employers and employees. Multi-tasking defines the current situation in most of business organizations as advances in technology especially in the use of the computer and the Internet continues.  (1992) claimed “the systems theory of management is built upon the tenet that ‘the whole is more than the sum of its parts.” For a quality improvement effort to truly succeed, such a whole must evolve.” According to  and  (1995), teams with “substantive” participation outperform teams where subordinate input is limited to “consultative” participation. A less direct control and new risk for the leader is called substantive participation. Hence, social acuity and interpersonal astuteness are factors needed to ensure leader effectiveness and subsequent group success.   In the article, the building and construction company is mainly composed of five (5) people who function for the internal and external operations of the business organization. Such functions include the administrative management of the firm as a business entity and the project-based accounts and responsibilities of the company as a member of the construction industry. Figure 1 below illustrates the (1) Organizational Chart for the company:   Figure 1. Organizational Chart for the Building and Construction Company       The (1) Owner/Builder initiates responsibilities such as (a) the holistic administrative management of the construction firm, (b) site supervision of the construction projects being handled, and (c) supplier relations management for the needed construction raw materials. In order for the Owner/Builder to undertake these tasks responsibly, he should have appropriate leadership skills to pilot each and every construction project, decision-making skills to efficiently carry out the responsibilities of the entire business organization and meet its goals and objectives, effective communication with all the members of the company for the dissemination of information and work loads, and competent business administration and management strategies and values.     The (2) Part-time Office Worker is tasked with (a) accounting management for the settlement of payable procurements of the company, and (b) customer relations management for inquiries, quotations, project scheduling, and possible clienteles. Hence, as the person mainly responsible for all the administrative work of the business organization, the Office Worker should be competent enough to meet clients and customers who may need inquiries regarding the performance and operations of the company as well as background in accounting and business management in order to effectively function his responsibilities. Good customer service training and auditing skills are needed along with effective communication skills for both the internal and external operations of the company.   The (3) Full-time Carpenters are responsible for the (s) completion of the projects on time, (b) raw materials inventory management, (c) project planning considerations, (d) selection of casual carpenters depending on the demand of the projects being handled, and (e) training of the apprentice carpenter. With these enumerated responsibilities, the Full-time Carpenters should be expert in the building and construction business particularly in the site duties they are required to undertake since their output sets the profit of the company. In line with their responsibilities at the site, they should be able to manage preparations to finish projects on time along with proper monitoring of the needed supply of raw materials including selection of additional manpower as dictated by the demands of the business. Moreover, since the training of the Apprentice Carpenter is likewise included in their responsibilities, they should have the experience and expertise to teach and lead the Apprentice to good project handling practices.   The (4) Apprentice Carpenter is tasked with (a) assistance for the full-time carpenters, (b) along with other responsibilities and duties expected as a project site worker. More than having the skills of a good and dependable carpenter, as a trainee, he should be open to new knowledge and skills that can be provided by the full-time and more experienced carpenters in the company to be able to exhaust all the possible training that he may need for future responsibilities in the company.              However, there are (2) tasks and skills that the current staff lacks. According to  and  (2002), credibility is the foundation of leadership. In addition, a leader should possess honesty, competence, aspiration, and a forward-looking approach. In the business point of view, good leadership proves to be quite beneficial. As the team leader in the building and construction company, the Owner/Builder should aid in effectively meeting job-related demands, in creating higher-performing teams, in fostering renewed loyalty and commitment, and in increasing motivational level of employees since effective leadership comprises the aptitude and ability to inspire and influence the thinking, attitudes, and behavior of other people (, 1997). But although this specification seems relatively simple, the reality of leadership is very complex. Intrapersonal factors such as ideas and emotions interact with interpersonal processes to have effects on a dynamic external environment and bring complexity to the leadership process.   Meanwhile, the most important asset of a business is the people in order to achieve sustained business success. Realizing this leads to a strategic management of people within the organization. It has been argued that through the workplace culture, management can have control in the hearts and minds of its employees towards making them more committed to the organization. One way of manipulating the workplace culture is implementing a “shared value” (, 1995). Through shared value, each and every member of the organization will work towards adhering to it, thus inappropriate behavior can be lessened. In the case of the Part-time Office Worker, higher morale will reflect in their work attitude and will gradually become more committed to the aims of the organization and to the organization as a whole.   The same is true for the Full-timer Carpenters with regards to higher work morale. Its philosophy is based on the simple belief that human resources are the most important asset in achieving and sustaining business success.  (2001) highlighted the importance of high work life quality through good supervision, working conditions, pay and benefits as well as challenging and rewarding jobs. She said that these conditions will provide opportunities for employees to contribute in the overall effectiveness of the organization as they become more motivated and productive members of the company’s work force with positive self-esteem and improved morale. Moreover, there are various training and development methods as part of training menus that are all accessible to utilize and relate according to individual training and organizational training needs. They should realize that training is also on hand far beyond and outside the classroom. Training and learning development includes facets such as morals and principles; stance and behavior; skills and knowledge and as well as leadership and willpower (, 1987).   