Steps of Team Making,Development,Employee Motivation,and Le
The Steps of Team Making and Development, Employee Motivation, and LeadershipBecoming a manager is a hard task. When you're in charge of putting together a cross-functional team within the organization to make an effective team, it is very challenging. There are three different steps that need to be achieved to make an effective team, which are, team making and development, employee motivation, and leadership. The first step to address is team making and development. One stage of group development a team must go through is forming. This stage is to find the groups purpose, structure and whose in charge. The next stage is storming, which is characterized by intragroup conflict. The third stage is norming, which determines the rules within the group. The fourth stage within group development is performing, which is getting together and getting the task done. The final step within group development is adjourning. In this stage the group prepares to disband and the attention is directed at wrapping up activities. Once the team goes through group development the basic group concepts of behavior needs to be defined. The group concepts of behavior are roles, norms, conformity, status systems, group size, group cohesi
When people in a group perceive that differences exist, then there is conflict. The last early theory of motivation is Herzberg's motivation-hygiene theory. This theory assumes leaders are flexible and can display any or all of the leadership styles depending on the situation. Some of the early theories of leadership are Trait Theories and Behavioral Theories. An effective leader is directive, supportive, and achievement-oriented. The final behavior, which is a combination of initiating structure and consideration, is a high-high leader. In all actuality women tend to listen more than men do. This theory relates leadership behavior and participation in decision making. The next concept is conformity, when individuals feel the need to be accepted by groups to which they belong. For example, taking the role of task accomplishment or maintaining group member satisfaction. Hygiene factors on the other hand, eliminate job dissatisfaction but don't motivate. Men tend to use transactional leadership, rewarding for good work and punishing for bad. The Fiedler contingency model proposed that effective group performance depended on the proper match between leader's style of interacting and his or her followers and the degree to which the situation allowed the leader to control and influence.
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