You Have Just Attended A Managers Meeting About Establishing

You Have Just Attended A Managers Meeting About Establishing Self Dir

You have just attended a manager's meeting about establishing self-directed, high-performing teams. The company is concerned because some of the managers are having success building self-directed, high-performing teams while others are not. A discussion occurred that identified the characteristics of the successful team building elements and compared them to those managers that have not been successful. This is a situation where those who are struggling need to learn from those who are doing well. The discussions included identifying what could be going wrong and what steps might be taken for success.

You have been asked to write a research report that summarizes the meeting and offers some recommendations that might be helpful to those managers who are struggling. Specifically, your report must include: Identification of the difficulties the managers may be having in establishing self-directed, high-performing teams Identification of the successful characteristic of establishing self-directed, high-performing teams Recommendations for success A designed plan that might help guide the struggling managers and improve negotiation and conflict resolution skills Use the Library and Internet to research this topic. Present your findings as a 3-4 body pages Word document formatted in APA style. Please submit your assignment.

Submitting your assignment in APA format means, at a minimum, you will need the following: TITLE PAGE. Remember the Running head: AND TITLE IN ALL CAPITALS ABSTRACT. A summary of your paper…not an introduction. Begin writing in third person voice. BODY.

The body of your paper begins on the page following the title page and abstract page and must be double-spaced (be careful not to triple- or quadruple-space between paragraphs). The type face should be 12-pt. Times Roman or 12-pt. Courier in regular black type. Do not use color, bold type, or italics except as required for APA level headings and references.

The deliverable length of the body of your paper for this assignment is 3-4 pages. In-body academic citations to support your decisions and analysis are required. A variety of academic sources is encouraged. REFERENCE PAGE. References that align with your in-body academic sources are listed on the final page of your paper.

The references must be in APA format using appropriate spacing, hang indention, italics, and upper and lower case usage as appropriate for the type of resource used. Remember, the Reference Page is not a bibliography but a further listing of the abbreviated in-body citations used in the paper. Every referenced item must have a corresponding in-body citation.

Paper For Above instruction

Introduction

In contemporary organizational management, the development of self-directed, high-performing teams has become a critical focus due to their potential to enhance productivity, innovation, and employee satisfaction (Kirkman & Rosen, 1999). The recent managers' meeting highlighted varying levels of success among managers in establishing such teams. This paper summarizes the key discussion points from the meeting, identifies common difficulties faced by managers, explores successful characteristics exemplified by effective team builders, and provides strategic recommendations. Additionally, a detailed plan aimed at improving negotiation and conflict resolution skills for struggling managers will be outlined.

Challenges Faced by Managers in Establishing High-Performing, Self-Directed Teams

One of the primary difficulties encountered by managers is the lack of clarity regarding roles and responsibilities within teams. Ambiguity often hampers autonomous functioning, leading to dependency on managerial intervention (Harrington & Hart, 2020). Furthermore, resistance to change, particularly among seasoned managers accustomed to traditional hierarchies, can impede the transition towards self-directiveness (Lewis et al., 2017). Conversely, inconsistent communication and inadequate training also contribute significantly to the struggles, fostering confusion and disengagement among team members (Hackman & Wageman, 2005). Additionally, failure to establish trust and open communication channels can inhibit collaboration and accountability necessary for high performance (Liden et al., 2014).

Characteristics of Successful Self-Directed Teams

Successful teams exemplify several characteristic traits. Clear goal setting, mutual accountability, and shared leadership are fundamental (Katzenbach & Smith, 2005). These teams benefit from strong internal communication, high levels of trust, and member empowerment (Burke et al., 2006). Effective team builders focus on fostering an environment where innovation and feedback are encouraged, and conflicts are viewed as opportunities for growth rather than obstacles (Jehn & Mannix, 2001). Moreover, adaptability and resilience are often observed traits, enabling teams to navigate complexities and maintain high performance levels in changing conditions (García-Morales et al., 2012).

Recommendations for Building Self-Directed High-Performing Teams

To promote successful team development, organizations must implement targeted strategies. First, comprehensive training programs emphasizing team dynamics, leadership development, and conflict resolution are essential (Salas et al., 2015). Second, establishing clear goal-setting protocols aligned with organizational objectives ensures cohesive efforts (Locke & Latham, 2002). Third, encouraging a culture of trust and transparency through regular, open communication fosters accountability and engagement (S preitzer et al., 2012). Additionally, empowering team members through decision-making authority enhances their commitment and self-regulation (Pearce & Conger, 2003). Finally, continuous performance monitoring and feedback mechanisms help sustain high performance and identify areas requiring support or adjustment.

A Designed Plan to Improve Negotiation and Conflict Resolution Skills

Given that negotiation and conflict resolution are vital components of effective teamwork, a structured plan should include several key steps for struggling managers. Initially, managers should undertake specialized training workshops focusing on negotiation tactics, emotional intelligence, and conflict management techniques (Fisher & Ury, 1991). Role-playing exercises and scenario analysis can help develop practical skills and confidence (Kolb & Putnam, 1992). Second, implementing a mentorship program where experienced managers guide less successful ones can facilitate knowledge transfer and skill development (Scandura & Williams, 2004). Third, encouraging a mindset shift from avoidance to active resolution encourages managers to confront issues proactively and constructively (De Dreu & Gelfand, 2008). Lastly, establishing regular feedback sessions, both formal and informal, would allow managers to reflect on their conflict handling approaches and continuously improve (Thomas, 2000).

Conclusion

In sum, the successful establishment of self-directed, high-performing teams hinges on clear roles, effective communication, trust, shared leadership, and a supportive organizational culture. Challenges rooted in ambiguity, resistance to change, and poor communication hinder progress, while characteristics like goal clarity, empowerment, and adaptability foster success. To bridge the gap, organizations should implement targeted training, foster trust, and develop conflict resolution skills among managers. The proposed plan emphasizes practical steps to enhance negotiation and conflict management, essential for nurturing resilient and autonomous teams. Continued research and practice in these areas will solidify organizational capacity to sustain high-performance teams amidst evolving workplace demands.

References

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• De Dreu, C. K., & Gelfand, M. J. (2008). Conflict in the workplace: Sources, consequences, and management options. Annual Review of Psychology, 59, 179-208.
• Fisher, R., & Ury, W. (1991). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• García-Morales, V. J., Lloréns-Montes, F. J., & Sánchez, M. J. (2012). The effects of transformational leadership on organisational performance through organisational learning and innovation. British Journal of Management, 23(1), 63-79.
• Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287.
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• Katzenbach, J. R., & Smith, D. K. (2005). The Discipline of Teams. Harvard Business Review, 83(7/8), 162-171.
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• Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2014). An examination of the mediating role of psychological empowerment on the relation between job design and employee attitudes. Journal of Applied Psychology, 89(4), 819-834.
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• Pearce, C. L., & Conger, J. A. (2003). All those years ago: The historical underpinnings of shared leadership. In C. L. Pearce & J. A. Conger (Eds.), Shared Leadership: Reframing the Hows and Whys of Leadership (pp. 1–18). Sage Publications.
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• Thomas, K. W. (2000). Conflict and Negotiation Processes. Handbook of Organizational Communication, 4, 531-558.