This Is A Collaborative Learning Community Clc Assign 827534

This Is A Collaborative Learning Community Clc Assignmentit Is Not

This is a Collaborative Learning Community (CLC) assignment. It is not unusual for organizations to have several people in leadership roles who participate in collaborative decision making for the benefit of the entire organization. Leading teams of diverse individuals is a significant challenge, and negotiating individual strengths, weaknesses, and personalities can be difficult. Nonetheless, as managers it is your responsibility to effectively lead teams through establishing expectations designed to motivate individuals, fostering critical decision-making skills, and improving communication and collaboration among teammates. For the assignments in Topics 4 and 5, as part of the management team at a successful, regional airline, Southwest Transit, you have been directed to form a team for a high-stakes, high-pressure project.

Together, the management team will come to a consensus and a recommendation will be delivered to the director. Begin by reading "Southwest Transit Company Profile" and "Southwest Transit Team Member Profiles." In your assigned group, each CLC group member will recommend a team of six people from the given Southwest Transit team member profiles, ensuring to provide an explanation for their choices. After reviewing the candidate recommendations from the other CLC group members, the CLC group as a unit will negotiate and agree upon a Southwest Transit team that will eventually be presented to the director. Based on your understanding of the company, the project, and the people involved, propose your team selection.

Your proposal should be accompanied by a 1,000-1,250-word explanation that addresses the following: Why did your team select the six team members? Why did you decide against the others? Identify the diverse factors that may drive the behavior of the selected team members, what specific motivation theories and strategies will the management team use to motivate this particular team of individuals? Why do you think they will work? What motivational strategies does the management team think would be ineffective for this team? Why? Provide citations to strengthen your claims. What particular challenges or conflicts can the management team anticipate this team facing? What strategies might you apply to manage this team's potential conflicts? You will learn more about conflict management in Topic 5. It is acceptable to make relevant speculations based on what you know about the team members and conflict management at this point. You will have the opportunity to solidify your conflict management strategies in your Topic 5. Provide citations to strengthen your claims. Finally, summarize the management team's vision for the success of this team. Based on what you have identified as the selected team's particular strengths and weaknesses, which specific leadership theories and strategies might you apply to ensure that the vision is ultimately successful? Why? Provide citations to strengthen your claims. Use a minimum of 4 scholarly sources to support your explanation. You will use the “MGT 605 Peer Evaluation Form” for the Topic 4 CLC assignment. Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion. I HAVE CHOSEN NATALIE AND MICHAEL

Paper For Above instruction

Introduction

Forming an effective project team within a dynamic organizational context requires careful consideration of individual strengths, motivations, and potential conflicts. In a high-pressure environment such as Southwest Transit, selecting team members who demonstrate complementary skills, adaptability, and motivation is crucial for project success. This paper explicates the rationale behind selecting Natalie and Michael, discusses their behavioral drivers, proposes motivation strategies, anticipates potential challenges, and outlines leadership strategies aligned with organizational success.

Team Member Selection Rationales

In choosing Natalie and Michael, the decision was strategic, based on their proven competencies, organizational fit, and potential contributions to the project. Natalie’s background in operations management—a role demanding leadership, organization, and problem-solving—aligns with the project’s logistical needs. Her demonstrated ability to manage diverse teams and make data-driven decisions makes her an ideal candidate for leadership roles within the team (Robinson & Judge, 2019). Conversely, Michael’s technical expertise as a systems analyst offers valuable insights into technological integration and data management essential to the project (Northouse, 2018). Their complementary skills create a balanced team capable of addressing both operational and technical challenges effectively. Their personalities and past performance indicators suggest strong teamwork and motivation, which are critical for collaborative success.

Factors Influencing Behavior and Motivation Strategies

Natalie’s behavior is likely driven by achievement motivation and a desire for organizational recognition, consistent with McClelland’s Theory of Needs, which emphasizes the importance of affiliation, achievement, and power (McClelland, 1961). Her motivation approach includes recognition and opportunities for skill development, fostering her engagement and commitment. Michael’s motivation, rooted in intrinsic interest and professional growth, aligns with Self-Determination Theory, emphasizing autonomy, competence, and relatedness (Deci & Ryan, 2000). Management, therefore, should provide opportunities for skill mastery, autonomy in task execution, and team recognition to maintain high motivation levels.

Expected Effectiveness of Strategies and Challenges

Motivational strategies based on acknowledgment, autonomy, and skill enhancement are anticipated to be effective, as they cater to the intrinsic and extrinsic drivers of Natalie and Michael. Conversely, strategies perceived as controlling, such as micromanagement or excessive oversight, may undermine their motivation (Deci & Ryan, 2000). Anticipated challenges include managing differing communication styles, technical disagreements, and potential conflicts over decision-making authority. The management team should proactively facilitate open communication channels, encourage shared leadership, and foster a culture of respect and collaboration (Rahim, 2017).

Conflict Management Strategies

To address potential conflicts, the team should implement integrative negotiation techniques and conflict resolution frameworks such as the Thomas-Kilmann Conflict Mode Instrument (TKI), emphasizing collaboration and problem-solving (Thomas & Kilmann, 1974). Regular team meetings, clear role definitions, and conflict de-escalation training will promote a harmonious team environment. Building trust through transparency and mutual respect will further mitigate conflicts and enhance team cohesion (Jehn et al., 2010).

Leadership Strategies and Vision for Success

The management’s vision centers on cultivating a cohesive, motivated, and high-performing team capable of overcoming obstacles and delivering results aligned with organizational goals. Applying transformational leadership principles, such as inspiring shared purpose, fostering innovation, and providing individualized support, will motivate the team (Bass & Avolio, 1994). Additionally, situational leadership allows for flexibility based on team members’ evolving needs and project demands. Recognizing their strengths and addressing weaknesses through targeted development initiatives will ensure the team's success (Hersey & Blanchard, 1988). Ultimately, effective leadership, aligned motivation strategies, and proactive conflict management will drive the team toward achieving project objectives and organizational excellence.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational performance through transformational leadership. Sage.
• 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.
• Hersey, P., & Blanchard, K. H. (1988). Management of organizational behavior: Utilizing human resources (4th ed.). Prentice Hall.
• Jehn, K. A., Osorio, L., & Levine, S. (2010). The dark side of conflict: Causes and consequences of conflict in teams. Journal of Organizational Behavior, 31(7), 713–730.
• McClelland, D. C. (1961). The achieving society. Princeton University Press.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Rahim, M. A. (2017). Managing conflict in organizations. Routledge.
• Robinson, S. P., & Judge, T. A. (2019). Organizational behavior. Pearson.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode instrument. Xicom.