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You have just been part of a merger. You have each been chosen to head up your department and merge the two groups into a self-directed work team. Work with each other to lay out a plan describing how you will develop a new team within your department or departments. It is natural that there will be some confrontations between people. Look at the stages of team development and use that knowledge to work with the team. It is recognized that some employees will refuse to be part of the team. In fact, the new ownership expects that there will be some who lose their jobs because of these issues; however, that is a last resort. Use all your skills to negotiate with employees in an attempt to resolve conflicts and pull your team together.



Because you are working together as a team, it is seen by the ownership that if one is successful, you are all successful. Likewise, if one fails, you all fail. The future success of the company is dependent on your mutual success.



Consider the following:

  • As a team, you must come up with a plan and be in agreement because you have to implement it in your departments.
  • For each step you take, provide a brief explanation of your reasoning.
  • Use the library and the Internet to research these issues.

The Group should present your findings as a 3-5pages (body of paper) Word document formatted in APA style.



thats what i need but i have my paper you can use for it to help you . im dling and individual submission because my group isn't being team player

So this is mt paper to help you


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Running head: SELF-DIRECTED, HIGH PERFORMING TEAMS NITRA WILLIFORM Self-directed, high-performing teams AMERICAN INTERCONTINENTAL UNIVERSITY 1 SELF-DIRECTED, HIGH PERFORMING TEAMS 2 The difficulties the managers may be having in establishing self-directed, high-performing teams When establishing self-directed and high performing teams, managers may experience some difficulties because not every team member may be ready to be self-directed and high performing. Some of these difficulties include; Poor corporate culture. An organizational culture of centralized leadership could pose difficulties in attempts to build self-directed and performing teams. Due to most decisions being made by top managers, there would be no room to allow employees formulate their own processes for performing tasks. Poorly staffed teams. A poorly staffed team is likely to lack the necessary skills and competences of a self-directed teams, as majority are likely to perform poorly due to poor decision making, lack of prioritization, and lack of experience on how to responsibly exercise their autonomy. SELF-DIRECTED, HIGH PERFORMING TEAMS 3 Unwillingness to relinquish control of the team. Leaders may find it difficult to adopt modern leadership styles of relinquishing control, as majority are likely to stick to the traditional approach of giving orders and having them followed. Lack of trust. If members do not trust each other, building a self-directed, high performing team would be a big challenge. Inadequate team training. Unless team members are trained on being self-directed, adopting this approach is likely to fail. Limited team experimentation. New teams and team members should be allowed room to experiment and see what works for them. Failure to create this space will lead to reluctance to exercise autonomy. Hostile work environment. Management mistakes such as unhealthy competition may also pose difficulties due to poor support systems and the inability to work as a team, because employees will strive towards outdoing each other. Identification of the successful characteristic of establishing self-directed, high-performing teams A self-directed and high performing team is characterized by a decentralized power, personal responsibility, and exercising authority at every point of the hierarchy. This is unlike a centralized culture where power and autonomy is only exercised by a few individuals who are tasked with making all decisions and planning for all activities of the team members. Therefore, for successful self-directed and high performing teams to be realized, members are allowed to participate in decision making. Successful self-direction is based on people’s understanding of the organizational process, and team members fully understand the overall processes within the organization, SELF-DIRECTED, HIGH PERFORMING TEAMS 4 thus are able to exercise their autonomy in resolving organizational problems because they are authorized to do so, and trained to make decisions with minimal risk. A trained team with high levels of trust and commitment is likely to be successfully self-directed and high performing. Recommendations for Success 1. Understand the vision and mission of the organization. For successful selfdirected, high performing teams, the management team should understand the vision and mission of the organization in order to craft a team structure which is in line with long term strategies. This will ensure that the vision and mission is translated into a shared purpose. 2. Understand the organizational culture. Analyze the organizational culture in order to understand if each of the team members is a cultural fit. In addition, the culture should be assessed if it is conducive for a self-directed, high performing team. 3. Map out necessary skills. In order to ensure effectiveness of self-directed teams, the skills and capabilities of the teams, as well as the required skills should be mapped out in order to ensure that the team has these skills. 4. Design each job position description to meet needs of the team. When hiring, the company should create the role description of the new position based on team skill needs. This would include hiring from non-traditional sources which emphasize on skill, personality, and interpersonal skill rather than experience. This will ensure that the right elements in terms of personalities are brought together, thus building a team where trust can be nurtured quickly and effectively. 5. Fair distribution of work. Once the right team is on board, work should be fairly distributed across in order to enhance performance and perception of employees of the SELF-DIRECTED, HIGH PERFORMING TEAMS 5 company’s equality. Work should also be distributed based on employees’ interests, their skill set, availability, and priority. 6. Setting targets for the team. In order to achieve a high performing team, the leader should be willing to set targets and make decisions which propel the team towards success. 7. Addressing workplace politics and personal agenda. Employee politics can derail team performance, thus the need to create a mindset which ensures that the team is entirely focused on what matters, thus the ability to rise above politics and personal agendas. 8. Ensure that employees are motivated and that all conflicts are resolved. For selfdirected, high performing teams, managers should create space and accept different ways of doing things. Conflict should also be easily managed to ensure that trust and team is enhanced. 9. Continuously identify skill gaps. The management team should constantly assess any growing skill gaps as technologies advance, and afterwards develop the team to ensure that any existing gaps are filled and that the missing skills are built through improvement of employee capabilities. 10. Ensure that employee development plan is clearly outlined. This can be assessed through cross-training of employees, having in place a succession plan, and maintaining a talent pipeline in order to ensure continuous growth (Levine, 2009). 11. Take risk on employees and develop them. Employees should be developed through striking a balance between stretching their capabilities and mentoring them closely to avoid risks. This should be carefully done because it’s a risk for both the organization and employee in the event of mistakes. This will ensure that each of the SELF-DIRECTED, HIGH PERFORMING TEAMS 6 team members gets to shine. This will also ensure that employees are built by sending them off to new roles which are outside the team. 12. Be deliberate about building the team. In order to ensure high performance, hiring well isn’t enough, thus the need to go beyond and train employees, give them responsibilities with authority, and setting clear guidelines on how to achieve success. 13. Joint responsibility. Responsibilities should be assigned to all members in order to allow each member to feel invested into the team, and that they invest time and other resources into researching potential ideas meant to ensure success of the team. 14. Interdependence. Team members should be encouraged to rely on each other, work together, and trust each other. When they are unable to rely and depend on each other, success of the team erodes. 15. Ensure common goal. As employees are empowered towards being self-directed and high performance, a common goal should be established to ensure that even though they are exercising autonomy, the goals are clear, and this will increase chances of succeeding. A designed plan that might help guide the struggling managers and improve negotiation and conflict resolution skills For a self-directed, high performing team to be realized, trust should be key, and this should be established through improved negotiation and conflict resolution skills. This would ensure that team members are self-motivated and self-directed. The manager should not be a referee during conflicts, but rather should encourage members to resolve their own issues by helping them think through issues and enabling them better frame issues, provide feedback, and work towards resolving any existing issues. Team members should be trained to accept responsibility and avoid blame games. For effective resolution of conflicts and promoting peace, the following plan can help managers; SELF-DIRECTED, HIGH PERFORMING TEAMS 7 1.Identify the causes of conflict. Identifying these causes can help predict, prevent, and deal with conflicts. Issues such as misunderstandings, discrimination, personalities, skill deficit, and the breach of agreements, scarce resources, corruption, and organizational culture should be analyzed and addressed. 2. Hold workplace conflict resolution training and workshops. This can help employees to better resolve conflicts and promote high performance. The training sessions should cover topics such as negotiations, mediation, bullying, and dealing with difficult people. 3. Promote interpersonal skills. Poor communication and lack of people skills is likely to lead to conflicts due to misunderstandings which can be avoided. Employees should be trained on how to effectively communicate and interact with each other both in and outside the office. 4. Act impartially. Leaders should not take sides during a conflict or act in favor of one of the individuals. Being impartial will ensure that employees do not feel discriminated or resentment towards the leader. 5. Avoid postponing conflict resolution. Once a conflict arises, it should be addressed immediately to avoid its possible escalation into a significant barrier to employees’ performance. However, this should be done under careful consideration as this might affect the demeanor of the team. 6. Stress on the non-verbal communication. Spoken words are not always the causes of conflict, because some conflicts among employees can result from body language, gestures and other forms of non-verbal communication. Employees’ expressions and harsh tones could trigger arguments, thus the need to encourage them to be keen on their non-verbal communications (Antman, 2016). SELF-DIRECTED, HIGH PERFORMING TEAMS 8 References https://www.forbes.com/sites/forbescoachescouncil/2016/10/14/13-characteristics-of-a-highperforming-team-and-how-leaders-can-foster-them/#29e69b83394a Antman, K. (2016). Effective Leadership,Negotiating Skills & Conflict Management . Boston University | Medical Campus , 37. Levine, R. L. (2009). The Dynamics of the Transition from being a Supervisor to a Team Leader. Semantic scholar, 30.
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Explanation & Answer

