Effective Team and Performance Management Assignment - 1

Effective Team and Performance Management - Assignment Example It also discusses the critical factors affecting team performance and changes required for management of team and performance in the organizational context. Table of Contents 1.Executive Summary 2 2.Introduction 4 3.A Brief Idea of Team Dynamics and Team Formation 5 3.1 Phases of Team Formation 6 3.2 Stages of Group Development 8 3.3 Team Structure 10 4.Factors Affecting Team Performance 11 5.Changes to Be Occurred In the Team through Recommendations 12 6.Identification of Relevant Changes in Leadership and Management Styles 13 7.Conclusion 15 8.References 16 2. Introduction A team can be considered as a group of individuals who are involved for performing different functions towards accomplishing a desired objective. They are required for conducting complex tasks that are assigned by higher authorities in an organizational context. The imperative features of team can be noted as having stronger personalities, possessing effective development of specialized skills and commitment towa rds accomplishing varieties of personal objectives (Quick, 1992). In this similar context, the case study also relates to the issue of effective team and management of performance within the organisation. The case study is related to Electron which is regarded as a manufacturing company engaged in producing components particularly for the telecommunications sector. The company was founded in the year 1997 in the northern region of England. The company possess 150 members, amongst which 90 members are engaged in the department of production. Various departments that have been noted to be operated in Electron are production, marketing and sales, engineering finance and human resource. The company consists of both temporary and permanent employees. The objective of the company is to develop the culture of the company, enhance productivity, provide efficient services to the customers and most significantly gain superior competitive position. The case study focuses on team building aspec ts which are required for maintaining the efficiency of work within Electron, so that effective productivity can be carried out among the team members for the attainment of organisational objectives. In this regard, team building therefore can be signified as a necessary skill that every manager of different organisations focuses on. For developing an organized team, positive attitudes and structured approaches of leadership is required by the managers for handling employees effectively and efficiently (Maddux, 1994). The paper intends to discuss on team dynamics and team formation along with the factors affecting team performance. Moreover, the paper also gives a viewed knowledge about stages of group development as well as changes to be required in Electron to maintain organisational efficiency. 3. A Brief Idea of Team Dynamics and Team Formation According to Belbin’s model, team dynamics is generally utilised by multinational organisations that are involved in creating, re searching and developing new products, processes or solutions. It is considered as a growing trend. Team dynamics can be successful with the quality supervision of a particular team leader for the accomplishment of organisational targets persuaded by the employees and management in the organizational context (Dogaru, 2012). The contribution provides by team leader in the system of team dynamics can be identified as forming coordination amid the team members

Employees contribution in customer satisfaction, customer retention Dissertation

Employees contribution in customer satisfaction, customer retention and customer loyalty in SME retail organization like SUPERVA - Dissertation Example The peripheral economies have not been able to restructure their economies and introduce reforms to enhance productivity and competitiveness of their economies. 1.1.2 The Irish Economy The Irish economy has been one of the most successful in the world but it has also been among the hardest hit during the economic recession (European Commission, 2012). Up to 2007 Ireland experienced strong economic growth and the living standards in Ireland caught up with the world standards. This occurred as more number of workers entered the labor market. Additionally, higher levels of education resulted in better productivity. EU being declared as a single market made Ireland an attractive destination for inward investments. Between 2002 and 2007 the economy experienced high growth rates but this was at the cost of the Irish households building up personal debts. The real estate sector surged forward to due to increase in bank lending. Due to this, the balance sheets of banks grew disproportionatel y large compared to the size of the economy. In addition to the deposit base, the introduction of the Euro encouraged short-term borrowing from overseas. Risky lending practices by the banks proved to be damaging for the economy and this was evident when the property bubble burst (European Commission, 2012). Because of these anomalies the Irish banks were vulnerable to the global recession in 2007. The collapse of Lehman Brothers, investment bankers of US, led to severe tension in the global financial markets which led to deposit outflows at the Irish banks. 1.1.3 SME Retail sector in Ireland The retail sector in Ireland comprises of over 20,000 food and non-food retailers, mostly SMEs, being both Irish and International in origin (IBEC, 2012). The retail sector employs over 240,000 employees. Retailing offers people career in their own locality. The retail SMEs have invested heavily in the sector in the last decade. As a result of recession, the retail market has shrunk by over one -fifth in the terms of value. The retailers were forced to reduce prices, which in turn impacts the overall profits. However, the operating costs have not been affected due to inflexible rents, hourly pay rates, local authority charges and property service charges. The shrinking of the retail market compelled the retailers to seek help from the government. To enhance consumer spending, focus on employees has been considered a valuable agenda. This is based on the recommendation of Irish Business & Employers Confederation in its election manifesto ‘Delivering the Jobs Agenda’ (IBEC, 2012). 1.2 Competitive advantage through people Human resources are now considered valuable assets as there has been a rise in the status of knowledge workers (Sheehan, 2005). Based on the resource-based view of the firm, human capital has become the source of competitive advantage as Koch and McGrath (1996) contend that a highly productive workforce possess attributes that make it a highly v aluable strategic asset. This has led to the recognition of and commitment to human capital development; this has also caused the shift from traditional personnel management to refined HR practices. Competitive advantage can also be gained by recruiting people from diverse backgrounds regardless of ethnicity, age, gender and other individual characteristics (D’Netto and Sohal, 1999). 1.3 Motivation for Research Retailing is intensely competitive in Ireland as anyone can open a store. This has brought in many new