Reference no: EM132165092

Question: Designing Team and Team Identity

Part 1: Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?

Part 2: Discuss team identity. Why do you feel attached to certain groups and teams but not to others?

Specific Instructions:

Read and respond to your classmates' posts. See class posting/discussion requirements.

Be sure to support your work with specific citations from this week's Learning Resources and any additional sources.

Read a selection of your colleagues' postings.

Respond to at least 3 your colleagues' postings in one or more of the following ways:

• Ask a probing question, substantiated with additional background information, evidence or research.

• Share an insight from having read your colleagues' postings, synthesizing the information to provide new perspectives.

• Offer and support an alternative perspective using readings from the classroom or from your own research in the Campbellsville University Library

• Validate an idea with your own experience and additional research.

• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.

• Expand on your colleagues' postings by providing additional insights or contrasting perspectives based on readings and evidence.

Return to this Discussion several times to read the responses to your initial posting. Note what you have learned and/or any insights you have gained as a result of the comments your colleagues made.

Respond to class mate:

Class mate 1: A team can be built in different ways so as to make members to achieve the same goal and the target objectives. When building a team, the role to be undertaken, selection of the people, and also their relationship should be considered. The task to assign should not be complicated at all. This means that the work should be simple and match with the skills of the team members so as to make the work easier for them and facilitate better performance which leads to good productivity (Barrow, 2012).

When selecting people, the sum of the people should be sufficient to fit the task. Also, the members should have relevant skills for doing the work assigned to them. They should have different ideas and experience so as to combine efforts and come up with good results. Relationships are very important in any team. Maintenance of the way people interact is very important(Blazovich, 2013). Sufficient environment should be ensured in a way that all members will feel free and appreciated.

Diversity is very important also in teamwork. It can be incorporated into making sure communication is made available to all. Members should be informed about what is required to be done in the group. Also, managers should be open-minded when dealing with the team members. They should use all means to ensure that team members will understand each other so as to work in unity (Blazovich, 2013).

Team identity refers to the sense of feeling comfortable with your team. Team identity will be useful in managing the project since it creates trust among the members. Team identity will help to clarify well about a vision of a team, knowing your roles as a team member and also understand how to handle the main team agenda of the team (Blazovich, 2013). In some groups, been a member you can feel attached to some groups and not others. This may depend on how members relate. If there is no good relationship and trust in a certain group then someone will not feel attached to it (Barrow, 2012).

Class mate 2: Part 1: Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?

Part 2: Discuss team identity. Why do you feel attached to certain groups and teams but not to others?

Part 1: Building a profoundly profitable group is restricted, all things considered, by the idea of the errand the group performs. For example, a few groups have practical experience in giving administrations, some in creating merchandise, some exceed expectations in deciding, while others wonder about client relationship and counsel (Grossman et al.). The idea of work to be performed makes limitations in the development of groups. That is the reason usually to see gigantic varieties in groups between associations which are engaged with a similar sort of business, and once in a while additionally in groups who are a piece of a similar association. Consequently, there isn't one comprehensive technique for making a group - this depends to a great extent on the undertaking intended for them. When the director has planned the errand, the following test he needs to confront is choosing individuals for this assignment. These days most administrators make groups without thinking about relationship building abilities' and their similarity to work with one another. Or maybe, they should choose individuals by three essential requirements of cooperation - imagination, strategic, and critical thinking capacity. The more chiefs think about the assignment to be played out, the better they will have the capacity to choose individuals for them. Some fundamental aptitudes they ought to consider while choosing individuals are their mastery, their errand administration capacities, and their relational abilities. At long last, when the two undertakings to be performed and individuals reasonable for them have been chosen, the administrators need to develop a decent relationship inside the group. At the point when a gathering of individuals fills in as a group, they normally start mingling and shape each other's identity.

Part 2: Individual team members' efforts to ensure recognition for their work often impacts their teamwork negatively. While these efforts are completely valid, leaders often feel baffled by how to turn this personal goal into a team objective and still maintain teamwork among members. So leaders have to create a feeling of team identity among their team members to veer their determination towards the achievement of the common objective. Team identity is a feeling of belongingness and fellowship with any specific group of individuals which propels people to be more productive and collaborative. The main objective of introducing team identity among members is to improve their coordination and teamwork. It also helps in building confidence and trust, defining each member's roles and responsibilities, and clarification of expectations. Dedication towards roles and responsibilities for the achievement of team objectives also helps members to overcome obstructions together. However, in most cases nowadays, people working in a team don't know anything about their co-workers than what their profession requires. The leader should always try to eliminate such situations as they confine the opportunity for members to converse and get to know each other; which restrict any bubbling concealed agendas, biased assumptions, and over expectations (Antonioni, 1996). There are many reasons for which a person might feel attached to certain groups but not to others. Whether or not a team is preferred over others depends largely on the performance and productivity of its members.ole of Project Manager. It is of utmost importance that at least one member takes the position of project manager and bears the exclusive responsibilities which come with it. It is his job to continuously assist and aid his team members in accomplishing the imposing goals.

Team Foresight. The efforts of the whole team should be directed towards the accomplishment of the common goal. The members should not only have the ability to complete tasks assigned to them but also be able to comprehend the how their actions affect the organization.

Inter-personal relationships. Team members need to have a strong relationship with each other. They must be able to trust and have faith in the decisions made by each other. Members should also be conversant and adjustable with other members' style of working.

Defined Individual Authority. Every member of a team has to perform his or her functional roles for accomplishing project resolutions. Hence, the level of personal authority of each member for making independent decisions should be predefined. Defined Roles and Responsibilities. Each member of a team should clearly understand his role in the accomplishment of the common objective. These roles must be distributed after considering the strengths and weaknesses of members.