Strategies and techniques to encourage team members to participate and take responsibility for team outcomes
A team is composed of a set of people functioning together to accomplish a common objective. There are some techniques and strategies that a manager should employ so as to encourage effective team work in the work area. An effective team also develops ways to share leadership roles and be accountable for the occurrences in their work areas. For a team to gain encouragement into working towards building a strong team, they should establish objectives mutually. This ensures that each and everybody in the team is aware of the set objectives and is aware of the actions that should be directed towards the achievement of these set objectives.
Within the team members, there should develop a participatory style. Through this, all employees are encouraged to put forward measures that can improve their services. This way, team members are able to find solutions to their problems together. To develop an effective team and create in them responsibilities for all their actions, objectives should be defined that ensure that members actively contribute to the meetings called for. This way, all members will view their joint importance in the workplace and work towards making the workplace better.
Improvisation and clarity of rules that each team member must conform to encourages the team members to be accountable for their actions in the work place. This includes a discussion on the standards and norms of the work and offering a rationale for these rules and the different implications in the daily operations and practices, in the work area.
Leadership styles, theories and practices
Leadership style is the combination of traits, skills and behaviors that leaders employ as they interact with employees. Leadership traits are based on physical and personality characteristics as well as intelligence and interpersonal skills. Marquis & Huston associated the Great Man trait theory with that of the Aristotelian philosophy, which indicated that leaders were made and not born based on the need a leader would surface. This theory is poses its disadvantages in that leader cannot be developed through their skills and education.
The behavioral methodological theory centered on the recognizable actions that made a person an effective leader. There was, however, the job-centered (task) and the employee-centered (people). The job-centered focuses on the leader taking control in order to get the job done. The employee-centered leadership style conversely focuses on the wants of the employees and developing a good relation between him and the employees. The job-centered leadership style relies heavily on leadership taking orders from the leaders as told, as opposed to the leader offering much clarification and dialogue. These two are the autocratic leadership styles.
The Laissez-Faire leadership style often has a negative implication. It depicts an inert leader, who is averse to stimulating subordinates and giving focus. It thus places an emphasis on the employee centered attribute. Leaders that employ this style frequently fail their employees as they offer no positive or negative direction and do not interfere at any time. Laissezz-Faire leaders renounce their leadership thus giving their employees a wide spectrum of decision, making which could lead to amplifying their power and influence.
Resolving performance problems within the team
Performance problems can occur in many varieties and for untold reasons. While the majority may occur due to inferiority of managers, many of them arise from personal and professional situations with the least knowledge by the managers. Installing discipline helps much in resoling performance problems. This ensures that the person responsible gets some actions which highly can reform the behavior and prevent any future problems on the performance that may arise. A manager can also sole the performance problems through the administration of corrective guidance and counseling services. This helps the employees to forget about the problems and mutually work towards achieving the goals of the employment term in line with the set objectives.
A manager should also use the meetings as a positive fresh starting point. This call for the manager to refrain from spending time on negative history but rather dedicate time into getting measures that can correct the performance problem and ensure excellent future performance. The problem should critically be resolved as soon as they occur and not later after the consequences become unbearable. Allowing a room for the employee to participate in suggesting measures to resolve the problem can lead to a positive outcome.
Establishing and maintaining communications with both internal and external stakeholders
Positive and neutral relationships with stakeholders provide better starting point for effective communication than negative relationships. Managers should, therefore, improve their chances of communicating effectively with stakeholders by maximizing the proportion through which their projects and programs enjoy positive relationships. Establishing and maintaining positive relationships with both internal and external stakeholders requires considerable, sustained efforts. They should, therefore, achieve among internal and external stakeholders a widespread understanding and acceptance of the desired results established for a project and organizational design.
Establishing effective communications processes to address and follow up on unresolved issue and concerns
Effectiveness communication on projects is a challenging, ongoing process for project stakeholders at all levels within an organization. The manager should issue the messages and get information from the subordinates on all the issues affecting them. They should create a rapport which makes it easy for employees to openly discuss issues with their managers as they occur and ensure that the success of the organization is attained. The good working environment makes the managers to know the issues affecting the employees in advance.