- MT 140 M1 Assignment Solving Management Problems.
Solving Management Problems
Collaborative work is crucial in ensuring that any organization functions effectively, especially under CW conditions, which involve instability. This assignment discusses actions that must be taken to improve CW’s subcontractors’ teamwork and explain the delays and reasons for cost overruns.
One should understand the characteristics of the team leader that make a successful team and follow the teamwork guidelines. Culturally responsive practices help enhance collectivism at CW and provide cooperation, efficiency, and success across employees from different cultural backgrounds.
Building Effective Team
Trust can be considered the best and longest-lasting practice for any organization, especially for subcontractors.
Clear Communication
Clear Communication is the key to any business relationship. Utilize project management tools to share your schedules, timetables, deadlines, or changes. Communicating all the ideas and animally related to the project is important in brust. We need to require formal e subcontractors to come and ask questions and seek input and recommendations. Effective Communication is important so that everyone is aware of what is going on, which in turn aids in the establishment of a good working relationship. establishing
Fair Contracts and Payments
Any deals that involve signing papers should be secured with the information involved. Both parties need to know the terms and conditions, the scope of work, and payment terms. The payment should be prompt, as per the payment terms. Payment relationship tensions and cash flow issues on the subcontractors’ end. Dependable and trustworthy individuals engage in a mutually beneficial financial business relationship (Robbins et al., 2020).
Provide Support and Resources
Subcontracting organizations may depend on the primary organization for certain resources or help. The subcontractors should receive training support with permits or other legalities concerning writing or drawing. Giving them these resources can enhance the qualiTheseand make them understand they are appreciated. Subcon helps them understand an essential factor that helps them to provide added commitment and improve the overall outcomes.
Foster a Collaborative Environment
Creating a collaborative environment is crucial in ensuring all employees understand that they are working together to achieve a common goal (Lassoued et al., 2020). Subcontractors should be regarded not as people from the outside but as part of the project team.
The involvement of both parties in project planning sessions and considering what they have to offer is an important part of a collaborative environment. Appreciate each other’s efforts and acknowledge the role that each one of them played. It also encourages organizations and subcontractors to do more for the project’s success when they are fully involved by perceiving themselves as part of the team (Burke et al., 2022).
These areas include effective Communication, equitable relationships and professional conduct, mutual assistance and cooperation, and equitable payment terms and conditions with the subcontractors. As a result, improved project performance, productivity, and sustaining client relationships.
Traits of Effective Leader
Effective team leaders demonstrate the following four traits: interfacing, investigating, influencing, and enforcing.
Relating
Relating pertains to developing trust in a social context, specifically with the team. Good team leaders should always be kind and considerate of other members and should always participate in all group activities.
Example
A leader observes that a team member appears frustrated and makes an effort to approach that person and, instead of immediately discussing the project assigned to the particular team member, checks in on how the team member is doing. It also relieves the stress of working by showing the team members that the leader is interested in them as human beings, not just employees.
Scouting
Scouting is gathering information and supplies that the team needs that may be useful. This includes ensuring the firm is current on industry trends and getting feedback from the team and other stakeholders (Mendoza et al., 2001).
Example
A leader always takes time to go through journals and attend workshops to gain information on new technologies. They also let the team benefit from such knowledge to improve the work process.
Persuading
Persuading is the process of gaining cooperation to actualize set goals and objectives. By implementing this, effective leaders can always convey strategic directions and ensure their team members are on the same page.
Example
In cases where a leader is implementing a new tool for project management, they describe how it will save time and decrease pressure. They handle questions gracefully and explain the advantages, ensuring the team accepts the new tool.
Empowering
Giving authority to the team members and making them assertive is empowering. A good leader contributes and fosters trust within the ‘new’ organization. Example
A leader assigns a substantial task to a junior team member, offering some direction but letting them determine the course of action. It also motivates the team members and promotes that individual’s confidence by making them feel trusted.
Getting out of the Storming Stage
Keeping a Clear Communication
To keep clear Communication, encourage the usage of both business-related and casual media for internal Communication within the team to get out of the storming stage. Schedule daily or weekly calls, conferences, or conference calls for the team members to lay out their grievances and ideas (Grewatsch et al., 2021).
This way, avoiding confusion and sorting out conflict of interest situations is easier. Keeping the lines of Communication open prevents matters from becoming blown out of proportion while making everyone feel important. Moreover, some common practices, such as an open-door policy, mean that the team members can address the leader or other members at any time, promoting cooperation and trust.
