The Importance of Leading and Managing Teams in Organizations
Leading and managing a team in an organization is a process under which the efficiency and productivity of the employees are increased by adopting some theories and strategies. Leading and managing teams help fully utilize the potential of all the employees in the organization (Korkmaz et al. 2022). The person responsible for managing and leading teams in the organization can provide guidance, direction, and support to the employees at the workplace. The team leader is responsible for the performance of all the team members individually and 4 their growth in the organization. Moreover, four the effective leading and managing of a team some factors are responsible for this successful management of a team. These factors include good and clear communication in the team, engagement of all the employees in the activities, balancing the personal and professional life and building trust among the employees in the organization (Lungeanu, DeChurch and Contractor 2022).
Leading and managing a team is possible by clearly setting the short-term goals for the individuals and the organization’s long-term goals. Olympia Computers Ltd. needs an organizational change to improve the operations and the sales figure. In this report, some major theories are discussed that are responsible for improving the organization’s efficiency that directly impacts the company’s overall performance.
Team development is a process conducted among the group of people in the organization to improve the performance of the employees at every level of achieving the organization’s objective (Hastings and Schwarz 2022). Two major theories are used in this report for the team development of Olympia Computers Ltd. for the effective growth of the organization. These two major theories are Bruce Tuckman’s Team Development Model and Charrier’s Cog’s Ladder theory on team development. Bruce Tuckman’s 1965 team development model explains the five stages or levels used for the development of the team in the organization. These five stages are Forming, Storming, Norming, Performing and Adjourning.
On the other hand, Charrier’s Cog’s Ladder theory is based on five stages of the ladder used to develop high-performance individuals. These five stages of the ladder include The Polite Phase, Purpose of the Team, The Power Phase, The Cooperation Phase and The Group Spirit Phase (Brown and Harvey 2021). There are some similarities between these two models mentioned above that make the task of team development easier for the leader and the team members. The similarity between these two models is explained through the stages of Cooperation and Norming. Both stages discuss achieving the organizational goal with the help of the efforts and contribution of all the individuals in the team. Another similarity between both the team development models is demonstrated through the stages of performance and group spirits in the organization (Diaz 2022). In both the stages of team development, the theories talk about the work done by the individuals of the group collectively to achieve the organization’s goals. In both theories, the group works as a single unit and is highly motivated to complete the assigned task on time.
Factors Responsible for Effective Team Management
Along with the similarities, these two theories mentioned above also have some differences that provide different ways for the team’s development. The difference between both theories is observed when resolving conflicts that occur during the process of team development in the organization (Vatousios and Happonen 2022). The Charrier’s Cog’s Ladder theory describes resolving conflicts among the team members in the Constructive stage of the team development. Under this stage, the team members resolve the conflicts among themselves as a single unit. On the other hand, in Bruce Tuckman’s team development model, the conflict among the team members is avoided or ignored to ensure harmony among the team members.
For identifying the role of the team members in the process of development of the team and for analyzing the performance of the individuals in the team, there are two models used for the development of the team in the most effective manner (Peng et al. 2022). For this purpose, the models implemented in this report are Belbin’s Team Roles Theory and Margerison McCann’s Team Performance Index. Belbin’s Team Roles Theory conducts the team development theory by analyzing the behavior of the team members and by including three persons such as coordinator, teamwork and resource investigator. On the other hand, the Margerison McCann Team Performance Index works on the management of the team and ensures the completion of the team’s objective (Wang et al. 2022). This model conducts the process of team development by implementing the four major steps such as relating to others, gathering and using the particular information, making appropriate decisions and organizing the activities of all the team members. Some similarities exist in both models that help the team members develop their team to achieve the desired results. One of the most similar patterns observed in both models is that the concept of teamwork and coordination is implemented in both models for team development. In Belbin’s Team Roles Theory, the coordinator plays a significant role in the team development and is appointed for this special purpose.
Similarly, in the Margerison McCann Team Performance Index, the decisions that the leader takes for the team’s management include the concept of teamwork among all the members (Aronson, Reilly and Lynn 2022). Along with the similarities, there are some notable differences between both theories observed during the team’s development. One of the most significant differences in both theories is related to the activities conducted for the growth of the team members. In Belbin’s Team Roles Theory, for completing the defined tasks and achieving the group’s objectives, a specialized person for a particular task is appointed for maximum accuracy in the work done. On the other hand, in the Margerison McCann Team Performance Index, the activities conducted are based on teamwork (Lin et al. 2022). The contribution of every individual in the team is considered for solving the conflict and achieving the team’s desired goal.
