Explain The Problems In Establishing Self-Directed, High-Performing Teams

When teams are performing at their best, you are likely to find that each team member has cleared responsibility. You’ll also see that every team member needed to achieve their own personal goals in order for the team’s goal to be fully met to an adequate level. Dr Mereditch Belbin studied team work for many years and he mainly observed that people in teams tend to assume different roles within the team. He defined a team role as a “tendency to behave,

The feature of an effective team performance include the factors that the describe the team structure and the process that enables goal achievement.

A team is a type of organizational group with independent members. They share common goals and work together to meet these goals (Northouse, 2016). The organization where I work has teams at various levels for maximizing the success. These teams include, core teams, coordinating teams, patient aligned care team (PACT), contingency teams, ancillary teams, support and administration teams (Veterans Health Administration [VHA], 2015). Some of these teams have interdepartmental members while others have intradepartmental staff. Successful teams have a concrete blueprint and that contributes to their effective functioning. There are several factors that affect these teams irrespective of the level. The factors comprise the presence of a clear task, separation from non-team members, authority, and stability. The factors like working conditions, team process and bridging the gaps are concerns for the executive level. The complexity of the task, individual skills and their diverse specializations affect the selection of the team members. The team’s meaningful interactions decide their success. Independent teams can help promote friendly competition within the organization and lead to better staff performance. An efficient leader can design and launch an effective team through careful planning and selection of the right members. He/she keeps the factors that affect the success of the team in mind when designing the teams. The patient care units

| The key features of an effective team performance are: * Leaders who are hands-on, who unite their staff behind a shared purpose, and who are transparent and open in their expectations and pursuit of excellence. * Clarity of vision, which is absolutely focused on the experience

There are many problems that hinder good group dynamics. We don’t usually have the luxury of picking who we are going to work with on a team; dealing with different personalities and personal agendas are common challenges in working within a team. Other commons challenges like, poor leadership, bad communications, and lack of focus can be helped or eliminated by establishing team roles.

Characteristics of effective teamwork include clear purpose, informality, participation, listening, civilized disagreement, consensus decisions, open communication, clear roles and work assignments, shared leadership, external relations, style diversity, and self-assessment. (p. 307), and high performance teams have attributes which includes participative leadership, shared responsibility, aligned on purpose, high communication, future focused, focused on task, creative talents, and rapid response. (p. 323)

The team leader’s ability to identify, understand and correct any dysfunctional teams is also an important process to stay productive. There are three types of dysfunctional teams (MCMANUS, 2014) the “war zone” team is an environment where everyone is watching their backs and jockeying for position behind closed doors. There is usually a struggle for power and is generally a very completive environment between team members. The “love fest” team is heavily focused on

But once the early stage pass, the organization can initially experience an increased in productivity of between 15% to 30%. Success rates are much higher and failures lower for organisations who have been implementing self-directed work teams since long (James 2008, 432). But the key problem with self-managed work teams is that it may not be appropriate in some countries where the culture does not give employees the freedom to make decisions about their work; instead they believe that all important decisions should be made by managers as they are supposed to be more clever than ordinary employees and more apt to take on such decisions. As a result, if this model is implemented in an organisation operating in such a country, the results may be disastrous and productivity back to zero (Jordan and Ann 1996, 27).

Lack of commitment – Team members never buy it to the decisions due to their opinions never truly being heard.

communication, job focused, problem-solving, joint responsibility, and original approach. High-performance teams must be self directed, integrated production technologies, and organized. To build a high-performance team the group must focus on reliance, self-assurance, and the ability to work as group skills, flexibility and detailing the team process as its goes on. According to today's competitive business environment demands increased productivity, better quality, shortened response time, and lower costs.

Accordingly, the concept of self-managed work teams has increasingly been – in today’s globally competitive environment – receiving attention from both academics and organisations as a promising new tool in management (Manz 1992; Druskat & Wheeler 2004). The concept of self-managed work teams describes the set of

Communication issues can be either direct or indirect. Direct communication is most often used in Western culture. If some team members are not used to that style of communication, the other members need to respect their viewpoint and find a solution to how team members will interact with each other. Accent and fluency could also be a challenge for self-directed teams. If most of the team members come from different countries around the world, they may have a hard time speaking in one language with each other. Differing attitudes towards hierarchy and authority can be detrimental to self-directed teams. Self-directed teams allow everyone to participate in making decisions. If some team members are used to vocally stating their opinions all the time and expect everyone to listen to them, they may find it hard to cooperate in a self-directed team. Also, it can be disastrous if a team member believes they have been treated disrespectfully. By not following the chain-of-command in some teams, members could be disrespecting their coworkers. Self-directed teams need a safe environment where everyone can contribute to management decisions

Secondly, high performing teams understood where they were, where they are going and how they were going to get there and it was all linked to goals. Successful teams set achievable goals and create a road map on how to follow them with goals in between and beyond the company’s mission statement. In setting team goals they ensure to set individual goals that begin by defining the roles of each individual on the team. Successful managers clearly express expectations and ensure individual goals align with team goals which result in alignment with company goals (Abdallah & Ahluwalia, 2013). When teams met, meetings were highly organized and managers were able to seamlessly move from person to person and accurately gage where each members contributions stood in relation to team and corporate goals. Members were highly engaged and involved with each other, collaborating and assisting each other with completing tasks.

Teams consist of personnel with varied backgrounds, experience, education, and intellectual ability. These differences will, by nature lend themselves to varying perceptions in business, its problems and solutions, which result in

When the team members posses the right set of skills associated with the job, the team may achieve results that would not be seen under a command-and-control approach. Besides, self-directed work teams have the freedom and flexibility to devise innovative solutions to company problems and rapid responses to organizational challenges. Next, team members who are being empowered with accountability and responsibility for their work tend to have high levels of commitment and motivation. They are also have high level of job satisfaction which mean there is a low level in job absenteeism and turnover rates in the company. A self-directed teams able to increase compatibility between leaders and employees. The team is mutually supportive and learn from each other instead of approaching the team leader for