Fulfilling Roles and Responsibilities
Ensure that every member has a clear perception of their contributions and responsibilities. This helps to avoid confusion and duplication so that all subcontractors are informed about their position in the team’s work process. This leads to clarity on each member’s expectations and how each member impacts the mission of the larger team. Clarity can be maintained through job descriptions, writing lists of tasks as well as conducting performance appraisals frequently. When the team members are well informed of the expected roles, they may perform well and harmoniously.
Performing Team Building Activities
Cultivate association and devotedness through seminar sessions that foster intercommunication and acquaintance amongst the team members. Such activities may include informal group discussions for leisure, group trips, work-related activities, and training sessions. It also allows for interpersonal conflict, encourages group cohesion, and promotes cooperation among team members. They allow the team members to see other members’ fortes and the areas they could be stronger, which helps enhance team synergy.
Keeping in View Clear Objectives
One must incorporate achievable goals into the work so that the workforce is on the right track. Tasks with clear goals are easier to handle, supervise, and motivate since direction is well established for team improvement. Five key characteristics of SMART should be used while setting the objectives: Specific, Measurable, Achievable, Relevant, and Time-bound. It is always important to review goals periodically and modify them to ensure everyone within the team is on the same page. When the team members know more about what the team is working for or towards.
MT 140 M1 Assignment Solving Management Problems
A team leader must be non-judgmental, easy to approach, and willing to intervene in employee conflicts (Bateman et al., 2022). A good leader must stand close to the team during tough moments and exhibit positive behavior. During this stage, the leaders need to be understanding and allow some time for their team to calm down before proceeding with additional activities.
In writing the feedback, staff members should be encouraging, acknowledge successes, and suggest how to handle failures. Leadership assurance combined with a positive attitude creates determination and unity within the team to achieve organizational goals and objectives (Shrestha et al., 2021). Through these strategies, overcoming the conflicts inherent in storming and developing healthy relations within the workgroups is possible. This creates the background for the team to move on to higher phases of development, leading to better performance and success. Explore our assignment MT 140 M3 Assignment Change Management for complete information about this class.
Next 2 Phases
Norming
This norming stage becomes difficult due to the evident effects as the team advances in the project. Team members start developing perceptions about the abilities and incompetence of each other within the organization (Mendoza et al., 2001). This results in more effective interaction with others and enhanced team dynamics.
Example
The developed team members can handle working relations with their colleagues, contribute equally in discussions and brainstorming sessions, and provide critiques. This tells us that people work hard to meet the team’s objectives.
Performing Stage
During this stage of the performing stage, the team members are highly productive and capable of performing their assigned duties effectively. The individual contributes, is responsible for their work, and does not need constant supervision to remain obedient.
Example
This team effectively solves tasks, makes decisions, and achieves goals and goals at a fast pace and with high quality. For instance, going through the storming, norming, and performing stages will enable the team to work on strengthening the relationships between the members (Shrestha et al., 2021), increase the speed at which the work is accomplished, and well as the efficiency level in the completion of the work assigned to the team.
Cohesive Team with High-Performance Norms
Recruit Members with Similar Attitudes, Values, and Backgrounds
Hire colleagues with the right attitude, beliefs, and backgrounds. The congruency of attitudes, values, and work ethics among the team members enhances productivity and reduces conflict. It is easier to work with a colleague who has similar traits. For example, attracting more people to an organization who hold traits like the value of teamwork and a customer-oriented personality will ensure no clashes within the team.
Ensure compliance with Socialization Standards.
Ensuring everyone has a good selection process and training reduces tackiness and improves teamwork. CW can develop an effective plan for a formal socialization program, which will help acquaint the new employees with the organization’s culture, performance expectations, and responsibilities (Inegbedion et al., 2020). This way, everyone is aware of what is expected from them and feels like they are part of the team that owns the project.
Keep the Team as Small as Possible
As much as possible, endeavor to keep the team as minimal in number as possible. Small teams mean that everyone communicates frequently and everyone within a team feels valued. CW should ensure that project teams only hire workers or employees for the projects they have been awarded (Thneibat et al., 2023). For instance, a well-sized team should be able to join in a meal so that there is a feeling of close attachment and teamwork.
Support the Team and Promote its Achievements
Affirmation and celebration of the team’s achievements go a long way in enhancing team morale and cohesive status. CW should demonstrate success stories and create awareness of successful projects and achievements made by the organization’s team members. For instance, CW can propagate the team’s success to the rest of the employees after constructing a new facility by writing success stories in newsletters or verbally during meetings to encourage the team to continue working hard (Specchia et al., 2021). If these steps are taken, CW can have a solid team and strong performance norms, benefiting the organization.
