Sign In
Not register? Register Now!
Essay Available:
Pages:
4 pages/β‰ˆ1100 words
Sources:
3 Sources
Style:
APA
Subject:
Management
Type:
Case Study
Language:
English (U.S.)
Document:
MS Word
Date:
Total cost:
$ 19.44
Topic:

How the Management and Team Competencies Facilitate the Task and Interpersonal Connection

Case Study Instructions:

On the home page of this module, six different management and team competencies/conditions were described. In this case, you will reflect on how these competencies/conditions act either alone or with others, to create task and interpersonal connection.
Review the background readings and conduct some research on your own about building trust, as well as on the different management and team competencies and conditions.
Then address the following:
Do competencies/conditions act either alone or with others, to create task and interpersonal connection?
Discuss how each competency and condition leads to either task and/or personal connection by contributing to goal clarity, loyalty, trust, or information sharing.
Identify two ways you build trust with team members. Discuss how these methods work for you now but perhaps did not in the past with other teams.
What barriers might there be to building trust in a virtual team.
Explain your reasons with reference to the background materials, citing two high-quality peer-reviewed references and at least 1 research article you found to be appropriate during your own research of the assignment topics.
Dooley, G. (2021). Building a high-performance team right now. Governance Directions, 73(9), 380–382. Available in the Trident Online Library.
Dyer, G., & Dyer, J. (2020). Chapter 2: Context—the foundation of team effectiveness. In Beyond team building: How to build high-performing teams and the culture to support them. John Wiley & Sons. Available in the Trident Online Library.
Widdowson, L., & Barbour, P. J. (2021). Chapter 5: Team identity. Why is team identity so important? In Building top-performing teams: A practical guide to team coaching to improve collaboration and drive. Kogan Page. Available in the Trident Online Library.
Management and Team Competencies/Conditions
A supportive team climate does not emerge naturally. It requires that management and team members commit to certain conditions and develop specific competencies that will encourage and support connection and interdependence. These include:
Creative Tension
In order for teams to take advantage of differing perspectives, opinions, and approaches, the team climate should be characterized by what is called "creative tension." This involves an environment where differing points of view are accepted and members feel comfortable and safe in contributing their ideas. Input from all members is encouraged and honesty is a norm that is supported—even when that honesty means that others' views are questioned. On the other hand, unwarranted criticism is not a characteristic of creative tension.
Challenge
Supportive climates for teamwork are those that present the task in a challenging manner. This may involve an urgent deadline, a perplexing problem to solve, or just a change from the routine way of approaching the task.
Collaboration
This involves the ability to pull together and work collaboratively on a difficult task. It involves a certain "surrendering" of the ego in order to set aside one's own personal interests in favor of those of the group. It is a competency that is essential to interdependence and effective team functioning.
Freedom
Management must be willing to grant the team freedom from micromanagement, excessive surveillance, or other forms of intrusive evaluation. Freedom also involves the autonomy to determine how work is scheduled and accomplished.
Supportiveness
Management and team members can greatly increase team effectiveness by encouraging and empowering the group to take initiative. It should resist the temptation to rely on the status quo, but instead urge the team to discover new methods and solutions.
Resources
The willingness of individual team members and the organization to commit sufficient resources is essential. Resources can include time, effort, information, technology, funds, and manpower.

Case Study Sample Content Preview:

Management and Team Competencies
Author’s Name
Institutional Affiliation
Course Code and Name
Professor’s Name
Date
Management and Team Competencies
A virtual team requires a high level of collaboration for members to meet the established goals and objectives. The module described six essential team and management conditions or competencies. They include creative tension, challenge, collaboration, freedom, supportiveness, and resources. For instance, team members ought to understand how to address the problems that might arise and which can affect the functioning of the group adversely. Members should understand when to prioritize the team’s needs by putting their differences and ego aside. The primary aim of the paper is to show how the management and team competencies facilitate the task and interpersonal connection individually or collaboratively.
The team and management competencies can work alone or collaboratively to create a task and interpersonal connection. The freedom can work alone to enhance proper participation in team activities, resulting in successful task accomplishment. Indeed, it can create and maintain task connections since team members are not micromanaged, surveilled excessively, or other forms of intrusive evaluations. The autonomy that comes from the freedom is enough to enable individuals to get connected and combine their effort to meet specific objectives. Supportiveness can work together with the challenge of creating interpersonal connections. Notably, it increases team effectiveness and empowers team members to take a particular initiative. Challenges in teamwork are inevitable. However, if members support each other to solve issues, they connect at a personal level and will always be willing to help one another when problems arise. Collaboration and resources can foster creating a task connection. When team members collaborate, it means they are ready to put aside their ego or personal interests to address a difficult task. Since resources mean funds, time, effort, information, and technology, among other things, different team members might be talented or skilled distinctively (Dyer & Dyer, 2020). Nevertheless, if these people come together, they can accomplish more things, creating task connections that lead to successful outcomes. Furthermore, creative tension facilitates the creation of a conducive environment where members’ views, opinions, and contributions are highly accepted and valued. As such, it promotes interpersonal and tasks connection since everyone can share their ideas or interact with others without discrimination.
All competencies lead to interpersonal or task connection by contributing to information sharing, loyalty, trust, or goal clarity. Some of the characteristics of creative tension include honesty, the feeling of comfort, and a conducive environment that allows members to share differing viewpoints in an acceptable manner such that they feel safe to contribute to things. In that light, creative tension contributes to creating task connections by encouraging information sharing. Besides, positive criticism is accepted. Collaboration leads to task and interpersonal connection through goal clarity (Dooley, 2021). When team me...
Updated on
Get the Whole Paper!
Not exactly what you need?
Do you need a custom essay? Order right now:
Order

πŸ‘€ Other Visitors are Viewing These APA Case Study Samples:

HIRE A WRITER FROM $11.95 / PAGE
ORDER WITH 15% DISCOUNT!
Order Now