Team Performance Assessment
The following report is stated from the perspective of the general manager of G&G technologies. It provides a brief analysis of the performance of the team that was tasked with developing a CRM software for a client. It also contains the team performance analysis that highlights the role of individual, group, and organizational goals as they relate to team performance.
Team's purpose and its alignment with organizational goals
The purpose of the team was to develop high-quality enhancements to the software that improves customer interaction and experience to its client. The team's purposes were in line with the organizational goals that are to develop technologies that improve customer experiences and maximize organizational efficiencies. The organizational goals are also to streamline the structures of the team so that teams are agile and efficient (Lee and Fei, 2011). In this context, the purpose of the team utilized various aspects of customer relations management and established that customer experience was the top-most priority, and thus their customer had to experience the best outcomes and establish G&G Technologies as a different brand with high-quality services.
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How the team's purpose drove success
The team's purpose drove success in various ways. First, the team members realized the value of their input in the business and, as such, maintained attendance, efficiency, and quality input. These elements were strategic in ensuring that the team succeeded in their endeavors (Newton, 2014). From the team's effectiveness assessment, it is clear that the ratings for attendance were relatively high. On the efficiency, the team members' ratings for timely completion was relatively low, but this was compensated by the optimum ratings on the quality of their output. Therefore, as the teams collaborated in their cross-functional duties, individual timeliness in task completion was low, but the quality of their input was high, and this drove the general team to success.
How purpose informed the group's strategy
The purpose of the team was to improve the software's ability to improve the customer's experience. The realization and comprehension of this purpose informed the team's strategy. Software development is an arduous task, and approaching it required a strategy such that each team and team member provided their input with minimal conflict (Thompson, 2011). For instance, J.T. acted as the software developer, L.M was the experienced specialist, and C.M was the cybersecurity security specialist. The integration of these individual's performances served as the group's strategy in realizing its goals.
How common purpose affect goal attainment within teams
Common purpose affects goal performance by directing all individuals towards achieving the same purpose. As explained, J.T., L.M., and C.M. worked in different departments, but each individual served the team with a common purpose: to achieve the team's objective. The division of labor and specialization led to the allocation of tasks differently, yet specifically in such a manner that the complex jigsaw eventually fit for the sake of achieving the organization's goals (Thompson, 2011).
The effectiveness of the team assessment tool for determining strengths and weaknesses of team performance for groups and individuals
The team assessment tools analyzed three variables: attendance, efficiency, and quality of output. The average ratings ranged from 1-10, with 1 being the least score and ten being the highest. The average scores in each category were above average, with the quality of output achieving the scores of 7 in each category (quality and meeting the expectations and specifications). The information on quality was important in determining the team's alignment with organization goals.
Improvements that could be made to the assessment tool to provide more reliable data
The tool was effective in measuring the team's drive. However, it lacked in evaluating the team's satisfaction in explications of their duties (Jønsson and Jeppesen, 2013). The improvement that could be made to the tool is to include the amount of support the team had. Also, the commitment, motivation, and psychological safety of individuals should be evaluated to understand how employee motivation and behaviors contributed to the noted absences and the late submission of individual works in time.
Results of team performance metrics for determining how well the team performed and aligned with organizational goals
The results of team performance and how well the teams' performance aligned with organizations' goals can be understood by evaluating the efficiency ratings of the teams. From the results, most team members completed their work within the allotted time, the deadlines were relatively well met, and team members were generally helpful to one another. The performance on efficiency was, however, not of the highest quality, and this means that there is room for development (Thompson, 2011).
How product developed by the team compare with the organization's goals for improving processes for the customers
Customer satisfaction reviews reveal how the organization's goals are in tandem with the customer's needs. The customer review revealed that the end product software met its needs for streamlining business processes, and it will be useful in delivering enhanced customer relations management (Cecily et al., 2017). However, the customer expressed concerns over its limited capacity for customer information. This was a major weakness that limited the client's ability to use the software to support their organization's growth. The product development, therefore, delivered a complete but not wholesome product for the client. The organization's goals were, therefore, only partially met.
Suggestions to support stronger alignment between goals and team performance
Stronger alignment between goals and team performance can be improved by:
First, a more collaborative approach to the working of the teams must be established. Secondly, transparency and accountability should be created such that each team can access the progress of the other teams (Cecily et al., 2017). This will provide a 360-degree view of the customer who needs less confusion about customer demands, enhanced teams, and individual collaborations and faster and better decision-making between teams (Cecily et al., 20177). Above all, fewer resources will be used in meeting the team's objectives as there will be minimal wastages.
Individual, group, and team goals for how they are impacted by organizational goals
The individual goals must be aligned with the team's goals. Although teamwork is appreciated, the strength of the teams depends on the ability of the individuals to concatenate their efforts (Cecily et al., 2017). For instance, J.T., L.M., and C.M. must work together since their roles are different, but they all contribute to meeting the organizational goals.
Discuss strategies for empowering team members to feel competent and make decisions in a team setting
Managers can support the employees in raising productive solutions that support team performance by creating a supportive and psychologically safe environment that allows employees to experiment with their ideas, explore their talents, and communicate freely without fear. The leadership method can also contribute to achieving this goal. Leadership should be democratic and encouraging (Cecily et al., 2017). Also, the management should evaluate the individual's strengths and weaknesses and work on ways of motivating the employees for better performance.
Common management approaches that should be discouraged are; too much infiltration and involvement with employees' works and frequent and disruptive performance reviews. Frequent surveillance of employees weakens their morale and curtails their freedom of interaction (Lee and Wei, 2011). Similarly, frequent employee reviews create an aura of a lack of job security and pressure for performance, which leads to unhealthy competitions.
Management approaches for individual or departmental performance and alignment with project team performance for supporting a successful team
The management approaches necessary for improving individual, and team performances are clear and concise communication, encouraging the recognition of exemplary efforts and creating an environment of free speech (Wujec, 2010). Similarly, the management should delegate power and create an environment where the growth and development of employees is a priority (Thompson, 2011). All these efforts are to place the employees first and the consumers second. A satisfied employee provides the best services to the customers.
References
Cecily D. Cooper, Don Hellriegel, and John W. Slocum Jr.. (2017). Mastering Organizational Behavior. Boston, MA: FlatWorld
Jønsson, T., & Jeppesen, H. (2013). Under the influence of the team? An investigation of the relationships between team autonomy, individual autonomy and social influence within teams. International Journal of Human Resource Management , 24 (1), 78–93. https://doi-org.ezproxy.snhu.edu/10.1080/09585192.2012.672448
Lee, J., & Wei, F. (2011). The mediating effect of psychological empowerment on the relationship between participative goal setting and team outcomes—A study in China. The International Journal of Human Resource Management , 22 (2), 279–295. https://doi-org.ezproxy.snhu.edu/10.1080/09585192.2011.540152
Thompson K. (2011). The Habits of High Performing Teams. Retrieved 5 August 2020, from https://www.youtube.com/watch?v=KNNWLj-3wx0
Wujec T. (2010). Build a Tower, Build a Team. Retrieved 5 August 2020, from https://www.ted.com/talks/tom_wujec_build_a_tower_build_a_team
