Designing team and team identity in team management

Designing Team and Team Identity

Part 1: Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?

Part 2: Discuss team identity. Why do you feel attached to certain groups and teams but not to others?

Sample

Part 1: Designing Team. When the team plans to take out tasks, team members should communicate among themselves to meet specific goals, monitor progress, monitor external factors and coordinate dependencies (Marks, Mathieu, & Zaccaro, 2001). This communication channel develops shared knowledge between team members on responding to any obstacles in the environment which reflects the team behavior. These interactions could help to analyze and prevent the future problems for some teams and develop a set of rules to manage goal monitoring and performs better for other teams. For designing the work, self-managing teams took collective effort and typically have much variety, task importance, feedback, and identification. Selecting the team members is a composition of communication between them and collective behavior. Proactive personality team members give suggestions and ideas to move forward on improving the work and identify the critical problems and give a resolution in the early stages. Work design, selecting team members and maintain relations among them play a vital role delivering in team success (Govoni, 2013) . Communication between the team members will likely to improve on participating in the discussions to anticipate future problems and share the collective ideas to improve as a team.

Another interesting composition in proactive personality is diversity. Performance of team members on their job activities with a similar personality will be less successful compared to the team members in unique attributes who boosts the necessary requirement of the team and achieves their goal faster. Low diversity team members are less likely to present their ideas and unlikely to be part of the team success. Whereas, high diversity team members will support each other on charge and shape the environment very smooth. Passive members feel they are highly contributors to the task and might get frustrated on colleagues to adapt rather than changing themselves. Differences in the proactive people may disturb the overall environment of the team relationships and can expect this negative effect of the diversity should have favorable norms.

Part 2: Team Identity. Team identity is a team goal refers to who they want to be in the future and what they want to achieve. In all the times, group of people cannot work together as a unit to achieve better and sometimes clashes will arise from their personal reasons as everyone has their own feelings running on their head. It is important to treat them all fairly and necessary to give considerable importance. Employees who thought themselves treated unfair will look forward to work with unhealthy attitude and result in missing the achievable goals. Employees who perceive a lower level of justice will show decrease in their level of efforts and result in counterproductive behaviors. Most organizations do treat the employees fair with right justice for their better growth over the time even though team members should follow the order given by their manager. Most organizations changed a little bit hierarchy to adapt their teams as accountable with each other and work interdependent to reach the common goal(Bosch-Sijtsema, Fruchter, Vartiainen, & Ruohomaki, 2011). Attaching to a certain group may initiate naturally by over time, purposeful planning and hardship. Giving peer justice on each other is a good identity to work interdependent and as an effective unit. Improving team identity is very important on reaching the specific goals and the team success in any organization.

References

Bosch-Sijtsema, P. M. (2011). A framework to analyze knowledge work in distributed teams. Group & Organization Management, 275-307.

Govoni, N. A. (2013). Designing brand identity: an essential guide for the whole branding team.

Marks, M. A. (2001). A temporally hased framework and taxonomy of team processes. Academy of Management Review.

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