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Dynamic between activity, team and individuals

Leadership and team building are inevitable inputs for the success of any protect. Control is about creating a host where people regularly perform to the best of their capacity.

The position of innovator in a team is tactical and challenging, without the first choice the individual, teams and duties will have no guide or course and would probably soon become unproductive. Thus the key role of market leaders is to help the team achieve its common task, to keep up the team's unity and to ensure that individuals give their best for the success of any job. To do this leader needs to effectively co-ordinate and encourage the individuals into working as a team on given tasks. This the first choice can do by implementing suitable management and communication styles, motivating the team, and delegating responsibilities appropriately to match individual's functions, expectancies, goals and needs.

The Dynamic between task, team and individual

Project Teams can be explained as the interdependent assortment of individuals who interact towards a goal and who reveal responsibility for specific final results of the organisations.

Individuals get together under a leader to form a team to try to achieve a common activity between them. Thus the onus is on the job manager to strategically coordinate the 3 overlapping needs of the team, which are the watch-words of project leadership and crucial to the successful completion of a job.

These needs as captured above are :

Task Needs: Team members wish to achieve a common goal/job and derive self-satisfaction. Often times, pressure is made on associates to accomplish a task and avoid disappointment. Motivating team members into achieving specific tasks brings about job success, thus Project Leaders should choose the Goal Environment Theory as a powerful motivational tool in preparing responsibilities for the team. Research has shown that the issue of a goal/task and how clear it is will impact how hard people will work towards that task. Clear, Precise, and challenging tasks produce greater results than hazy or easy duties. Individuals tend to be more determined by clear and appropriate opinions. Take for occasion - What will it mean to me? Or how will I be motivated if I say 'I'll try to do my tasks or I'll do my best to write my task? My success rate will not be up to when I say 'I will write my assignment to a "A" standard. Here the process/goal is specific, easy goals are easy to dismiss, they don't inspire or inspire conversely challenging goals are motivating since it is a lot more a satisfying accomplishment to achieve a hard goal.

More so, the S. M. A. R. T goal setting method must be adopted in delegating team duties. The S. M. A. R. T method assumes that if duties are -

Specific Measurable Attainable Relevant Time bound.

It will surely lead to raised and more lucrative project final results.

This theory is one of the best motivational ideas in personal and team development inculcating it in project helps in attaining tasks, creates the team and satisfies the individuals.

Team Needs: Clubs share the need to accomplish one common process or solve problems & needs of self-belonging. By obtaining a ask, a sense of unity is created within the team that will also affect the average person. A good team will mean you are likely to achieve the common task. In case the individuals are fully motivated they will have a greater suggestions to the team and therefore the process. If one of the areas fail or under performs it'll affect the other areas significantly and lead to job and Leadership failing. The challenge for the project manager is to adopt the situational leadership style, stimulate and create a cohesive team. In case the team lacks cohesiveness, then performance on the task is impaired and the average person satisfaction is reduced

CHARACTERISTICS OF HIGH Executing TEAMS

Communicates beginning and freely

Provide each other with open & immediate feedback

Hold one another accountable

Manage time and effort productively

Fully utilize diverse talents styles tips of view define and follow decision making guidelines

Manage conflict effectively.

Individual Needs: The average person in the teams feels the necessity to fulfil their own personal needs such as food, shelter, security, admiration, and self-actualisation and expectancies. The attainment or fulfilment of these needs affect the individual's inspiration and efficiency in a task & team which eventually influences on the successful delivery of assignments.

According to Abraham Maslow, The individual need comes into 5 basic categories which he placed in a hierarchy, saying that the basest need in the pyramid needed to be satisfied before an individual could progress to focussing on the needs of the next phase.

Conversely, Fredrick Herzberg recommend Job enrichment, enlargement of responsibility, opportunity and challenge as a way of motivating individuals toward higher productivity and process performance in a team. Here the term motivation describes the feeling of accomplishment, professional growth and recognition, which can be experienced in responsibilities that offer sufficient problem and range to the individual and in turn increases suffered satisfaction and raises productivity.

Individual needs should be satisfied along with the team and process needs, not at their charge. The reward to be part of an team should equal specific contribution or inputs, else- it can lead to resentment between team members particularly if another team member is perceived as receiving more they need. Thus desire is a combination of

Valence: The identified value of the outcome (What is in it for me/The specific?)

Instrumentality: Individual opinion that completion of jobs will achieve outcomes

Expectancy: The fact that a particular action will lead to a specific fist level outcome.

This is the Vroom's expectance theory which predicts that individuals in a team will be determined when they think that:

Putting in more effort will deliver better task performance

Better performance will lead to rewards

Rewards are respected by the individual

SO WHAT? Team and project leaders should motivate team members by setting satisfactory challenging tasks, applying the right management styles to bond the team along, realising the team and individual motivational factors and making use of appropriate ways of derive desired powerful and project outputs.

Strategic Command: At whatever level of leadership, Job, Team and Individual needs must be looked at. To be able to maintain teamwork, achieve a common activity, and satisfy the average person, the project leader must perform certain functions, this is as opposed to a quality which is an aspect of what they are.

Defining the duty: The ability to motivate teams to attempt tasks

Regulating: the capability to influence the path and the speed of the work

Informing/Communication: providing new info to the team as it becomes available

Supporting/Handling Harmonising, empathizing, reducing tensions, encouraging, Motivating:

Organizing:

Evaluating: supporting the group to judge decisions or strategies.

If any of these functions are missing, it will affect the way the team performs.

Leadership Functions with regards to Job, Team and Individual

THE FUNCTIONS

Defining the task

Regulating

Briefing

Controlling

Evaluating

Motivating

Organising

These leadership functions have to be handled with excellence in tandem with leadership attributes which add practical value to the task at hand.

The Need Quality Functional Value

Task

Initiative

Perseverance

Efficiency

Honesty

Self-confidence

Audacity

Humility

Gets the team moving

Prevents the team from providing up

Work done well at nominal costs

Establishing facts

Facing facts

When never to be restrained by rules or conventions

Facing up faults rather than apportioning blames

Team

Integrity

Humour

Audacity

Self-confidence

Justice

Honesty

Humility

Integrating the team &creating trust

Relieving stress &maintaining a sense of proportion

Inspire through originality

Trusted by others

Fair hearing builds team discipline

Not selfish, show compliment, not arrogant &aggressive

Individual

Tact

compassion

Humility

Honesty

justice

Sensitive in working with people

Sympathetic recognition and help

Recognises features/abilities &provides credit

Wins specific respect

Fair working encourages individuals

Conclusion

Individuals, responsibilities and teams are the major constants in every project. The success of any project will depend on the formation, usage, integration and interaction of the important characteristics of the project, If one of these areas are unsuccessful or under performs it'll affect the other areas drastically and lead to project and Leadership failure.

The project innovator is posed with the task of effectively integrating these factors to accomplish project success, thus should deploy matched management styles, motivational and communication method to keep the project at a high productive rate.

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