Managing Teams Case Study

Starting out a project with a clear picture of the resources available will help waylay some of this conflict. Fourth conflict according to me is of Interpersonal Relationships. Often in these types of conflict what I have seen is that parties in conflict are not able to resolve their personal issues with each other. The personalities of the people involved in the organizational structure play an important part in conflict resolution. It is not always easy to set aside personal prejudices when entering the workplace, but it is important to recognize what those prejudices are and deal with them before conflict arises.

But many of the problems which can hamper team performance come as much from the relations between the project team and the project partner organizations as from within the team itself. Projects and project teams often start in a flurry of activity. However, as daily operational problems occupy people’s attention, it becomes increasingly difficult for the team to get access to the required skills or resources. For example, key people are busy and managers have other things on their mind and so on. One way of trying to avoid these situations in a project is to begin with a ‘goal redefinition’ exercise to clarify what is expected of the project and the project team and the implications for each partner organization.

Transformational Theory Transformational Theory is a leadership style applied where the leader act as changing agents in the organization which the leader itself want to change and transform the organization to become better. The leader also try to develop role and commitment to the employee toward the achievement of the organization goal. This leadership style rarely applied in the organization because most of the organization just want to maintain the current practice unless for the organization that started want to transform to become big organization. There are four elements of transformational leadership which are: a) Develop and communicate a strategic vision The leader develop new strategies and challenging vision toward the achievement of the organizational goal. The vision must be what we expect the organization in the future and then discuss together with the employee to give them clear image what they have to achieve with the new vision and strategies of the organization goal.

This team consists of a lean manager, two lean manufacturing engineers and lean coordinators for the different production sites. Kurtenbach decided to hire three consulting firms. They had knowledge about how to implement lean projects: “converting the production of the LED modules from batch and queue to a flow production”. All major requirements were satisfied, however, they hired Pragmatek to help with the methodology and details of the project. The other two consulting firms stepped in for the lean con-cepts: “A3-thinking and coaching” and “making materials flow”.

Employee relations has been defined as a HR function which is focused on interacting with the employees at all levels within the firm and resolve the issues that are faced by them at the workplace (Blyton and Turnbull, 2004). The issues faced by the employees are important to address because they negatively affect the performance of the staff members which ultimately result in low business performance (Colling and Terry, 2010). According to Herriot (2001), employee relations are concerned with preventing the issues and resolving the problems which are faced by the individual employees at the workplace and can negatively affect the work situations. It also involves advice from the supervisors or managers in order to correct poor performances of the employees (Hollinshead et. al, 2002).

Difference between a Manager and a Leader When it comes down to business there are two main things that people get confused on that is the different between a manager and a leader. The future is not a place you go put a place you create in order to do this you need to master two essential skills mainly leadership and management. Management is basically the usage of already build processes such as planning, staffing, measuring performance and budgeting thereby implement an organization to do well. Leaders succeed when their words, decisions, and actions address prevailing conditions. It is tough to manage people.

3.1.2 – Dynamics between leadership and management According to John Kotter from Harvard Business School, leadership and management are both complementary as well as distinct from each other. Kotter talks about the dynamics between leadership and management as being a part wherein the leadership process involves developing the vision of the organisation and aligning the people with the vision of the organisation and motivating employees through the satisfaction of their needs. Leadership brings in change in the organisation. Whereas the management involves the functional aspects like planning, organising, staffing and controlling and problem-solving. Management mostly involves implementing the vision and direction provided by the leaders.

• Team Leadership & Delegation- As a leader, I identify strengths and weaknesses of my team members and uses information to maximize use of their skills as a team to perform, Creates and engenders a disciplined environment ensuring project goal, corporate vision. • Effective Client & Internal Management- I mentor my team members in methods of managing clients on any direct communication, including managing resistance and hostility, gaining trust. • Managing in a matrix organization- As a leader, I manage needs, expectations, motivations and competing priorities to achieve clinical delivery within the company matrix structure. • Building Relationships – Building strong relationships and ensuring the team is well balanced. • Business and Financial Acumen- I Offer trainings and support to colleagues showing importance of accurate forecasting, study budgets and contractual obligations, I plan to work as a subject matter expert in project financials to help the team, Proactive in identifying project risks and communicating potential financial

It is the stage for idea generation and the various ideas that are generated are usually subject to criticism so this criticism may lead to conflict among the members. This stage of the group development cannot be avoided. Team leader would then assign roles and responsibilities the various members involved in the project. Team leader comes in to give vision to the group. This stage is usually difficult for people who do not like conflict.

This type of team allows for the individuals in the group to get a sense of managing each other. The team sets their pace and schedule allowing the company to possibly eliminate a supervisor should it be effective and run well. There are disadvantages to this type of team as there are to every team. However, a self-managed work team has the potential to have issues arise between the individual members and the results can cause the outright implosion of the