Chapter Review
Describe six rules to follow to become an effective team leader
The first rule entails delegating more authority and responsibility to the team members to make them feel involved and part of the team. The second rule encourages taking risks and experimentation through which members are allowed to make mistakes and help them learn (The effective work team, 115). The third rule involves developing a shared vision and ensuring they are clarified in terms of where they are headed and defining goals that lead to the achievement of the mission. Fourthly, the team leader needs to set the stage to help solve the problem where everyone is brought close to the problem and be part of the decision. Team leaders also need to allow members to express themselves and discuss openly even when it may lead to the conflict to helo eliminate any feelings they may have before working together (The effective work team, 115). Finally, an effective team leader is obliged to run team meetings on a regular basis for them to work together as a team and carry out their activities.
Define synergy as it applies to team performance
Synergy involves the team working cohesively, leading effectively, and the same individuals working alone being outproduced (The effective work team, 123). Thus, it requires the constant diligence of every team member to have an effective team in place.
List and describe five steps for using the right approach when engaging an employee in a private communication
The first step is to invite the employee into the designated place, be it an office without advance notice, not creating fear or a threatening climate. The second step involves starting the conversation as quickly as possible, pointing to the main agenda (Communicating privately, 134). Thirdly, the supervisor needs to state the facts as they are known and observed without accusations or blames (Communicating privately, 135). Fourthly, let the employee have a chance to explain themselves alternatively over the concerning issue raised and how it can be addressed. Finally, the supervisor needs to state how to help employees manage the problem and change the concern.
Describe the Mutual Theory as it applies to motivation
In the Mutual Reward Theory, the employee gets rewards from the supervisor while the supervisor is paid back for increased productivity and being recognized by the superiors (Communicating privately, 136). Thus, this theory is most applicable when both employee and the supervisor are rewarded for their work; hence they get motivated to perform much better.
Text Case Study Review
The traditional approach or team approach relates to employee motivation and empowerment. In the traditional approach, employee motivation and empowerment are low since they get instructions from their superiors on what to do; hence their own knowledge and skills do not count towards the output. This is different in the team approach since employees are directly involved in the process and allowed to give their input hence becoming motivated and empowered. Furthermore, in the traditional approach, the quality and quantity of work may be subject to the supervisor or managers in charge, and employees will only produce up to the expectations of their superiors but not what they feel is the best (Nohria et al. 82). The case is different in the team approach where employees have the autonomy to produce what is best using their knowledge and skills, ensuring that the quality and quantity they produce is standard.
In the traditional approach, the supervisory responsibilities are left to seniors or superiors of the company, including managers and supervisors. The employees are under the obligation to do what the managers tell them to do. Since superiors carry many responsibilities, they are often subjected to challenges, especially when employees fail to follow instructions. This is different in the team approach, where the team leader is responsible for leading the team members (The effective work team, 125). However, in this approach, team members equally take the responsibilities to undertake tasks as required, limiting the challenges faced. A culturally diverse workforce is more robust in the team approach since employees work together as a team despite their cultural differences. Worker involvement is high in the team approach compared to the traditional approach since team members can apply their own knowledge and skills.
Works Cited
Communicatindg privately. Chapter nine: 128- 139.
Nohria, Nitin, Boris Groysberg, and Linda-Eling Lee. “Employee motivation.” Harvard business review 86.7/8 (2008): 78-84.
The effective work team. Chapter eight: 111- 127.
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