MT 140 M1 Assignment Solving Management Problems

• MT 140 M1 Assignment Solving Management Problems.

Solving Management Problems

Collaborative work is crucial in ensuring that any organization works effectively, especially under CW, which involves instability. This assignment talks about actions that should be taken to develop teamwork with CW’s subcontractors further and explains the delays and reasons for the cost overwhelm.

One ought to understand the characteristics of a leader who makes a fruitful team and follows the teamwork guidelines. Culturally responsive practices would assist with enhancing the community at CW and, therefore, provide cooperation, effectiveness, and accomplishment among workers from various cultural backgrounds.

Building Effective Team

• Importance of Trust in Organizations

Trust can be considered the best and longest-lasting practice for any organization, especially regarding subcontractors.

Clear Communication

Clear Communication is the key to any business relationship. Use project management apparatuses to share your working timetables, deadlines, or changes. Communicating all the ideas formally related to the undertaking is essential in building trust. We expect subcontractors to come and ask questions and look for input and recommendations. Effective Communication is essential so everybody knows what is going on, which in turn aids in establishing a decent working relationship.

Fair Contracts and Payments

Any deals involving signing papers ought to be gotten without concealed information. The two players need information about the agreements, including the extent of work and payment terms. The payment ought to be speedy, as delayed payments can cause relationship strains and cash flow issues on the subcontractors’ end. Dependable and reliable individuals engage in a mutually beneficial financial business relationship (Robbins et al., 2020).

Provide Support and Resources

Subcontracting organizations may rely upon the primary organization for specific resources or help. The subcontractors should be provided with training, hardware, and support with permits or other legalities concerning writing or drawing. Giving them these resources can enhance the quality of their work and make them understand they are appreciated. Subcontractors’ support is an essential factor that assists them with providing added responsibility and working on the overall outcomes.

Foster a Collaborative Environment

Creating a collaborative environment is essential in the MT 140 M1 Assignment: Solving Management Problems to ensure all employees understand they are working together toward a shared objective (Lassoued et al., 2020). Subcontractors should be considered integral parts of the project team, not outsiders. They involve both parties in project planning meetings and consider their contributions critical to fostering collaboration. Appreciating each other’s efforts and acknowledging each person’s role strengthens teamwork and success.

It also encourages organizations and subcontractors to help out with the progress of the undertaking when they are wholly involved by perceiving themselves as part of the team (Burke et al., 2022). These areas include effective Communication, equitable relationships and professional leadership, mutual assistance and cooperation, and equitable subcontract payments and agreements. Subsequently, I further developed project performance, efficiency, and sustaining client relationships.

Traits of Effective Leader

• Traits of Influential Team Leaders

Influential team leaders demonstrate the following four traits: interfacing, investigating, influencing, and enforcing.

Relating

This pertains to developing confidence in a social setting, specifically with the team. Great team leaders ought to always be kind and considerate of other members and should always participate in all gathering activities.

Example

A leader sees that a team member appears frustrated and works to approach that individual. Instead of immediately discussing the undertaking assigned to the particular team member, the leader monitors how the team member is doing. This also helps the team feel calm by showing that the leader is interested in the person in question as a human being and not similarly as a worker.

Scouting

Scouting is the most common way of gathering information and supplies that the team needs and may be helpful for them. This includes ensuring the firm is current on industry drifts and getting feedback from the team and other stakeholders (Mendoza et al., 2001).

Example

A leader always takes time to read journals and attend studios to gain information on new advancements. They also let the team benefit from such information, motivated by improving the work cycle.

Persuading

Persuading is the most common way of gaining cooperation to actualize goals and objectives. By implementing this, influential leaders can always convey strategic headings and ensure their team members agree.

Example

When a leader implements another project management device, the person explains how it will save time and decrease pressure. They handle inquiries gracefully and explain the advantages, ensuring the team accepts the new apparatus.

Empowering

Giving authority to the team members and making them assertive is alluded to as empowering. A decent leader contributes and fosters trust within the ‘new’ organization.

Example

A leader assigns a substantial task to a lesser team member, offering some direction but letting them determine the strategy. This motivates the team members and promotes that individual’s certainty by making the person in question feel trusted.

Getting out of the Storming Stage

Keeping a Clear Communication

To keep Communication clear, encourage the usage of both business-related and casual media for internal Communication within the team to escape the storming stage. Plan daily or week-after-week calls, gatherings, or phone calls for the team members to lay out their grievances and ideas (Grewatsch et al., 2021). This way, staying away from disarray and figuring out irreconcilable circumstances is easier. Being able to hold the lines of communication open forestalls matters back from becoming dramatically overemphasized while making everybody feel important.