The successful development of team performance is a process that is required to improve the efficiency and productivity of all the employees in the organization. The process of team performance development ensures the achievement of organizational goals and objectives (Jena and Goyal 2022). Two significant factors are responsible for the successful development of team performance in an organization. These two major factors are motivation and emotional intelligence, which are involved in building an emotional connexion with all the employees in the organization. The motivation factor helps all the employees in the organization work more with maximum efficiency. For motivating the employees in the organization, there are some tried and tested theories for implementing the strategies with the utmost accuracy (Stawicki, Krishnakumar and Robinson 2022). The incentive theory of motivation is used in organizations worldwide. The incentive theory of motivation includes various kinds of motivations provided to the organization’s employees, such as recognition, incentives, and rewards. Under the incentive theory of motivation, it is ensured that the organization’s employee feels motivated by conducting all the activities at the workplace. In the incentive theory of motivation, the factors that play A significant role are bonus, opportunity, promotion, paid vacation, salary and praise. Another theory of motivation used in the organization is McClelland’s need theory. McClelland’s need theory of motivation motivates all the employees in the organization through its three proposed domains (Arghode, Lakshmanan and Nafukho 2022). In McClelland’s need theory, the three major domains for motivating the employees in the organizations need affiliation, achievement, and power. Need for affiliation theory Demonstrates the feeling of acceptance in the employee at the workplace that encourages that employee to work more for the organization. For example, in the Olympia computers limited for improving the sales team’s performance, the need for Affiliation theory will provide a positive feeling among the employees to achieve their sales target efficiently. Under the need for achievement theory, there is a desire among every organization’s employees to be successful in their work (Chirayath and Bhandari 2022). For example, in the Olympia Computers limited company, by implementing the theory of need for achievement among the sales team employees, the motivation level of the employees is increased to improve their performance. Lastly, the theory of need for power encourages every organization employee to influence other employees and staff to obtain a feeling of a powerful person. As it is observed that in the Olympia computers limited company, the employees of this sales team need to be felt powerful to work with more motivation and productivity. Overall, the motivation factor for this successful development of team performance in the organization can improve the performance of every individual at the workplace (Hitu, Kusumaningtyas and Ardiana 2022). With the help of the mentioned motivation theories, it becomes easy for a manager to increase the performance of the team and its members. The second most important factor involved in the successful development of team performance in the organization is the employees’ emotional intelligence. Emotional intelligence in the organization is used widely To identify and analyze the emotional aspect of the employees. The concept of emotional intelligence in the organization promotes self-awareness and motivation among the employees to improve efficiency in the work (Johari et al. 2022). The emotional intelligence in the employees is also able to develop empathy among them and teaches various kinds of social skills in the organization. The most suitable and accurate academic theory used for the implementation of emotional intelligence in the organization among the employees is Daniel Goleman’s emotional intelligence theory. Daniel Goleman has focused on five major domains for adopting this method in the organization through this emotional intelligence theory. The five domains of the emotional intelligence theory include self-awareness, self-regulation, motivation, empathy and social skills among the employees (Mittal, Shrivastava and Gupta 2022). For example, in the Olympia computers limited company, if all these domains are implemented in the organization’s sales team, then it is possible to achieve the desired level of profit in the organization. With the help of this emotional intelligence theory, the Olympia computers limited company can generate more sales and expand its customer base in the market. Emotional intelligence also helps to resolve conflicts among the employees through various emotions that improve the performance of the whole team in the organization. Through emotional intelligence, the teams in the organization are managed in a better way that directly makes a positive impact on the team’s performance. Both these factors discussed encourage teamwork among the employees in the organization and help understand the team members’ capabilities for completing the given task (Kumar 2022). Along with this, both these factors help resolve the conflict among the employees that can reduce the wastage of time while completing the work in the organization. Moreover, motivation and emotional intelligence improve the leadership skills among the employees that give rise to innovation at the workplace.
Major Theories for Team Development
Conclusion
From the above discussion about leading and managing teams end to improve the performance of the teams in the organization, it is observed that there are various ways available for implementing strategies for the development of the team in the organization. From the discussion about Tuckman’s team development model and carrier’s cogs ladder theory on team development, it is analyzed that development offered a successful team through various stages. These changes include forming, storming, norming, performing and adjourning. Along with the discussion about carrier’s cogs ladder theory and team development, it is observed that the behavior of the individuals in the team plays a significant role and contributes to the successful development of that team. Similarly, while discussing Belbin’s team roles theory and Margison’s team performance index, it is seen that for completing a particular task in the team, some specialization or expertise is required to achieve the desired results. It is also analyzed that after completing the actions by the individuals in the team, it is also important to monitor and evaluate them for improving the performance of all the team members in the organization. After that, two major factors are discussed that contribute to the successful development of a team in the organization. These two factors were motivation and emotional intelligence used for the employee’s individual growth in the organization.
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