On the other hand, the Apprentice Carpenter should be able to identify his position and functions along with the hierarchies that the work environment should follow since development isn’t constrained to training. Rather it’s anything that aids a person to nurture in aptitude, expertise, poise, broadmindedness, dedication, inventiveness, inter-personal skills, understanding, self-control, enthusiasm and some more (, 1992;  and , 2002). More prominently, it should be realized that training or learning, at the trainee’s view is anything offering learning and developmental experience.    If the Owner decided to replace the part-time Office Worker with a (3) Full-time Receptionist/Bookkeeper, the following should be considered and compiled for the new position: (1) Job Description and Person Specification, (2) recruitment alternatives, and (3) induction and training program.   Job Description Title: Receptionist/Bookkeeper   Scope: The Receptionist/Bookkeeper will be responsible for the operation of the company office, implementing customer service standards, and administrative assistant to the Owner/Builder.   Responsible to: The Owner/Builder   Main Responsibilities: Manage the operations of the company office including: Ø      Procurement of construction raw materials Ø      General accounting responsibilities Performance criteria: Minimal stock wastage and balance of account.   Customer related duties such as: Ø      Customer inquiries Ø      Project quotations Ø      Project schedules Performance criteria: Increase customer base and customer satisfaction.   As assistant to the Owner/Builder, work includes: Ø      General secretarial tasks Ø      Provision of supplier contacts Ø      Efficient schedule management thru appointments and meetings Performance criteria: Effective work-related time management for the Owner/Builder for efficient attendance to responsibilities.    Conditions of Employment: Award wages and superannuation. Annual performance bonus. Saturday work and some evening work required.   Person Specification Title: Receptionist/Bookkeeper   Essential Skills and Experience: Experience in general office management and bookkeeping. Experience in customer service roles. Demonstrated ability in secretarial duties.   Desirable Skills and Experience: Experience in construction industry. Formal qualifications in office management and bookkeeping.   Personal Qualities: Ability to work as part of an administrative team. Loyalty and integrity. Excellent customer relations skills. Accuracy and good organization skills. With initiative, a self-starter. Enthusiastic and energetic personality. Decisive. Ability to handle pressure.   Personal Circumstances: Able to late and on weekends if the work demands. Able to attend to management meetings and consultations after office hours.               Selection is a critical process for the organization because good selection decisions ensure the company of their financial investments in their employees ( & , 1993). The wrong selection process can lead to frustration, repetitive training, documentation, low morale and a waste of time and financial resources. For the recruitment of the receptionist/Bookkeeper, several choices are available in order for the management to select and hire the most ideal person for the position. These include the traditional job hiring process, the use of agency to look for the needed person, and promotion or appointment of the most qualified member of the organization.   First, the management can follow the traditional recruitment and selection procedures among business organizations. This includes advertising for the job vacancy along with the preferences of the management for the specific person they need. Once the applications come, the management could start the preliminary selection through the submitted curriculum vitae. Interviews will be scheduled to know the applicants more fully, thus narrowing the selection process and the eventual hiring of the best applicant for the job.   Second option is for the management to consult agencies that can provide the right person for the vacancy. This will minimize concerns on job vacancy advertisements of the management and could be the most efficient way to hire the needed Receptionist/Bookkeeper. Moreover, referrals from friends and acquaintances could also work as a means to identify and hire a new person for the administrative operations of the company.   A third option is for the management to review the performances of the very members of the business organizations who can be promoted for the needed administrative position. Among the advantages of this particular option include the personal knowledge of the person and his/her capacity to do the needed responsibilities as well as the lesser time needed to fill in the position.       Once the person is hired as the new Receptionist/Bookkeeper of the company, an induction and training program should be initiated by the office for the enumeration of expected work load and work output from the new person. The employers, in their goal to improve and develop aggressive and competitive business organization, may exhaust the potential of their human resources for the benefit of the company relative to total work output. This will also promote the positive working relationship and good communication channeling among the personnel in the establishment whether between the supervisor and the subordinates or employee to peers and colleagues.   The employee, on the other hand, should avail of the opportunities of developing their skills further and enriching their knowledge through the training programs and exercises. This will ensure their competitiveness in the fast-paced and ever-changing description and scope of their work and may also sustain their personal desire of improving themselves as productive individuals and will foster minimum stress level in the workplace.   Among the points needed for the effective induction and training program for the new Receptionist/Bookkeeper includes: A.     Meeting with the other members of the company and their respective roles and responsibilities. B.     Overview and briefing on the construction industry business and the industry sector the company belongs to. C.    Discussion on the history of the company and the goals, mission and values it upholds. D.    Explanation of the general operations of the company and the everyday routine of the members of the company. E.     