Team building

TEAM BUILDING 5

Teambuilding

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Manycompaniespreferworkingwith groupsdue to their expansivescopeof operation.Itis necessaryto haveworkinggroupstasked with handlinga partof themainjobin orderto achievethecompanies’objective.Theteamsneedto beclearlyinformedof their roles,andtheymust havea supervisorto be a conduitbetween them andthemanagement.Everyteamoperatesautonomously butwith theoverall controlof theseniormanagers.Themembersdevelopcloseness through understanding,andtheyachievetheir objectives.However,a problemariseswhentwo teamsmaregiventhesametask.There is disruptionof theusualnatureof groupoperationsandconflictsmay arise.

First,itis importantforanyorganizationto havea mission.Themissiondefinestheroleandthescopeof operationof thecompany.Through this,an organizationcreatesunseenboundariesthat marktheir areaof operation.Anytaskthat fallsout of thatarenabecomesunnecessary,andthishelpsachievingan effectiveuseof resources.In additionto this,thescopeis a preliminarydeterminant of thenumberof workersrequiredto executethetask.Agoodexampleis theElectricGov’s missionis to provideelectricityto variouslocationsin theunitstates.Their scopemeansthattheyrequireseveralteamsto providetheir servicescitizensin thedifferentlocations(Dyer et al., 2013).

Themembersof theseteamswellacquaintedwith their roles.First,whenindividualsknowtheir specificresponsibilitiesin a team,theyworkcohesively with eachother.Theteambecomeslike an objectwhereallpiecesfallinto place.There are veryfewchancesof collisionsorignorantneglects in thecourseof duty.Secondly,whenthemembersbecomeawareof their roles,theydevelopa flexibleworkpatternas an individualunitunder theguidanceof a supervisor.Theteams,therefore,workindependentlywithout overly relying on themanagementfordirections.Agoodexampleis theElectriGov’s teamsthat workindependentlybecausetheindividualsfitinto their respectivegrouppatternshavingknowntheir roles(Dyer et al., 2013).

Theteamsin an organizationtendto competeto be thebestin termsof achievinggoalsandobjectives.Acompetitionaimedtowards such an achievementis encouragedbecauseitraisestheeffectiveness of a teamandtheentireorganization.However,cutthroatcompetitioncan createenmitybetween theteams.Excessivecompletionmay resultin somemembersusingunfriendlymeansto beattheir counterpartsthat can breach theworkethics,andthiscan createa conflict.

Insolvingconflicts,both short-term andlong-term goalsare crucial.Short-term goalssettheplatformfora discussionleadingto long-term measures.Itwould be an invalidmoveto setfuturegoalswhentheteamsare stillin conflict.Immediatemeasureclearstheairbefore gettinginto thedetailsof thematter.Long-term goalspreventfuturedisagreementssince theyputin placetheprocessof executingdutieswhenever thetwo teamsworktogether.Anotableexamplecan bedrawnfrom a conflictof interestin two teamsworkingwith ElectriGov. Theshort-term goalinvolvedbringingthememberstogetherandtalkingabout howtheyfeeltowards eachother.Thelong-term goalsinvolvedthememberssuggestinghowtheyshould workin futureprojects.Involvingthem in settingtheprocedurewill ensurethattheyownup therulestheyset(Dyer et al., 2013).

Themanagementshould knowhowto solveconflictswhentheyarisesothattheycan maimunhealthyrelationsbefore thedeveloprootsin theorganization.Itis not wiseto involveexternalbodiesto solveproblemsbecausetheymight onlycometo finda progressedconflictthat has adverseimpactson thecompany’soutcomes.Themanagementis in closecontactwith theemployeeand,therefore,theystanda betterchanceto solvetheir issues.

Reference

Dyer,W. G., Dyer, J., &amp Dyer, J. H. (2013). Teambuilding: Proven strategies for improving team performance.John Wiley &amp Sons: New York.