Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from essay:
84-85). Likewise, behavioral measures of assertiveness in team settings can be measured through peer or supervisory ratings of on-the-job performance; in addition, these metrics can be obtained through the conduct of situational exercises (Salas et al.).
A model described by Bryant and Albring (2006) includes two factors, (a) performance measures (e.g., extrinsic factors including the quality, speed and number of errors in the outcome), and (b) other outcomes, to help measure how well a team is performing, as shown in Table 1 below.
Performance measures and other outcome metrics for measuring team performance.
Type of Metric
1) How professional-looking is the final product? (Quality)
2) Is the project turned in on time? (Speed)
3) How accurate is the final product compared with the model solution? (Accuracy)
While these may differ from team to team, these outcome metrics general include:
1) Member satisfaction
2) Group cohesiveness
3) Attitude change, and 4) Sociometric structures
The foregoing metrics are intended to measure individual team member characteristics and attitudes following the completion of the project.
Source: Bryant & Albring, p. 242.
Developing Successful Teams.
Having established the general characteristics of an effective team and what developmental approaches are recommended, the development of successful teams naturally follows these steps but there is more involved as well. Indeed, Cleary and Rice (2005) emphasize that, "Developing successful teams is a critical element of leadership" (p. 31). While the developmental exercises and approaches described above represent a good start to promoting successful teams, establishing criteria by which a team's success will be measured should also be included as described above. For example, a successful team in a small- to medium-sized enterprise competing in the hardware industry might be considered one that accomplishes its assigned goals for developing a new hammer handle in a year or two; by sharp contrast, a comparable team in an organization competing in the semiconductor industry might be regarded as wholly unsuccessful is they require this much time to accomplish their goals.
According to Bauer (2003), an important first step in developing successful teams in virtually any organizational setting is the need to eliminate misconceptions about what such teams actually do and how they go about doing it. In this regard, Bauer advises, "One misconception we need to discard is that team members need to love each other. Believe it or not, we do not need to appreciate each other's personality to operate successfully. What we need to do is appreciate each group member's specific approach and to understand how it helps to get the job done" (p. 50). Once this step is accomplished, the next step to developing successful teams is to forego individual needs and desires when the team is formulating its plans. As Bauer emphasizes, "The key to group success is to be yourself, act normally but responsibly, and recognize and appreciate what each group member naturally brings to the table. This knowledge will help you develop teams comprised of individuals with the mix of approaches and orientations necessary to achieve success" (p. 50).
Bauer, D.G. (2003). The 'how to' grants manual: Successful grantseeking techniques for obtaining public and private grants. Westport, CT: Praeger.
Biech, E. (2001). The Pfeiffer book of successful team-building tools: Best of the annuals. San Francisco: Jossey-Bass/Pfeiffer.
Brannick, M.T., Salas, E. & Prince, C. (1997). Team performance assessment and measurement: Theory, methods, and applications. Mahwah, NJ: Lawrence Erlbaum Associates.
Bryant, S.M. & Albring, S.M. (2006). Effective team building: Guidance for accounting educators. Issues in Accounting Education, 21(3), 241.
Burke, R.J. & Cooper, C.L. (2004). Reinventing human resources management: Challenges and new directions. New York: Routledge.
Cleary, B. & Rice, R. (2005). Nursing workforce development: Strategic state initiatives. New York: Springer.
Douglas, C., Martin, J.S. & Krapels, R.H. (2006). Communication in the transition to self- directed work teams. The Journal of Business Communication, 43(4), 295-296.
Dubois, D. & Rothwell, W. (2004, April). Competency-based or a traditional approach to training? A new look at ISD models and an answer to the question, what's the best approach? T&D, 58(4), 46.
Golembiewski, R.T. (2000). Handbook of organizational consultation. New York: Marcel Dekker.
May, G.L. & Gueldenzoph, L.E. (2006). The effect of social style on peer evaluation ratings in project teams. The Journal of Business Communication, 43(1), 4-5.
Recardo, R. & Jolly, J. (1997).…[continue]
"Teamwork The Promotion Of A" (2008, September 10) Retrieved December 9, 2016, from http://www.paperdue.com/essay/teamwork-the-promotion-of-a-28210
"Teamwork The Promotion Of A" 10 September 2008. Web.9 December. 2016. <http://www.paperdue.com/essay/teamwork-the-promotion-of-a-28210>
"Teamwork The Promotion Of A", 10 September 2008, Accessed.9 December. 2016, http://www.paperdue.com/essay/teamwork-the-promotion-of-a-28210
policy memorandum is always a rewarding experience for all, because it encourages teamwork and helps team members practice their analytical, creative, and critical thinking skills. We also learn how to communicate our ideas in fresh but succinct ways when we create a policy memo related to an important subject. In this case, the subject is Chapter 8: Healthcare: Attempting a Rational-Comprehensive Transformation. The opening paragraph of the chapter introduces
Nurses, who have first hand knowledge and understanding of how to live healthy and how to take proper care of themselves, are far better equipped to teach others about these concepts. Certain populations can benefit greatly from prevention, especially those who are prone to specific types of diseases or conditions. One of the most common behaviors that leads to many chronic and often very damaging health conditions is smoking. Smoking
Management Skills Required for a Security Manager Management is a wide field of knowledge important to everyone at any particular point. Management is not only important to organizations or companies but also to individuals in their day-to-day activities. Individuals require management skills to manage time, finance and expenditures in daily aspects of life. Management is a necessary tool that enables one to carry out activities in an orderly and organized manner.
Classic Airlines A Nine Step Cost Reduction Plan Describe the Situation Identifying the Potential Cause of the Problem Verifying the Likely Causes by Gathering Data Identifying Possible Solutions Evaluating Alternative Solutions Determining the Best Solution Identifying and Assessing the Risks Implementing the Solution Evaluate the Results Classic Airlines is currently the world's fifth largest airline which is operating a remarkable 2,300 flights daily to over 240 cities. In the previous period, net profits were roughly $10 million on $8.7 billion in
Group Project Participated, Effective a Team Member Participation in a group project, behaviors, effectiveness and solution of arising issues The basic step required the constitution of our team so that each could get roles to play in the project. As a member, the assembly of the right and performing team proved a real test. However, the attribute of tolerance and accommodation of different personalities promoted an understanding that led to a
Database Administrator What It Takes To Be A Database Administrator A database can be defined as an organized collection of data, most probably in digitized form. Data is organized within such databases primarily in such a way that it displays and supports the processing of the relevant aspects of the information as it is required by those who use the database. Databases are usually software management systems that are quite complex. The
Transformation Leadership Addendum James MacGregor Burns, a presidential biographer and a leadership expert established the conception of transformational leadership. MacGregor asserted that transformational leadership happens when followers and leaders work together to develop an advanced level of motivation and morals. Via the potency of their idea and character, transformational leaders hold the aptitude to motivate followers to change perceptions, motivations and expectations to work towards shared objectives. Transformational leaders garner respect,