Briefing on the tasks and responsibilities as the Receptionist/Bookkeeper of the company.    New issues about employment and management of people arise and the tasks and responsibilities of the human resources management of companies also increase. Hence, it is necessary to make the workforce of the company strong by making sure that they are talented, skilled, and bounded by effective regulations and organization policies. Aside from this, (4) unexpected situations should be handled with competence by the management through effective contingency plans since the adaptation and gradual acceptance of the company’s transformation posted difficulty among the employees and staff whose responsibilities, duties and positions in the organization were braved.   For those who were threatened by the changes, the transformation was, for them, immediate and unreasonable. The threats to their occupation in the company could be traced to their competence as quality work force of the said business organization. The new learning process that inevitably should take place within the company made the worries of lax employees to surface. But for the employees and staff who have the attitude of improving themselves with the changes that were being implemented in the organization, the transformations were faced as a challenge and opportunity for individual and personal evaluation improvement. Key staff absences can be resolved by (1) strict policies for attendance, and (2) incentives for highly responsible and performing members of the organization. Meanwhile, increased workload due to customer demand can be resolved by (1) consulting referrals and agencies for temporary or casual workers need, and (2) thorough project planning and preparations with regards to needed additional work force.    Information has always been a critical factor to a success of a business. For this reason, every company in this age must realize the importance of information technology. Not only does it play a role, but it must somehow, blend with the corporation’s business strategies and techniques. Among the (5) list of Staff Records that should be kept include (a) Personal Data Information of the Employees, (b) Benefits and Insurances, (c) Job Description and Responsibilities, (d) Contract Details, and (e) Attendance and Regular Performance Appraisal. The continuous advancement in technology gave way to inquisitive inquiries on the logic that governs information management, its importance and its drawbacks.   Information management is the administration of data with regards to its uses and transmission as well as the application of theories and techniques of information science to be able to create, modify, or improve information handling systems within a particular business organization. It is the function of managing the organization’s information resources which includes the creating, capturing, registering, classifying, indexing, storing, retrieving and disposing of records and developing strategies to manage records. It also includes the acquisition, control and disposal of library and other information products, items kept for reference purposes, and the provision of services to internal and external customers, based on information resources.   The modern age of digital electronics made it possible for business and corporate organizations to keep up with the demands of their industries. At present, most business organizations are equipped with the latest information technology (IT) systems that enable them to function fully and effectively in the efficient delivery of their products and services. It has provided every person with the ability to communicate and perform tasks which were impossible to do before the arrival of the 21st century. As such, modern information technology has been considered the result of a crucial connection between digital and communication technologies. It has been declared as the fundamental core of an information system, which involves various interactions between data, the users, software, hardware, business corporations and their environment.     PART B: Business Situation Analysis It is known that every organization’s primary purpose is to stay in business, so that it can promote the stability of the community, generate products and services that are useful to customers, and provide setting for the satisfaction and growth of organization members (, 1969; , 1985;  1986). The trend towards internationalization and increased global competition among huge and successful business corporations directed business executives to find ways and means to improve their products and services to clients and consumers. Every existing business company in this era of modernization have invested resources to enable them be successful in the local as well as in the international market competition. Quality and productivity are the common goals among business individuals.   In this regard, quality strategy if executed appropriately can make the company prosper not only through increased number of customers and the greater possibility eventual gained customer loyalty but also in fostering ideal working environment within the business organization. There had been a number of strategies implemented by various companies in order to practice quality customer service. From customer studies to the application of information technology, several international businesses have confirmed that putting quality into customer service results to positive outcomes (, 1997). While the benefits of quality customer service have already been recognized, it is important to consider that quality customer service is not dependent on the quantity of trainings or seminars an organization undergoes but on the level of collaborative effort exerted.   According to  and  (1997) (1) motivation is “the set of processes that arouse, direct and maintain human behavior toward attaining some goal”. This definition contains three key essential aspects: arousal, direction and maintaining. Arousal is to do with the drive/energy behind people’s actions such as their interests to do the things or they do it just want making a good impression on others or to feel successful at what they do. Direction means the choices people make to meet the person’s goal. Maintaining behavior could keep people persisting at attempting to meet their goal hence to satisfy the need that stimulated behavior in the first place ( & , 1997). In this regard, business organizations are aware of the importance and significance of employee motivation In order to meet the set goals through the human resources of the company.   