There are also a few standard practices, such as an entryway strategy, which means that the team members can address the leader or other members at any time, promoting cooperation and trust.

Fulfilling Roles and Responsibilities

Ensuring a clear understanding of each team member’s commitments and responsibilities is crucial in the MT 140 M1 Assignment: Solving Management Problems. This clarity helps avoid confusion and duplication, ensuring all subcontractors know their roles within the team’s work cycle. Clarity can be maintained by setting expectations, writing task arrangements, and conducting performance appraisals, enabling team members to perform well and harmoniously.

Performing Team Building Activities

Cultivate association and devotedness through seminar meetings that foster intercommunication and acquaintance among team members. Such activities may include informal gathering conversations for recreation gathering outings, business-related activities, and training meetings. They also allow for interpersonal struggle, encourage bunch attachment, and promote cooperation among team members. They allow the team members to see other team members’ specialities and the areas they are not strengths enormously, which assists in enhancing team collaboration.

Keeping in View Clear Objectives

One should incorporate achievable goals into the work so the whole labour force is on the right course. Tasks with clear goals are easier to handle, oversee, and motivate since bearing is deeply grounded for team improvement. Five critical characteristics of SMART should be utilized while setting the objectives: Explicit, Measurable, Achievable, Relevant, and Time-bound. It is always important to review goals periodically and change them to ensure everybody within the team agrees. When the team members discover what the team is working for or towards.

• Qualities of Effective Team Leaders

A team leader must be non-judgmental, easy to approach, and willing to intervene in worker clashes (Bateman et al., 2022). A decent leader should stand near the team during intense minutes and display positive behaviour. During this stage, the leaders should understand and allow their team to calm down before proceeding with additional activities. When writing feedback, staff members should be encouraging, acknowledge triumphs, and recommend how to handle failures.

Leadership assurance combined with an inspirational perspective creates determination and solidarity within the team to achieve organizational goals and objectives (Shrestha et al., 2021). These strategies make conforming to the contentions inherent in storming and fostering healthy relations within the workplace possible. This creates the background for the team to continue toward higher phases of development, leading to better performance and achievement.

Next 2 Phases

Norming

This norming stage becomes problematic due to its apparent effects as the team progresses in the project. The team members begin forming judgments about each other’s competencies and ineptitudes within the organization (Mendoza et al., 2001). This ushers in better engagement with others and improved team cohesiveness.

Example

The newly created team members can handle working relations with their colleagues, contribute equally in conversations and brainstorming meetings, and provide evaluations. This lets us know that individuals are complex at work to ensure the team’s objectives are met.

Performing Stage

During this stage of the performing stage, the team members are instrumental and capable of performing their assigned obligations effectively. The individual contributes, is answerable for their work, and does not require constant oversight to remain faithful.

Example

This team effectively tackles tasks, makes choices, and achieves goals quickly and with high quality. For instance, going through the storming, norming, and performing stages will enable the team to chip away at strengthening the relationships between the members (Shrestha et al., 2021), increase the speed at which the work is accomplished, and increase the effectiveness level in completing the work assigned to the team.

Cohesive Team with High-Performance Norms

Recruit Members with Similar Attitudes, Values, and Backgrounds

MT 140 M1 Assignment: Solving Management Problems Success requires hiring associates with similar attitudes, values, and backgrounds. Shared attitudes, values, and work ethics among team members increase productivity and decrease conflict. Employees added to the business with the same regard for teamwork and client respect guarantee cohesion within the workgroup.

Ensure compliance with Socialization Standards.

Making sure everybody goes through a decent determination interaction and training decreases tackiness and further develops teamwork. CW can foster an effective plan for a formal socialization program, which will assist with acquainting the new representatives with the organization’s way of life, performance expectations, and responsibilities (Inegbedion et al., 2020). This way, everyone knows what is expected from them and feels like they are part of the team claiming the venture.

Keep the Team as Small as Possible

I plan to keep the team as small in number as possible. Small teams mean that everybody communicates much of the time and feels valued. CW ought to ensure that undertaking teams only enlist fewer labourer representatives than is necessary for the tasks they have been awarded (Thneibat et al., 2023). For instance, a very measured team ought to have the option to join in a meal by creating close attachment and teamwork.

Support the Team and Promote its Achievements

Affirmation and celebration of the team’s achievements go far in enhancing team morale and cohesive status. CW ought to demonstrate examples of overcoming adversity and create awareness of fruitful tasks and achievements made by the organization’s team members. For instance, CW can propagate the team’s progress to the other representatives after constructing another facility by writing examples of overcoming adversity in bulletins or verbally during meetings.

