Building Effective Teams & Daniels and Daniels
As part of determining the effectiveness of a team, the team’s performance needs to be carefully measured. However, measuring the performance of a traditional team, where all members work in the same place in a single location, is different from measuring the performance of that of a global-based team. There are many factors that need to be considered when it comes to these measurements. It is important that the differences be considered in order to create a fair measurement of each member’s performance.
Daniels and Daniels (1993, p. 46) said that “establishing a global system of measuring performance allows alignment of global stages in the company so that any given individual employee knows at any given point in time how his/her performance is contributing to the global business objectives and strategy. ” Being a member of a global-based team, there are certain skills that management would desire for the member to have in order to work effectively with the team.
or any similar topic only for you
These characteristics and skills need to be exhibited by the members and can be used to determine the performance of each member. The different skills are discussed briefly below. Diversity Tolerance
Global-based teams would have members belonging to different races, different nationalities and culture. In short, the team is diversified when it comes to its members. For the members of this kind of team to work properly, each of them needs to understand the nature of the team and be willing to work with people from different countries. Teamwork Willingness As with any type of team, members should all be team players. Each team member should know how to cooperate and contribute to the success of the team in attaining its goals. Etiquette Work etiquette is very important especially in a team-based organization.
Each member is expected to work with each other. Though the work ethics of each member may differ from the other, the general and standard rules should still be observed. Listening Skills This is a very important skill that any individual should possess, especially when working with teams. Listening to others means that you are respecting their views, thoughts and decisions. You may not totally agree with them but you are sending the message that you are welcoming the idea when you listen. This skill is also crucial for a team’s success. Stress Resistance Stress comes with any type of work.
People get stressed due to pressure. But most of the people who are usually stressed are those that cannot manage their time wisely. It is important for a team and each member to have a good sense of time management in order to avoid getting stressed as it affects the performance and productivity of the whole team. Problem Solving and Conflict Handling One of the skills that a mature and experienced professional should have is the ability to handle most of the problems that may occur. Being able to make wise decisions to solve problems is desirable in any team structure.
The diverse culture and nationalities of the members would also produce conflict more often than expected. Thus, it is important that each member of the team should be able to effectively handle these conflicts and come with resolutions that are amenable to everyone. To measure the performance of the team and its members in terms of the skills mentioned above, I would suggest having a balanced scorecard that encompasses all aspects of performance. The above skills are some of the competencies that each member should possess as an individual and would comprise 50% of the scorecard. The remaining 50% would be quantitative performance, i.
e. adherence to the set metrics, and shareholder value. The first 50%, which are composed of the qualities described above, can be measured through peer feedback. Team members get to assess one another in terms of the above skills and rate each other accordingly. Of course, this is done anonymously. Feedback from other team members can really help in the assessment of each member’s performance in terms of the different qualities above. Other than peer feedback, managers and supervisors can also add their own observations of the member since there can be times that peer feedbacks become subjective.
Another method of evaluating these skills, perhaps, is assessment through case study and defense. Members will be given a scenario, internal or external, that commonly happens in the business and the team and be asked to accomplish the goal described in the scenario. The scenario and the goal can be made to encompass all or most of the qualities stated above. Each member then submits a comprehensive answer and response to the case study. Managers can now evaluate each member’s capability based on the responses received. Each member will also be given the chance to defend his/her responses in a discussion with the supervisor.
These performance measurement tools suggested may be presented to the upper management for approval. Perhaps, a sample feedback form and case assessment can be provided for the director to better appreciate the tools being suggested. Team and Individual Performance A team’s performance may be an indicating factor of how each member of the team works. Rewarding the team as a whole when a goal is accomplished is a good way to boost their confidence. However, each individual’s performance should also be rewarded accordingly. A team performing well as whole does not necessarily mean that every member is doing an exemplary job.
If individual rewards are given to top performers, other members will also be motivated and be encouraged to work harder to also gain achievement and rewards. That would mean a much better performance that awaits the team. Analysis In my research for the above discussion on suggestions for performance measurement tools, I have come to realize that performance is not only measured in terms of what the member can do and how productive the member is. It is also important to assess different skills sets and competencies that relate to the way a member does the job and work with other people.
Since in a global-based environment physical interaction may be very limited, the skills mentioned above would compensate for this and contribute to the overall success of the team. The skills mentioned above can actually be summarized into two major things: total respect for each other despite the differences and ability to work as a team with common goals. These things should be made known to the employees at the very start of building this kind of team. In fact, these skills should also be part of the qualifications in recruiting potential members of the team.
With the skills mentioned above, there are some which are based on cultural differences such as diversity tolerance and conflict handling. These measurements can be better understood by the employees by explaining clearly to them the purpose of these measurement criteria. It should be made clear to them that the purpose of these criteria is only to ensure that the employees are working well with each other despite of the differences and are able to resolve on their own the different conflicts that may exist among different members.
These measurement tools can also assure them that there will be no bias on rewarding individuals just because of their cultural background; assessments will be done in an objective manner. References Daniels, J. L. & Daniels, C. N. (1993). Global Vision: Building New Models for the Corporation of the Future. USA: McGraw-Hill Professional. Mitchell, C. (2000). A Short Course in International Business Culture. Novato, CA: World Trade Press.