Motivation can be assumed as the reason or the force behind why a person does what he or she does. Sometimes, it is also a means to make the person perform better and more efficiently. Basically there are three assumptions in human motivation established in research: (1) motivation is inferred from a systematic analysis of how personal, task and environmental characteristics influence behavior and job performance; (2) motivation is not a fixed trait; but rather it refers to a dynamic internal state resulting from the influence of personal and situational factors; and (3) motivation may change with changes in personal, social or other factors (, 1997). Moreover, motivation affects behavior, rather than performance (, 1995). As what  explained, “Initiatives designed to enhance job performance by increasing employee motivation may not be successful if there is a weak link between job performance and an employee’s efforts” ().   Performance appraisal is a process of assessing whether organizational objectives are met. It would evaluate how the employee’s performance has fared to satisfy the organization (., 2003). Evaluation seeks to monitor and improve effectiveness by giving the employee feedback on his/her performance. This process should be carried out at regular intervals and should follow specific protocols to maintain objectivity in the evaluation process. The company should have a clear set of evaluation or assessment tools that will be used in all levels of the organization. The process should either be carried out as an individual consultation or a face-to-face evaluation. Lastly, a standard review mechanism conducted by a third party should be commissioned for the reassurance of fair play and objectivity in the evaluation (, 2004).   This concept has its strengths as defined by  and  (1997) for it helps the manager to be able to identify individual present performance along with the employee’s future potential. Evaluation also assesses the weaknesses and the accompanying disciplinary actions. The third strength is that it can determine which training aspect should be developed for the particular employee. It also increases the communication line between the employer and the employee because of the feedback and evaluation process. According to  (2004), evaluation is also a way for the organization to assess the role of the manager as well for evaluation and supervision are interdependent because evaluation is a tool for measuring supervision. Moreover, another advantage is that evaluation aims to establish trust among the entire organization because objectivity and fair play are called into this task. Lastly, the evaluation process is a good way of providing employee satisfaction and maturation which will improve the performance in the future.   Conflict simply means lack of agreement in terms of beliefs, practices and in other human activities. It has different levels, which are: intrapersonal or intrapsychic conflict; interpersonal conflict; intragroup conflict; and intergroup conflict (,  & , 1999). The four types of conflict are: intrapersonal conflict; interpersonal conflict; intragroup conflict; and intergroup conflict.  Conflict resolution is important because of the fact that conflict is unavoidable. Conflict is inevitable in every organization because the business environment, both external and internal, experience changes constantly. When business processes are affected and an organization is forced to change its ways, the problem with human factors would then take place. Staff and employees are not passive individuals, but rather show reactions to such changes. Change affects many working processes that might have a direct or indirect impact on an employee. The impact might affect the way they work or might determine their attitude in adapting with the changes that took place. Furthermore, most likely there will also be problems on the capabilities of the employees to adapt with the change.   These are just some of the factors that should be considered from organizational change. Other human factors can also be considered as roots of conflict such as diversity, because employees have differing values and experience differing situations ( & , 2001). Through interaction, such characteristics are responsible for the development of tension among employees ( & , 2001). Changes intensify this reality, as employees are obliged to cope with them. Like the others, coping styles differ, making the need for a good management and leadership more essential. However, it can also be said that change could root from conflict. Proper management of conflict fosters understanding and the appreciation of difference ( & , 2001). Thus, conflict and change should be managed effectively, instead of being eliminated or halted.   Along with the roles and responsibilities of each and every employee and employer are the (2) rules, regulations as well as policies that govern the business organization in order to identify and enumerate the obligations of all the people in the company. According to  (1987) governments uphold employee rights as either mandatory or voluntary in which mandatory rights include the right to a safe and healthy working environment guaranteed by the Federal Occupational Safety and Health Act, the right to compensation for work-related disease or injury granted by state workers' compensation laws, and the right to equal opportunity of employment set out in Title VII of the Civil Rights Act of 1964.   In line with these government provisions,  (1981),  (1980), and other academic researches have provided framework that set the guidelines rules and policies concerning the business environment. Their framework incorporated fixed costs so that worker preferences and budget parameters directly relate to the packaged work hours. Others have emphasized the role of technological considerations, including startup costs, fatigue, and hiring and training costs that are fixed per along with nonlinearities in compensation that are induced by fringe benefits, payroll taxes, and overtime pay, as well as the costs of coordinating workers who work different hours employee (, 1971; , 1969; , 1969; , 1976). This resulted to the average output per hour and the average full cost per hour of employing someone depending on hours worked per week and weeks worked per year.     PART C: Work Group Evaluation Toyota Motors is an established company known for two supreme values: kaizen and respect for people. Our company prides itself for being one of the market leaders in every aspect of the business. Thus, it is only right that the Human Resources side of the company is continually developed to uphold these values which embody the Toyota Way. Toyota tries to preserve its home-grown economic model such as the values it practices in its business practices to be able to retain their competitive advantage. Indeed, it is a hard task for the company to preserve its locally conceptualized model while maintaining linkages with the global economy. However, because critical success factors are established as key aspects needed by a company, this has become easier in dealing with the issue of globalization. The latest developments in the company proved that it is stronger than ever, emerging victorious from otherwise discouraging situations.   