University of Phoenix Material Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. |Strategy |Strengths |Weaknesses | |Leadership and Structure |Equal workload and integrated individual |In self-managed teams, the leader ends up | | |skills.
More effectiveness in producing a |with most of the duties. | | |desired outcome if team can establish | | | |shared leadership. | | | |Reflects team performance when applied |Individual performance evaluations may | |Performance Evaluations and Reward Systems |correctly. interfere with the development of | | | |high-performance teams. | | |Experience and skills of those in key-roles|Not allocating the roles appropriately may | |Allocating Roles |are vital to the entire team. |cause team members to feel left out or un | | | |appreciated. | |Smaller teams have higher performance and |With teams too big cohesiveness and mutual | |Size of Teams |completion of goals. |accountability decline, as well as | | | |increased social loafing. | | |Confident teams work harder. Management can|Unsuccessful teams loose confidence in | |Team efficacy |sustain team in providing training and in themselves and stop to perform instead of | | |achieving small goals. |learning from errors. | 2. Identify the team formation strategy that is most suitable for Riordan Manufacturing, and provide the rationale for the decision. Your response should be at least 100 words. The strategy most suitable for Riordan is the Performance Evaluations and Reward Systems strategy. Riordan Manufacturing is a well-established company with clear goals set in place.
They strive to “maintain an innovative and team oriented working environment… by assuring that employees are well informed and properly supported”. To successfully form teams following this strategy, Riordan Manufacturing needs to evaluate and reward employees based on their individual contributions by modifying traditional, individually oriented reviews to reflect team performance. These reviews however should be conducted cautiously because individual performance evaluations could easily interfere with the development of the entire team.
Team members could become focused on their own reward rather than on the success of the team as a whole. 3. What potential barriers may arise during team formation? How will you address these barriers? Your response should be at least 100 words. During team formation several barriers may arise such as the personality of the team members, member flexibility, and most importantly the size of the team. In United States especially, employees tend to be driven by an individualistic culture preferring to perform alone and not in a team.
When forming the Riordan Manufacturing teams, it is necessary to select the right employees who are more attuned to teamwork. The process is at the manager’s discretion, but he must carefully craft a successful reward system that would encourage cooperativeness rather than competitive efforts within the team. 4. What measures will be put in place to evaluate if the team is operating successfully? To evaluate if the team is operating successfully it is important to observe if the team is reaching smaller set goals along the way.
They must be able to create common purposes or goals for the team that are larger than the aggregate individual goals. The team should be monitored periodically to observe how individual skills and team diversity are applied toward the overall success of the group. Even if there is conflict in the team, they must be able to use such conflict in a beneficial way. Members must be able to trust each other to perform corresponding duties and allow each other to contribute to the team equally.