Team Leadership - Assignment Example

There is more to ensuring a company’s success besides recruiting able employees and providing resources to facilitate their undertakings. This is because these employees understand each other and relate well for there to be synergy. Unfortunately, employees are human beings who are driven by emotions and aspirations. These determine how one behaves, the effort they make and how and with whom they relate. These challenges coupled with other social factors such as upbringing present the workplace with one diverse collection of people. This is not entirely a bad thing as diversity is important in a work place, it present different abilities and avails different capabilities. However, harnessing these and getting them to work in tandem is the most difficult thing as it involves convincing people to forego their differences for the good of the company. Not everyone can do this, and this is the reason why companies have different positions, which mandate occupants to mobilize those under them. Those assuming these positions are referred to as team leaders, team leaders are mandated with the responsibility of mobilizing team members. They should also work towards a defined goal which maybe either the company’s goal or a means to a company goal (Parker, 2009). Team leadership on the other hand, is not about an individual it is about a process, a process which can be led by either one of the team members or can also be led from the outside. In fact, there are four potential sources of team leadership; formal internal leadership, formal external leadership, informal internal leadership and informal external leadership (Velsor et al 2002). This brief insight into team relations and team leadership is important in evaluating the various problems facing Global-tech Company where I happen to work. In the past few months, there have been continuous wrangles within the company teams. This is alarming as the effects of these misunderstandings will soon spill over to the company performance. This is worrying because business has been exemplary given the ensuing economic conditions. The ones active and very motivated teams have slowed down and their morale has taken a dip; differences have emerged on what is wrong and what is right in regard to culture and communication. There are also technical differences like utilization of technological equipment. Well and beyond these challenges employees have also become selfish and all these challenges have made it impossible for people to relate well. This report looks at the likely causes and implores on what should be done to ensure good relations between employees. This will not only ensure employees work in tandem but also company performances are stabilized by having the employees work objectively. However, this will not be possible without the cooperation of team leaders who should be at the forefront discharging their duties as pointers and harnessers of human abilities. Culture and communication Global-tech Company is an international company whose operations span across all continents. The company also realizes its diverse workforce composed of peoples from almost all cultures of the worlds. These cultures have inculcated different beliefs and systems on these individuals which makes it difficult for the workforce to relate as well as they have different takes on how different tasks should be undertaken. Some of the most recognizable cultural traits are inclination to team works and individualism; these two contradictory approaches have in particular affected employee relations. For instance, Japanese employees show a great level of commitment to team work whereas American employees are more concerned with an individual’s performance. These differences are not unique to individuals, but to their cultural background (Joynt & Warner, 2002). These differences cannot be alienated with these individuals, but the company can create or stress the existent organizational culture. This should be the umbrella culture where team work should be stressed and individuals educated on its importance. Closely linked to culture differences is communication, communication is very important within an organization. It is not only the means through which company goals and objectives are born but also the means through which these are actualized. In an organization communication is tied to culture and personality, some cultures stress the need for inter personal and inter group relations. On the other hand, some personality types such as introversion undermine communications as these individuals tend to be reserved. As much as it is not possible to change ones nature the team leaders should look at the best way through which these individuals can communicate. Well and above this, the team leaders should define a communication channel which defines the means of communication in the organization and the medium (Robbins & Finlay, 2000). This way ambiguity is avoided and individuals are more at ease with others as there is a single way to communicate. Technical challenges Technical challenges are a common thing in contemporary business this is especially so because individuals are in contact with emerging technologies which present challenges on a day to day bases. It is not unusual to see individuals misunderstand each other on the basis of these as they have different conceptions on how it should be handled. Such is the situation at Global tech Company employees do not agree on how to use current technology (Fisher, 2000). One way of overcoming this challenge is coming up with a technical team which informs employees on the presence and use of different technological items. This way the company ensures that knowledge and technical awareness in regard to use of these devices is at the same levels. By harnessing and ensuring the company employees achieve the same levels of technical awareness the company minimizes conflict and promotes team work. Crucial to achieving these different roles within an organization the team leaders should be well aware of their responsibilities which are outlined as; advising, innovating, promoting, developing, organizing, producing, inspecting, maintaining and linking. All these functions require team leaders to have adequate information and be well versed with organizational functions and goals. This is because they should all be in respect to employee capabilities and be geared towards achieving organizational goals and objectives (Margerison, 2002). Besides the team leaders, the team members have a great responsibility, as well. As much the team leaders provide direction, the team members should also ensure that these are in observance of their capabilities. They are also supposed to look at the team functions such as proper communications, synergy and continual appraisal in order to ensure that things are always functioning. If any factor is going wrong or is weak, the team needs to analyze its deficiencies and take corrective action. It is only through collective responsibility that teams can function well and contribute to organizational growth. In conclusion, Global tech is not facing unique problems but problems which characterize most other companies across the globe. The most important thing for the company is to harness the human capabilities. Crucial to these processes are the team leaders who are constantly in touch with team members. They understand not only the problems which affect team performance but are well aware of the capabilities of these members. By defining a common culture, providing a definite way of handling technical aspects and promoting teamwork the company overcomes weaknesses undermining the organizational relations. References Fisher, K. (2000). Leading self-directed work teams: a guide to developing new team leadership skills. New York: McGraw-Hill Professional. J.Margerison, C. (2002). Team leadership. New York: Cengage Learning EMEA. Joynt, P., & Warner, M. (2002). Managing across cultures: issues and perspectives. New York: Cengage Learning EMEA. Parker, G. (2009). Team Leadership: 20 Proven Tools for Success. New York: Human Resource Development . Robbins, H., & Finlay, M. (2000). The new why teams don't work: what goes wrong and how to make it right. New York: Berret-Koehler Publishers. Velsor, E. V., McCauley, C. D., & Ruderman, M. N. (2010). The Center for Creative Leadership Handbook of Leadership Development. New York: John Wiley and Sons. Read More