Hence, the team feels encouraged to continue working hard (Specchia et al., 2021). If these referenced advances are taken, CW can have vital team areas of strength and norms that would benefit the whole organization.

Becoming a High-Performing Team

This way, leaders must make choices in consultation with the team members to make the organization a great team. This approach ensures that all members are immediately interested in the task’s outcome. Managers ought to call meetings where the team members can examine issues related to the venture and come to agreements. This inclusiveness fosters generosity among all venture members and makes them contribute to the undertaking’s progress.

For example, CW leaders may plan daily catch-up meetings to discuss project plans and solicit ideas from all teammates to increase engagement and proprietorship. CW can coordinate cordial rivalries between various teams or set troublesome venture goals that can be achieved through team effort. These challenges can assist with motivating team members and also ensure that they work harder and closer as a team.

• Encouraging Team Motivation and Solidarity

For instance, CW can organize inter-team games or rivalries to encourage inter-team solidarity. Giving rewards and incentives can significantly improve the work team’s motivation (Larson & DeChurch, 2020). CW ought to appreciate and compensate endeavours made to achieve team goals by offering rewards, appreciation, and rewards based on output or triumph.

For example, assuming a team finishes an undertaking on time that was set and within the approved financial plan, the team could be rewarded with a lunch or equivalent cash amount. Such incentives perceive the work set up and challenge individuals to perform far and away superior. The leadership idea proposed by CW allows the team members to participate in the dynamic cycle, set external goals and objectives, and provide the necessary incentives for the team’s prosperity, creating a strong and highly motivated team.

Effective Team Leadership

Training and Development Programs

Another area where CW could improve is by enhancing training programs to ensure that the team leaders are trained adequately. This will enable them to lead and manage project teams decently. CW can also assist team leaders with courses that pay attention to peacemaking, consultation, and leadership abilities, which can positively change the team’s overall performance (Specchia et al., 2021).

Performance Evaluation and Feedback

CW ought to ensure that it often engages in performance appraisals and inquiries from its team to determine the degree to which leaders perform. For example, the method involved with implementing another feedback framework requires the specialists to share their opinions about the proficiency or inefficiency of their leaders. Candidates are supposed to share their encounters and future recommendations regarding such an assessment so that the leadership abilities and the teams’ overall efficiency can be reached at the next level.

Conclusion

A productive strategy is essential for any organization, regardless of the nature and speed of the company, including the Collapsible Workspace (CW). They must enlist other expanded talented labourers to get the ideal CW needs, foster collaboration, and achieve the best outcomes. This can be achieved by enhancing accountability, implementing cross-functional abilities, escalating performances, and fostering team leadership. CW ought to also expand to develop a superior team and leadership that will aid the company more in the future to achieve its objectives.

References

Bateman, T. S., Konopaske, R., & Snell, S. (2022). M: Management (7th ed.). McGraw Hill LLC,

2021.

Burke, W. W. (2022). Organization development. Oxford Research Encyclopedia of Psychology.

https://doi.org/10.1093/acrefore/9780190236557.013.734

Grewatsch, S., Kennedy, S., & Tima) Bansal, P. (2021). Tackling wicked problems in strategic management with systems thinking. Strategic Organization, 21(3), 147612702110386.

https://doi.org/10.1177/14761270211038635 

Inegbedion, H., Sunday, E., Asaleye, A., Lawal, A., & Adebanji, A. (2020). Managing diversity for organizational efficiency. SAGE Open, 10(1), 1–10. Sagepub.

https://doi.org/10.1177/2158244019900173 

Larson, L., & DeChurch, L. (2020). Leading teams in the digital age: Four perspectives on technology and what they mean for leading teams. The Leadership Quarterly, 31(1).

https://doi.org/10.1016/j.leaqua.2019.101377

Mendoza, J. G. (2001). Trust and team building: A study comparing traditional and experiential team building methods about trust development (Order No. 3017511). Available from ABI/INFORM Collection. (276250194).

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Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117–121.

https://doi.org/10.1097/HCM.0000000000000296

Shrestha, Y. R., Krishna, V., & von Krogh, G. (2021). Augmenting organizational decision-making with deep learning algorithms: Principles, promises, and challenges. Journal of Business Research, 123, 588–603.

https://doi.org/10.1016/j.jbusres.2020.09.068 

Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18(4).

https://doi.org/10.3390/ijerph18041552

Thneibat, M. M., & Sweis, R. J. (2023). The impact of performance-based rewards and developmental performance appraisal on innovation: the mediating role of innovative work behaviour. International Journal of Productivity and Performance Management, 72(6), 1646-1666.

https://doi.org/10.1108/IJPPM-03-2021-0117