Successful Team Management in Managing

Successful Team Management

In managing the organization shown in the following figure, several critical leadership factors have emerged, which are defined in this paper. These include the five key attributes of good team process, the secrets or insights into how best to resolve team conflict, and the three key elements of running a successful team. In addition to these factors, analysis of how a project manager can handle hidden agendas effectively and also define and explain two core processes of high performing teams overall. The following organizational structure illustrates the complexity of team management in the fast-moving area of software development.

Analysis of Team Management

The five key attributes of a good team process include the following, and each must be balanced across the entire group to be effective. These include members sharing leadership responsibility and practicing transformational leadership styles and approaches (Hui-Ling, Yu-Hsuan, 2011) in addition to creating a culture of continual idea generation and problem solving including decision making autonomy. There also needs to be a culture created that provides each member of a team with trust and respect. The two additional factors including taking responsibility and showing accountability for project results (Bowen, Wyrley-Birch, 1995), and managing conflict effectively.

The best approach to managing conflict includes creating a culture of collaboration, communication, compromise and trust (Hui-Ling, Yu-Hsuan, 2011). Highly effective leaders are capable of doing this by ensuring every member of a team has a high degree of autonomy, mastery and purpose to fuel their long-term motivation at excelling in their role (Hui-Ling, Yu-Hsuan, 2011).

Highly effective leaders also concentrate on the process aspects of their roles. These process areas are specifically the definition of procedures and workflows between team members and across departments. In the case of the software development team, this includes close cooperation and coordination between user interface specialists, software development, quality assurance and management, and system integration specialists. Implicit in the integration of these roles is content and the ability to create and sustain an enterprise-wide content and code management base. This is invaluable across a software development organization this enterprise content and code management system becomes the system of record serving all projects over time.