Becoming a High-Performing Team
This way, leaders must make decisions in consultation with the team members to make the organization a great team. This approach ensures that all members feel that they have a direct interest in the project’s outcome. Managers should call meetings where the team members can discuss issues to do with the project and come to agreements. This inclusiveness fosters goodwill among all project members and makes them contribute towards the project’s success. For example, CW leaders may schedule daily catch-up meetings to discuss project plans and seek ideas from all teammates to increase engagement and ownership.
CW can coordinate friendly competitions between different teams or set difficult project goals that can only be achieved through team effort. These challenges motivate team members and ensure they work harder and closer. For instance, CW can organize inter-team games or competitions to encourage inter-team solidarity. Giving rewards and incentives can greatly improve the work team’s motivation (Larson & DeChurch, 2020). CW should appreciate and compensate efforts made to achieve team goals by offering bonuses, appreciations, and bonuses based on output or victory.
For example, if a team finishes a project before the deadline that was set and within the approved budget, the team could be rewarded with a lunch or equivalent cash amount. Such incentives recognize the effort put in place and challenge people to perform even better. The leadership concept proposed by CW allows the team members to participate in the decision-making process, set external goals and objectives, and provide the necessary incentives for the team’s success, thus creating a powerful and highly motivated team.
Effective Team Leadership
Training and Development Programs
Another area where CW could improve is by enhancing training programs to ensure that the team leaders are trained adequately. This will enable them to be adequately trained. Project enables them toCW can also help team leaders effectively pay attention to conflict management and consultation focus on skills, which can positively change the team’s overall performance (Specchia effect 2021).
Performance Evaluation and Feedback
CW should ensure that it often engages in performance appraisals and inquiries from its team to determine how well leaders perform. For example, implementing a new feedback system, makes the workers share their opinions about the efficiency or inefficiency of their leaders. Candidates are expected to share their experiences and future recommendations regarding such an assessment to improve the teams’ leadership skills and overall productivity.
Conclusion
Having a constructive technique is especially important for any organization, regardless of the nature and speed of the company, including the Collapsible Workspace (CW). To address challenges like those in MT 140 M1 Assignment Solving Management Problems, they must hire diversified skilled workers to meet CW needs, develop collaboration, and achieve the best outcomes.
This can be accomplished by enhancing accountability, implementing cross-functional skills, escalating performances, and fostering team leadership. CW should also expand to build a stronger team and leadership that will aid the company in achieving its objectives in the future.
References
Bateman, T. S., Konopaske, R., & Snell, S. (2022). M: Management (7th ed.). McGraw Hill LLC,
2021.
Burke, W. W. (2022). Organization development. Oxford Research Encyclopedia of Psychology. https://doi.org/10.1093/acrefore/9780190236557.013.734
Grewatsch, S., Kennedy, S., & Tima) Bansal, P. (2021). Tackling wicked problems in strategic management with systems thinking. Strategic Organization, 21(3), 147612702110386. https://doi.org/10.1177/14761270211038635
Inegbedion, H., Sunday, E., Asaleye, A., Lawal, A., & Adebanji, A. (2020). Managing diversity for organizational efficiency. SAGE Open, 10(1), 1–10. Sagepub. https://doi.org/10.1177/2158244019900173
Larson, L., & DeChurch, L. (2020). Leading teams in the digital age: Four perspectives on technology and what they mean for leading teams. The Leadership Quarterly, 31(1). https://doi.org/10.1016/j.leaqua.2019.101377
Mendoza, J. G. (2001). Trust and team building: A study comparing traditional and experiential team building methods about trust development (Order No. 3017511). Available from ABI/INFORM Collection. (276250194). https://go.openathens.net/redirector/purdueglobal.edu?url=https://www.proquest.com/dissertations-theses/trust-team-building-study-comparing-traditional/docview/276250194/se-2
Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117–121. https://doi.org/10.1097/HCM.0000000000000296
Shrestha, Y. R., Krishna, V., & von Krogh, G. (2021). Augmenting organizational decision-making with deep learning algorithms: Principles, promises, and challenges. Journal of Business Research, 123, 588–603. https://doi.org/10.1016/j.jbusres.2020.09.068
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18(4). https://doi.org/10.3390/ijerph18041552
Thneibat, M. M., & Sweis, R. J. (2023). The impact of performance-based rewards and developmental performance appraisal on innovation: the mediating role of innovative work behavior. International Journal of Productivity and Performance Management, 72(6), 1646-1666. https://doi.org/10.1108/IJPPM-03-2021-0117