Answer the “Team Context and Composition Scale” questions found on pages 52 and 53 in your textbook.

  

Answer the “Team Context and Composition Scale” questions found on pages 52 and 53 in your textbook. What was your score? Does your score indicate that your organization’s context and team composition generally support team performance? Explain why or why not. In your reply to other students, offer some suggestions of how you think their organization could improve team performance.Textbook:Dyer, W. G., Jr., Dyer, J. H., & Dyer, W. G. (2013). Team building: Proven strategies for improving team performance (5th ed.). San Francisco, CA: Jossey-Bass.____________________________________________________________________________________________Please respond to my classmate response below:My score on the “Team Context and Composition Scale” is only 2.15. This score indicates that the organization does not generally support teamwork or team performance. The company I work for is fairly new and there is not a lot of organization. Goals and structure of the organization are unclear, and those who are in leadership positions lack any skills to form and manage teams. Most individuals in the company work independently, and do not have very good communication skills. This makes it difficult to complete team tasks successfully. There are a few individuals who do have the experience and knowledge to really turn the company around and make improvements, but leadership and motivation for making things better does not exist.
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UNIT II STUDY GUIDE
Developing the Right People
for High Performance Teams
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
2. Construct a team member skills–motivation matrix.
3. Examine the impact of shared leadership on team competencies.
6. Distinguish between the coaching and facilitating roles of a team leader.
Reading Assignment
Chapter 3: Composition: Getting the Right People on the Bus
Chapter 4: Competencies: Developing Team Skills for High Performance
Please use the Business Source Complete database in the CSU Online Library to read the following article:
Cheng, C. Y, Chua, R. Y., Morris, M. W., & Lee, L. (2012). Finding the right mix: How the composition of selfmanaging multicultural teams’ cultural value orientation influences performance over time. Journal of
Organizational Behavior, 33(3). 389-411.
Unit Lesson
In this unit, we will discuss the concept of finding the right people with the right competencies to make team
building a success. As organizations mature, they look for teams to lead initiatives and they realize the
importance of determining the right size and dynamics for each team. This is crucial for individual and group
development. Research implies that the best size for a team consists of four to ten members. Each member
must come equipped with skills and experience. He or she must also follow the organization’s predetermined
vision for team goals (Dyer, Dyer, & Dyer, 2013).
Effective leaders of high-performing teams are expected to realize that members must be motivated, inspired,
valued, coached, supported, held accountable, and praised on a regular basis. It is important that leaders find
people who are passionate about their work and internally committed to the organization’s goals.
Typically, when leaders are selecting members for a team, they consider each individual’s professional
development plans, his or her personality and ability to work well with other members, and his or her skills
and competencies. Planning team development in the beginning stages can alleviate many unwarranted
headaches down the road. Being wise in the selection process can often lessen the length and duration of
time spent in training and professional development.
Training is also necessary for individual and team growth. Members must appreciate the opportunity to learn
and apply concepts, new techniques, and ideas for the benefit of the team and future initiatives. New
members are often paired with a colleague to ensure adequate guidance with personal/professional
comprehension of regulations and organizational standards. This enhances proper integration into the team’s
culture.
BSL 4060, Team Building and Leadership
1
In any organization, leaders know it is vital to communicate clear expectationsUNIT
and enlighten
member
x STUDYeach
GUIDE
regarding his or her significance in assisting management to meet organizational
goals while working as a
Title
well-developed team. No employee enjoys the agony of working blindly and wasting time, wondering if he or
she is on the right path and/or following the right guidelines. Consequently, leaders must view their workers
as members of a team rather than members of their staff. This will foster a better working relationship that
enables workers to feel as though they are a significant piece of the puzzle, and not just workers serving time
to receive a paycheck. Therefore, support, guidance, respect, and rewards are paramount to the boosting of
employee morale (Dyer et al., 2013).
Good leaders understand that sharing power with team members entails the following:
(Dyer, et al., 2013, p.63)
One way to begin to get team members to focus on the intent of the team is to rotate the responsibility of
having different team members prepare the agenda. The leader can work one-on-one with the team member
to structure the meeting. It is important to establish early in the process a somewhat stable and consistent
agenda format. From that framework, the working agenda is built. Together with the team member the
agenda is developed. It is the leader’s role to help the team member stay true to the overall purpose of the
group and the mission of the organization. This builds capacity and understanding one member at a time.
A powerful technique to build team support is to rotate the co-chair position with various team members. The
key to making this work is to teach members of the team facilitation skills. Multiple authors discuss facilitation.
“The facilitator is responsible for managing meetings, keeping conversations on track, and ensuring each
member’s voice is heard” (Centers for Disease Control and Prevention, 2014). With that in mind, it is a
powerful teaching tool to have various members of the team share in those duties and rotating that honor.
It is important for all members of the team to feel that their voice has been heard. “Although differing
viewpoints among a team are important, they can make it difficult for … leaders to foster collaboration and
inspire groups to move smoothly from conflicting ideas to actionable results” (U.S. Office of Personnel
Management). One way to make that happen is to record input from the team on newsprint and post it in the
room. There is power to see your words recorded and posted for all to see.
By delegating significant work through trust, you as the leader and role model, are helping team members to
see that they are making a meaningful contribution to the overall structure and the current
debate/conversation. If the team views their input as being “significant” you have reached a major milestone
in team building.
High-performing teams are comfortable following clear and measurable goals. They take pride in making
major decisions that affect the company and appreciate the necessity of attending purposeful meetings. We
have heard the saying “knowledge is power.” Many people like to attend meetings in hopes of gaining insight
as to what is transpiring within the company and how it will directly affect them personally and in their jobs.
Through open communication and respect, leaders should believe that providing important information to
employees would benefit future endeavors. Communication and feedback should be given and received in a
manner that decreases the opportunity for conflict. Frequently, constructive feedback is welcomed as a
measure of evaluation that tends to promote more productive results from each member of the team, whereas
BSL 4060, Team Building and Leadership
2
critical feedback generally results in members feeling defensive and combative.
When
members
feel this way,
UNIT
x STUDY
GUIDE
it is difficult for them to work cohesively, and occasionally performance levels decrease.
Title
Therefore, it is imperative that teams are adept at managing team relationships through high trust, clear
communications and feedback, effective conflict management, mutual respect, and collaboration. They
must also possess a willingness to take risks and attempt to innovate as a means to improve the team as a
whole. Team competency scales can be utilized as an assessment tool that leaders can use to help their
teams understand where they are and what they need to do to improve their overall performances (Dyer et
al., 2013).
Click on the link below to view an interactive tutorial from MyCourseTools on motivating and leading others as
a manager.
http://www.pearsoncustom.com/mct-enterprise/asset.php?isbn=1256689785&id=12236
References
Centers for Disease Control and Prevention (2014). Facilitation tip sheet. Communities for Public Health.
Retrieved from http://www.cdc.gov/phcommunities/docs/plan_facilitation_tip_sheet.doc
Dyer, W. G. Jr., Dyer, J. H. & Dyer, W. G. (2013). Team building: Proven strategies for improving team
performance (5th ed.). San Francisco, CA: Jossey-Bass.
U.S. Office of Personnel Management (2015). Facilitation skills for leaders: Inspire your team to work together
more productively for your organization. Retrieved from
https://leadership.opm.gov/programs.aspx?c=129
BSL 4060, Team Building and Leadership
3

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