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What Team Working Entails From Different Personality (Article Sample)


what team working entails from different personality


Team Design and Identity
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According to Sundstrom, DeMeuse & Futrell (1990), a team is a collection of symbiotic persons who in common have responsibilities in an organizational setting. They further state that members are symbiotic in terms of skills, resources, and information as they pool their efforts towards attaining their common goal. The members focus mostly on complementing each other’s skills in commitment towards meeting their common purpose and objectives (Guest & MacQueen, 2008). A good example can be in a case where the members’ goal is work together to make a presentation, write a report, or even unveil a new and unique prototype or a design in a product.
For a team to be outstanding in terms of operation, factors such as the members’ roles, the objectives, the project structures, and the approaches and tools used have to be taken into consideration. The above mentioned are pillars that influence the teams to making most out of the available opportunities towards their success. Roles that bring along responsibilities are assigned to the team members by the project team by giving them the guidelines to the tasks and processes they ought to follow.
Designers, managers, experts, and stakeholders are usually the kind of people categorically team design entails. The team designer generates and documents thoughts, concepts, and ideas pertaining the team's proposals and plans. To ensure that the objectives are delivered by the team, there must be a team manager to lead the members by making sure the plans are executed successfully (Morgeson & Humphrey, 2008). The manager’s and the designer’s roles at times similar thus some people tend to use the titles manager and designer interchangeably. Ultimately, the stakeholders become the main owners of the team’s achievement was the project ends up successfully.
Vital to the team’s success is the identity of the team which is a strong foundation that ensures success to the team in building trust and clarifying the members’ roles. Team identity creates an opportunity for members to talk over their obligation, influences, and concerns in clarity.
In the 1940s and 1950, team building emanated from a movement by the name “T-Group” that brought groups together (Dyer, 2007). This helped in understanding better in the dynamics of teams in addition to their relational styles and it is what is referred to as team building. Plans were instituted along with processes that improved the overall performance of the team through team building (Jex & Britt, 2014). Employment of analytical models enables team members to pinpoint problems affecting them as a team. Moreover, attainable goals which are specific are set to ensure the improvement of the team addressing the issues encountered. It doesn’t stop at that point, team building goes beyond to pursuing performance monitoring and engross personal management so as to inspire improvement.
Teams are not limited to their context. Rather, they can partner with other teams that carry out similar activities to increase their effectiveness and productivity (Druskat & Wheeler, 2003). Gathering information from teams from larger successful organizations can help to inform the team on the activities and goals that led them to success. Managers or leaders are usually the ones responsible for ensuring that the efforts of the team are in accordance with the teams and individuals that are within these organizations.
In establishing team member identity, the platform of trust, interaction, and teamwork is set up. This is very helpful especially in cases where the team has just start off by bringing new members, reorganizing, beginning a new project, setting up priorities, changing responsibilities, and renewing of commitments. Members are invited to expressing themselves during discussion meetings. They get to know the importance of their membership, their purpose, and expectations towards their participation. Talents and skills are also specified with respect to the roles played by the members of the team enhancing productivity. Moreover, questions and concerns raised by the members that need to be answered and addressed in clarity.
The greatest challenge that project managers are repeatedly encountering is team design and building whereby there are the absence members who are fully committed to be involved in the undertakings of the team. Team members have to strive tirelessly so as to be effective in their context. Factors that ordinarily lead the members to make their efforts bear fruits lies mostly in the decisions they as a team makes. This includes the composition of the team members themselves, the number of members the team should have, and the degree to which the members may be diverse in terms of skills, background, or personalities.
In team design, the size and performance mostly tend to be dependent on how various tasks are independent on their own. According to their study, Campion, Medsker, & Higgs (1993) found out that in some instances larger teams were more productive than smaller ones, while in other instances it was the opposite. The results seemed to vary under different conditions where the size of the teams and their goals were largely determined the outcome.
Homan et al., (2007) noted in his research that diversity in teams with respect to the composition brought creativity and effectiveness. What triggered this is the ability of a diverse team comprising of people from different backgrounds, of different gender, age, and levels of expertise, talent, and skills, who are able to solve problems as a group. Diverse teams usually do not have minimal problems of groupthink by trying to avoid them as much as possible (Surowiecki, 2005).
Teams that embrace identity usually employ the habit of calling members to discussions that offer members a chance to think over their significance on the team. This helps the leaders summarize the points that turned out to be crucial when the team members were clarifying their identity. Moreover, the next steps to make as a team can be easily tabled so as to develop the appropriate guidelines that will facilitate following up all that was discussed. Members will feel encouraged to look for a way that will underpin all that was said for the good of the team.
For a successful project execution, a team has to be blended accurately with the necessary skills the members have with the aim of achieving the set goals. It is upon the team members, therefore, to work on their respective responsibilities to guarantee success that highly depends on their proficiency level. Teams have now become common due to the complex modern workplaces that have high interdependence as well as specialization in job roles (Devine et al., 1999). The teams have helped in bringing creativity that results in working towards the same goal with diverse teammates.
In some instances, unfortunately, problems may arise that may result in the members ending up in disagreements. The team would be rendered ineffective if the disagreements are not addressed accordingly. The team leader is responsible for ensuring a design that will bring cohesion and trust and not relationship conflicts (Thompson & Thompson, 2008). Factors essential for a team to perform and deliver mostly lies on the members themselves. The leadership, contributions the members make, collaboration, not to mention how they communicate dictate how the team will perform. Smith (2001) categorizes team members distinctively in terms of roles as shaper, team-worker, finisher, and specialist.
Team identity usually has levels depending on the person or the organizational roles one plays in the team. Individual-level brings a member into perspective at a personal level to answer the question “Who am I?” On the other hand, the organizatio...
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