Strengths. The Annual Report for 2004 has introduced the new management system which concentrates on making operations and decision making faster and easier globally (‘’, , 2005). The organisation also has a set of established in-house committees and councils which monitor all aspects of management and corporate activities using the perspective of several of the company’s stakeholders. This would ascertain the transparency of the organisation and the fulfilment of their social obligations. The unique quality of this system is that the managing directors would not solely focus on management because they would also act as the link between management and on-site operations. The result is a less-vertical decision making because the managing directors and officers will have the complete responsibility for the operations performed by their divisions. In addition as the highest authority, they would participate in companywide management processes as well as ensure that their “division-level decision making is firmly rooted in operational conditions on the ground” (‘’, , 2005).   Weaknesses. Even though there are strategic choice models that are available to base the company’s strategy in, it was deemed appropriate to incorporate the new system of Toyota with the traditional management model which focuses on increasing competitive advantage through development of human resources (, 2005). According to the model, the traditional ways of management focus on imposing strategies on the workforce without considering potential contribution which results to an underutilization of human resources while the new model focus on three key business enablers: people, knowledge and coherence (, 2005). Developing these three aspects together would also influence the financial performance of the company.   Strategies in addressing weaknesses. As the relationship between stress and performance is complex, several tried to quantify how stress affects an employee and his/her work performance. However, the rising cost of overstressed employees prompted investigation of the relationship as the Occupational Safety and Health Act of 1970 and other state laws hold employed liable for “all diseases arising out of and in the course of many employment” which means that it includes stress-related sicknesses (‘, 1985). It can result in physical, psychological and behavioural responses.   As such, the management need to enroll their staff in annual or quarterly training courses to upgrade their skills and enrich their knowledge so as to foster individual and personal development and improvement. Possibilities of promotion through their acquired knowledge and improved skills as competitive employees should always be reminded to the staff as a form of motivation to encourage productive outputs. Incentives in the form of financial aids like bonuses and other material compensations as well as intrapersonal rewards such as positive critical feedbacks and recognition should be endorse by the company to boost confidence and motivate the employees. This in turn will also be profitable to the organization itself due to increased output of the work force.   Communication within the group. It is also apparent that equal relations between the employer and the employees should be practiced to encourage productivity in the business organization. Enhancing good working relations among all the employees and preserving a good working environment and atmosphere ideally, will provide harmonious relationship inside the business organization. Maintaining such condition within the office will elicit productivity from the employees as they enjoy their duties of accomplishing their tasks and will help in reducing stress and eventual burnout in the workplace. Team building exercises wherein work peers as well as the supervisors will be participating should be regularly held. Bonding activities like out of town trips can be psychologically helpful to all the employees that will elicit bond among the people inside the company as well as for the employers to know their work team.       Team performance evaluation. Under Toyota, the pressure is exerted from within the team through three different ways. The first source of stress is the virtual absence of stock parts which the workers have to cope with because it is not easy to change the assembly line to suit the situation. The second source is that management does not provide enough resources to teams so the members work to minimise dead time. The last source of stress is the group pressure because if one member of the team is not up to par, the whole group is penalised. However, this situation has changed as there is a new report which speaks of the newly established Associate Support and Assistance Program. It is devoted to resolve personal and work-related issues which ensure confidentiality and trust. Employees are given assistance and counselling services which the company pays for. There is also a service wherein Toyota employees can avail of anger management services where an outside company which Toyota contracts with will design one-on-one training program for employees and managers.     References:

SMALL TEAM MANAGEMENT

Small Team Management PART A: Domestic and Commercial Building Company In the present day work environment, expectations excee...

Sample Essay about Teamwork

System Methodologies   Part A: section (i)             The situation that I would like to investigate in particular is on the relationship of teamwork and the organic – open system (biological/ecological) as my major metaphor, taking in minor consideration, the political aspect; as it affects the whole organization in an industry.             Teamwork as quoted by Peter Drucker, “The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think, "Team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit…. This is what creates trust, what enables you to get the task done.” The adage simplifies the essence of teamwork in a busy working environment. The individual who composes the team is challenged everyday to maintain such stability under pressure. This is a necessity indeed to meet up – to – date demands, as well as to cope effectively in every rush decision to maintain a homeostasis work environment.  