A Manager Who Understands The Concepts For Developing 272681

A Manager Who Understands The Concepts For Developing And Managing Tea

A manager who understands the concepts for developing and managing teams and can apply those concepts to improve team performance is likely to be successful in managing a high-performing team. In this assignment, you will apply these concepts to a given situation. You will examine issues within a team, uncover root causes, and develop a plan to improve team performance. Research concepts to improve team performance using your textbook, the Argosy University online library resources, and the Internet. Select at least three authoritative resources, one of which may be your text, to use in this assignment.

Assume, you are the supervisor of a product development team that creates designs for widgets for your company’s ABC product line. After they are approved, the designs are sent to manufacturing. The last set of designs your team submitted to manufacturing were altered to reduce manufacturing costs as mandated by senior management. The widgets were then manufactured using the altered design. Unfortunately, the sales of the widgets are not making the target numbers as published in the sales marketing plan.

Your team believes the poor sales results are because of the changes in design. Additionally, there have been some performance issues with the widgets produced so far. Each time one is found, it is brought to the attention of top management and your team. Your team provides a fix to the design, which is then sent to manufacturing. Management is concerned about the number of performance issues that keep arising week after week.

Your team has regular, weekly meetings to discuss risks, issues, product improvement ideas, and the status of any project work currently underway. These meetings have become unproductive and a waste of time because team members continue to rehash old issues. They believe senior management is to blame for the market failure of your teams’ product. As a result, you are unable to get anything accomplished. One team member is particularly outspoken and has become belligerent in your team meetings.

The team seems unfocused and unwilling to look at root causes for the poor development of designs that do not perform well. Several of the team members are even looking for new jobs because they are afraid they will soon be laid off. Both motivation and morale continue to decline each week. Download and review the Team Performance Report template from the Doc Sharing area. Analyze the case information and fill in the template.

Write a detailed report for senior management addressing the issues you described in the Team Performance Report. Use the filled in template to support your assertions. In your report, include the following: Identify at least one performance issue that could be contributing to the team's poor performance and at least three root causes for the performance issue(s) identified. Develop two specific suggestions for improvements that could positively impact each root cause. You will have six suggestions in all.

Create a communication plan for your performance improvement suggestions for three different audience types in the organization. Include at least one written communication sample piece. Identify as many details as possible that will need to be considered for each audience type. Determine two strategies for motivating/incentivizing employees that would improve performance and morale. Justify your suggestions.

Identify two strategies for developing the team as a whole. Justify your strategies. Give reasons and examples from your selected resources in support of your assertions. Write a 5–6-page paper in Word format. Be sure to include your filled-in Team Performance Report.

Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M3_A2.doc. By Wednesday, May 11, 2016 , deliver your assignment to the M3: Assignment 2 Dropbox .

Paper For Above instruction

The case study of the product development team working on widgets for the ABC product line illustrates various fundamental issues that hinder team performance and overall project success. To address these challenges effectively, a comprehensive analysis involving identification of core performance issues, root causes, improvement strategies, and communication plans is necessary. This paper explores these components thoroughly, supported by credible scholarly resources, as well as strategies for motivating the team and fostering team development.

Performance Issue Identification

A primary performance issue evident in this case is the decline in product sales coupled with escalating performance issues of manufactured widgets. This indicates underlying problems in design development, quality assurance, and team communication. The inability of the team to identify and rectify root causes of design flaws and performance gaps is contributing to subpar sales and product reliability, ultimately affecting the company's reputation and financial success.

Root Causes Analysis

Three root causes contributing to this performance issue are identified:

1. Insufficient Root Cause Analysis in Design Process: The team appears to focus on immediate solutions rather than comprehensive root cause analysis, leading to recurring issues with widget performance.
2. Poor Communication and Collaboration: The weekly meetings have devolved into rehashing old issues, indicating ineffective communication channels and lack of collaboration across team members and management.
3. Low Morale and Motivation: Team members’ fears of layoffs and frustration, compounded by unproductive meetings and perceived blame from senior management, diminish motivation and engagement.

Suggestions for Improvement

For each root cause, two improvement strategies are proposed:

1. Insufficient Root Cause Analysis in Design Process:
   • Implement structured root cause analysis methodologies, such as the "Five Whys" technique, to systematically identify underlying issues.
   • Provide targeted training on problem-solving tools and techniques to enhance team capability in analyzing complex design and performance issues.
2. Poor Communication and Collaboration:
   • Establish clear communication protocols and regular cross-functional team meetings focused on problem-solving rather than rehashing past issues.
   • Utilize collaborative project management tools like Trello or Asana to improve transparency and accountability in project tasks and issue resolution.
3. Low Morale and Motivation:
   • Develop a recognition and reward system that acknowledges team achievements and efforts, fostering a culture of appreciation.
   • Implement flexible work arrangements and career development opportunities to address employees’ concerns about job security and personal growth.

Communication Plan

A tailored communication plan for three key organizational audiences—senior management, team members, and human resources—is critical to ensure message clarity and effectiveness:

• Senior Management: Emphasize strategic alignment of improvement initiatives and their potential ROI. A formal report accompanied by a presentation detailing performance issues and recommended actions ensures clarity and executive buy-in.
• Team Members: Use regular team meetings, supplemented by informal check-ins, to communicate expectations, recognize contributions, and gather feedback. Development of a concise email summary or internal newsletter can reinforce key messages.
• Human Resources: Share information related to motivation strategies, training needs, and workforce development plans to facilitate support for team improvement initiatives.

Sample written communication for team members might be an email explaining upcoming process changes and encouraging open dialogue to facilitate buy-in and reduce resistance.

Motivational and Development Strategies

Two strategies for motivating and incentivizing employees are:

1. Recognition Programs: Regular acknowledgment of individual and team accomplishments through awards or public recognition boosts morale and reinforces desired behaviors (Deci & Ryan, 2000).
2. Performance-Based Incentives: Offering bonuses or other tangible rewards tied to project milestones or quality improvements motivates employees to focus on meaningful outcomes (Larkin, Pierce, & Gino, 2012).

For team development, two strategies include:

1. Team Building Activities: Organized exercises that promote trust, communication, and collaboration foster a stronger, more cohesive team (Tuckman, 1965).
2. Continuous Learning Opportunities: Providing ongoing training and professional development enhances skill sets and promotes adaptability to evolving project needs.

These strategies are supported by scholarly research indicating their effectiveness in improving team functioning, motivation, and overall organizational performance.

Conclusion

Addressing the root causes of poor performance within the product development team requires a multifaceted approach involving effective diagnosis, targeted improvements, strategic communication, motivation, and team development. By implementing structured problem-solving techniques, enhancing communication channels, recognizing employee efforts, and fostering a culture of continuous learning, organizations can restore team performance, boost morale, and achieve desired business outcomes.

References

• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Larkin, I., Pierce, L., & Gino, F. (2012). The psychological costs of pay-for-performance: Implications for motivation and fairness. Administrative Science Quarterly, 57(3), 446-473.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.
• Schweiger, D. M., & DeNisi, A. S. (1991). Communication with employees following a merger: A longitudinal field experiment. Academy of Management Journal, 34(1), 110-135.
• Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
• Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business School Press.
• Guzzo, R. A., & Dickson, M. W. (1996). Teams in organizations: Recent research on their composition, functioning, and outcomes. Annual Review of Psychology, 47, 307-338.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Gratton, L., & Erickson, T. J. (2007). Eight ways to build collaborative teams. Harvard Business Review, 85(11), 100-109.
• Levi, D. (2015). Group Dynamics for Teams. Sage Publications.