Attached.

Running Head: TEAMWORK PLANNING AND IMPLEMENTATION

Teamwork Planning and Implementation
Institutional Affiliation
Date

1

TEAMWORK PLANNING AND IMPLEMENTATION

Introduction

Team Development Planning
a.

How to write the plan

b.

Components to include in the plan

Team Development Stages
i.

Forming

iii.

Norming

iv.

Performing

v.

Adjourning

Conflict Management
i.

Causes

Poor Communication
Conflict of interests
Interpersonal Relationships

2

TEAMWORK PLANNING AND IMPLEMENTATION
ii.

Resolutions

Clear definition and roles reinforcement
Shared decision-making
Conflict management training

3

TEAMWORK PLANNING AND IMPLEMENTATION
REFERENCES

Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818.

Shuffler, M. L., Diazgranados, D., Maynard, M. T., & Salas, E. (2018). Developing, sustaining,
and maximizing team effectiveness: An integrative, dynamic perspective of team
development interventions. Academy of Management Annals, 12(2), 688-724.

Raes, E., Kyndt, E., Decuyper, S., Van den Bossche, P., & Dochy, F. (2015). An exploratory
study of group development and team learning. Human Resource Development
Quarterly, 26(1), 5-30.

Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse
workplaces. Journal of Business Studies Quarterly, 6(3), 13.

4


Running Head: TEAMWORK PLANNING AND IMPLEMENTATION

Teamwork Planning and Implementation
Institutional Affiliation
Date

1

TEAMWORK PLANNING AND IMPLEMENTATION

2

Introduction
A team is individuals with different skills working together achieve specific objectives and goals
while Team building is the process of bringing together these individuals to work together (Aga,
Noorderhaven, & Vallejo, 2016...


Anonymous
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