Recently, I have encountered a fast moving work place yet it is aggressive enough to complete each task given by the manager. The environment I am referring to is of the industrial firms wherein, they have to compete with other industrial firms that they may be able to achieve the quality maximum output on an annual or yearly basis. The manager is responsible in delegating tasks for his people. Normally, each team has different strategies in carrying out tasks appropriately. As I went through the details on my research, I have found out that they are operating in an organic (open system) basis. What does this mean? According to Floods and Jackson (1991), organic system emphasizes on survival and adaptation. The advantage of this system is that it takes account of the environment; meaning, it is open to ideas and apt for changes which makes this system flexible to every situation at hand. For example, the manager calls for a general meeting with regards to policy implementation – it would start with bench marking, in which members are asked on their opinion on what particular policies are to be changed, and to what to change to and how to implement such changes or interventions that are suited in a given firm. The act of changing the policies for the betterment of the industry is already a starting point in adapting to the shifting environment of the workforce. The presence of policies defines the status quo of an industrial firm; it is led by the firm’s objectives that have already been set in order to meet its goals. Asking member’s opinions or suggestions is a way of knowing their viewpoint that these policies may also benefit the greater masses thus, increasing work performance. It must be noted that during policy implementation there are several components to be well thought-out like communication issues. Communication issue is an important matter to assess to, since every single minute in a typical working environment, each individuals communicate either in words and action. It is also an important aspect in policy implementation since; there must be an open communication that shall cater opposing ideas in order to meet a justified end. Ironic it may sound, conflicts at times are necessary to see a wider perspective of things that one may have been blinded due to partial or deficient sources of information or facts. Once communication issues has been resolved then, it is typical to progress on the next step, evaluations of the interventions implemented, if it has been effective or still needs further improvement. The whole process that has been discussed briefly above revolves around one strategic process called teamwork. In teamwork, it all depends on the type of managerial or leadership skills one possess that guides controls and at the same time, directs the whole team to a team effort. Therefore, the type of metaphor that has been used in this present situation is an organic - open system wherein, it has been use to improve the quality of work by addressing what system, policies or regulations that needs to be change or developed further in the interest of the many. It has also been observed that there is the presence of constraints. That constraint must be the focus of any improvement effort if it is expected to significantly “improve” the system in terms of that goal. What to change can’t be driven by external benchmarking influences alone; it must be a wider viewpoint of the inputs and outputs or process on the current trends and issues in the environment that may or may not apply in the given situation. However, it is tall tackled in the hope that it will prevent such problems to exist in future dealings. The constraint is the source of performance by addressing it; the current system of governance in the company will improve. Another reason that this situation is a product of an organic metaphor, since each individual in the workforce are willing to cooperate in the upcoming changes that is about to happen in spite of conflicting ideas for the sole purpose of completing the desired task and in the progress of the  whole industry. The changing environment of the workforce is a motivational impact that a firm should divulge into due to the fact that a dynamic change is good seeing as, it values what might be in the future thus, suppresses resistances. It is probable that chaos won’t be avoided in the presence of change that is why, as a minor metaphor it shows that political aspect has been a part of the regulating issues stressing on the pluralist aspect as subdivided by Flood & Jackson (1991), wherein; pluralist being an organization as a coalition of interests; power is distributed, conflict is natural and may be positive. This is evidently seen when the manager called for a general meeting, however; this is only a minor distinguishable metaphor of the political aspect. True that politically, power and authority are vested among the managers that they are bonded among one common goal though with opposing ideas, it is naturally part of their system to be in conflict with desirable results. In addition, it is also a known fact that all organizations show a definitive example of a political activity. Regardless of which, organic metaphor excels in terms of creativity in problem solving because it offers to compromise in both parties, meets the changing demands of the environment due to the fact that it is an open system, it allows information to move across boundaries that serves as an opportunity to begin new chapter or challenging roles in the future. Political metaphor is innately deficient on the capability to put on the mainstream elasticity and acknowledgment of the main workforce, the members of the team not just the organization head.  Therefore, in the organization that I have exemplified, it shows that it uses mainly the organic metaphor in the image of teamwork. Hence, the collaboration of efforts between managers and the members of the organization would be better if an organic metaphor is use to create possibilities. Despite that, it is apt for change and few experiments to go with in the will to maintain quality management. Part A: section (ii)             At the first step of TSI, “creativity”, the problem situation that is on policy implementation was perceived using the organic system and the political – pluralist metaphor. In this paper the perception obtained mainly through the organic metaphor which, was discussed in section (i). In the system of system methodology I have chosen soft system methodology which is in accordance to the table below wherein, the problem that was mentioned in section (i) is seen as complex – pluralist and the appropriate metaphor that can be use is the organic metaphor (see table 1).             Soft system methodology seek to improve organizational performance by exploring purposes and ensuring sufficient agreement is obtained among them about purposes; wherein the most important task of system thinking is to handle disagreements and conflicts that occur between managers and members because of different values, beliefs, and philosophies.               