Saturday, August 24, 2019


THE APPLICATION OF THEORETICAL MODELS RELATING TO TEAM BUILDING AND MOTIVATIONAL FACTORS TO THE PROCESS OF EVENT MANAGEMENT - Essay Example In the study, effectiveness measures include team performance by multiple evaluations of key stakeholders. Team effectiveness is found to be a result of the interactions among design, process, and contextual support factors. It was suggested that as teams work under interdependent conditions, the positive relationship between team job motivation and team autonomy was reduced (Janz et al. 2006). It is also stressed that teams that have developmental maturity have a more positive demonstration of the relationship between job motivation and team process behaviors such as sharing and innovating, than those that do not. There is a positive relationship between process behaviours and effectiveness, a more positive relationship is recorded in the presence of certain contextual factors such as high-quality goals and efficient information transmission. The presence of other contextual factors, such as feedback and time pressure allows process behaviours and effectiveness for a less positive r esult (Janz et al. 2006). In order for an organisation to achieve maximum returns on investment, teams and leaders need to achieve peak performances - team process skills, leadership, and management development, mind mapping techniques, stress management, and personal and team coaching. Teamwork is important in carrying out a task and spells the difference between group efficiency and lack of it. Teamwork is enhanced in team building activities as it pertains to people working together cooperatively as a tam in pursuit for accomplishing the same goals/objectives. A team building-based approach is fundamental to many organisations, which is proved by reliance upon project teams in driving change and innovation. A so-called 'teamship skills' that are on par with employees' and workers' functional and technical skill sets is what is required of people in order to work in a team dimension. Upon achieving the fundamental outcomes of team building, the team's journey will be accelerated by the second phase of team development toward peak performance. A team development program provided by the organisation will give way for teamship skills and operational framework in order for teams and individuals achieve their full potential (Bowdin et al. 2001). The first step in achieving teamwork and high performance team building is by building strong interpersonal relationships and alignment to team goals, which must be undertaken in the initial building of the team. Trust and rapport can be easily established by a shared experience that involves working together on tasks that are unfamiliar and require a high degree of interdependence. Improved and measurable team building outcomes are sought by modern organisations, in which a team-based approach is fundamental. A clear example of this is the reliance upon project teams in order to drive change and innovation. There is now a necessity for people to possess teamship skills, which are aligned to their functional and technical skills sets. There is also a growing trend of using project teams to drive organisational improvement, which is one consideration in the fast-paced dimension of business. An employee

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