At the second step of TSI, Choice, Soft System Methodology that matches the system category and the given metaphor of the problem situation, was chosen on the basis of the previous step that was during bench marking. At the third step of TSI, soft system methodology was used to direct the implementation of the changes or interventions that was suggested and debated during bench marking. In the following sections, policy implementation using the steps of SSM is introduced (see figure 1). The concentrated effort of SSM is on horizontal axis Figure 1: Steps of SSM       The following section will show the steps of SSM as introduced: 1.      Perception of Conflict through investigation on the unstructured problem through identification or perception of policies that need further improvement or to be changed. Opinions from the managers and staff members of the enterprise were gathered through bench marking. On the basis of similarity of the opinions or suggestions the interests groups which formed the system boundary were identified (see figure 2). However, the boundaries identified won’t limit the interest groups to self when it comes to the discussion of management affairs like policy implementation since; they all aim to move forward. This can only be achieved through shared meanings.   Figure 2: Pyramid model of interests groups 2.      Root definitions of several systems can be simplified by the acronym CATWOE. The usage of the desirable changes through desired actions that may improve policies as suggested by the staff members with further evaluation by the top leaders to provide appropriate means of implementation. The table 2 shows action scheme for the desirable and feasible changes that might affect the implementation of policies within the organization in relevance to the working environment. 3.      Comparison of Conceptual model of relevant systems and problem situation: in which desirable changes of respective interests groups. Every interests group compares its conceptual model to its perception of policy implementation to produce desirable changes and actions designed by self and by other interest group (see table 2). To know the changes and actions desired by other interests groups.   	 		 		 		Table 2: conceptual models of relevant system and desirable changes of 		interests groups 	 	 		 		  		 		 		Top leaders of 		enterprise 		 		 		Management Department 		 		 		Department / project 		leader 		 		 		Knowledge demander/ 		knowledge contributor 	 	 		 		 		Conceptual model 		(skeleton) 		 		 		Implementing 		strategies; building up learning organization; examining contribution of 		knowledge 		 		 		Ensuring all of the 		achievements, suggested changes, project reports be under scrutiny by 		the whole management before it is to be implemented 		 		 		Building up mechanism 		of knowledge sharing and cooperation by means of annual meetings on 		examination of system, policy implementation through teamwork or bench 		marking 		 		 		Improving efficiency 		of achieving knowledge for own advantage and shares knowledge for the 		purpose to be heard regarding policy changes before it is to be 		implemented to keep the management making headway 	 	 		 		 		Desirable changes (on 		– going process) 		 		 		Realizing knowledge 		sharing among departments and promoting knowledge motivation 		 		 		Carrying out strategy 		that was agreed by the whole management and promoting knowledge sharing 		 		 		Strengthening key 		knowledge and competition ability of own department 		 		 		Achieving useful 		knowledge as effectively as possible 	 	 		 		 		Desirable actions and 		actions desired by other interest groups 		 		 		Progress of staff 		member 		 		 		Evaluation, 		examination and continual encouragement of the leader 		 		 		Recognizing the 		knowledge contribution by the whole team 		 		 		Continual learning 		offered by the management to promote quality work performance 		 		 		Grasping 		opportunities offered by the management in the context of improving 		knowledge and skills 	 	 		 		 		Relation among staff 		member 		 		 		Setting up learning 		organization 		 		 		Setting up knowledge 		community 		 		 		Strengthen 		cooperation in team 		 		 		Building up network 		of experts 	     4.      Coordination and game phase: to seek feasible changes among the desirable changes. Feasible changes in desirable changes of every interests group are those that are consistent with game equilibrium. In this stage two coalitions formed in the interests groups. 5.      Actions to improve the problem situation, action scheme for the desirable and feasible changes were implemented. The implemented changes if it has been successful that it was able to meet the desired outcome or it may need further improvement but that that may not mean it is incorrect. However, if it’s effective, it will be innovated to meet the changing demands of the workforce and if it needs further improvement this will be reassess to know the flaws and be discarded if other possible measures exceed it; undergoing again with the processes that will probably change the opinion about what problem they were really trying to solve.   Part B: section (i)             The following are the theoretical concepts that I think, underpins the methodology I have chosen in part A, which is soft systems methodology. The forms of soft system description are very manifold. Checkland introduced the idea of (1) “rich pictures” – illustrative description of the problem situation. It usually means combination of schemas and iconic drawings. The thoughts are represented as pictures, not words, they have rich predicative value and if well used, rich pictures are very strong language for soft system description. For their criterion there are no strict rules and the author must know what he wants to catch. It is important to note the difference between rich picture and formal models. The rich picture does not attempt to model the system in any precise way. It provides a representation of how we can look at and think about the system (Couprie, D. et al, 2005).  It can be refined as our understanding of the system becomes clearer, and what we want becomes clearer. Rich Pictures should represent structure, processes and issues of the organization which could be relevant to the problem definition, and try to give an impression of the organizational climate. In the first two steps of the SSM, rich pictures (Pešl, J & Hřebiček, 2003) are often used, only when we know the following: (1) what kinds of resources are used in the processes, (2) how to plan these processes, (3) the organization structure, (4) the neighborhood of the system which can affect it, (5) how are the processes controlled and monitored. The third phase is denoted as basic definition of relevant system. The purpose of the (2) root definition is to express the core purpose of some purposeful activity system (Checkland, P. & Scholes, J. 1990).  It is important that attention is paid into the development of root definitions.  Properly written root definitions provide a much simpler insight into building system models. The root definition should reflect the aspects denoted by acronym CATWOE (Checkland, 1980); Customer – refer to any one who may gain benefits from a system (the whole organization team). Actors transform inputs into outputs and they perform the activities defined in the system, these are usually done by the staff members. Transformation process could be observed through the conversion of inputs these are the desired action plans that is to be implemented. (3) Weltanschauung (German word for world view), that makes the processes meaningful in context. Soft systems Methodology (Checkland, 1984) have a great possibility to enrich this subjective inquiry in TA to describe behaviour. SSM can help an actor/agent reveal a specific Weltasnhuuug, derive a conceptual model and then can make a subjective inquiry of the real world with it. SSM promotes never ending (4) learning cycles which are inherently required in a spiral model of fountain model of object orientation (Kosaka, T.) The learning cycle of SSM brings to the perception of people, emerging and changing behaviour, which in turn gradually change object behaviour in information systems as serving / server systems. Owner refers to the proprietor of the system and lastly, Environmental constraints are the external element that must be considered includes organizational policies as well as legal and ethical matters. These are important things to account for in documenting the system. The transformation and world view make the core of CATWOE.  The two meld together.  Every activity can be expressed in many ways, using different world views.  It is a good idea that different world views are used to develop different root definitions (Couprie, D. et al, 2005). According to Kosaka, a SSM Conceptual model as a (5) human activity system (people working together to achieve something) leads to human behavior to reach a specific state of a served/client system to achieve a goal, and then in turn leads to the required behaviour of objects within the serving / server system. In particular most people assumed that all members of the organization accept goals that are set by top management, but this is not usually the case. For example, organizational goals, these are the product of collaboration between top management and the rest of the team in line to keep the firm growing. Since, the organization system comprises of the continual interaction among clearly bounded interests group; therefore, the whole organization is a reflection of human interactions. Part B: section (ii)             In this paper, I recognize organic metaphor and open system methodology are the most important points. Firstly, the organic metaphor offers a symbiotic environment. As what I have mentioned in Part A section (i), it emphasizes on adaptation and survival. Merely, the whole system is on proactive change. Ergo, it allows changes from different perspectives that are coming from the different interest groups (see figure 2). Like, in policy implantation which it entails the whole organization; it is initiated from the top and allows employee involvement. It also aims of knowing what are the desirable and feasible changes that shall occur within the system, these in return, would encourage managers to be more open, participative and cooperative with dealings with problems and making decisions that benefits the whole organization. The organic system allows activities such as bench marking and collaborative decision making, mainly in the image of teamwork (as I have mentioned in part A section (i) – these shall encourage in bringing the managers closer to the staff members thus, encouraging them to share and discuss problems and issues that they may likely feel committed to joint decisions. On the other hand, soft systems methodology provides a framework for unstructured problems; the way of dealing with problem situations in which there is a high human activity component especially, in an industrial firms where in it allows the organization to look into the underlying nature of the presented problem in undergoing the steps of SSM. SSM also supports the main ideology of organic system where in, it caters debates or discussions between actors or interest groups in the presented problem. In it also, SSM allows the organization to use specific techniques for a clearer view on the problem such as rich pictures, root definition using the CATWOE and etc; that may help them identify desirable and feasible changes that in return, can allow them to integrate actions fitted for the situation though it’s a long term process; team effort generated are worthy for its outcome. Part B: section (iii)             Among the five disciplines of Senge (1990) that is essential for the creation of learning organizations, I have chosen building shared vision and team learning. Building shared vision - Peter Senge starts from the position that if any one idea about leadership has inspired organizations for thousands of years, ‘it’s the capacity to hold a share picture of the future we seek to create’ (1990: 9). This can be seen during bench marking were in individuals from different interest groups are able to explain their ideas that are in line with their goals. In their discussion, it allows them to see individual efforts that encourage commitment among them. As people talk, the vision grows clearer. As it gets clearer, enthusiasm for its benefits grow’ (ibid. 227). It is also noted that individual in the workforce are willing to cooperate in the upcoming changes in spite of contradictory ideas for in the essence of progress and success. The shifting environment suppresses resistances thus; increases motivational impact the vision to fruition.             Team Learning, Such learning is viewed as ‘the process of aligning and developing the capacities of a team to create the results its members truly desire’ (Senge 1990: 236). This can be exemplified in teamwork, since, teams not only work together they too think together. The unified act allows them to exert more effort; this does not tell us that conflicts are avoided, conflicts does still exist but in a productive way. How? By continuous interactions between people that allows the group to grow. The discipline of team learning starts with ‘dialogue’, the capacity of members of a team to suspend assumptions and enter into a genuine ‘thinking together’ (Senge 1990: 10).When dialogue is joined with systems thinking, Senge argues, there is the possibility of creating a language more suited for dealing with complexity, and of focusing on deep-seated structural issues and forces rather than being diverted by questions of personality and leadership style.

Sample Essay about Teamwork

System Methodologies Part A: section (i) The situation that I would like to investigate in particular is on the rel...