[ANSWERED 2023] Write a 1200-1500-word essay addressing each of the following points/questions. Be sure to completely address each bullet point

Write a 1200-1500-word essay addressing each of the following points/questions. Be sure

Write a 1200-1500-word essay addressing each of the following points/questions. Be sure to completely address each bullet point

Group Development

Write a 1200-1500-word essay addressing each of the following points/questions. Be sure to completely address each bullet point. Separate each section in your paper with a clear heading that allows your professor to know which bullet you are addressing in that section of your paper. Support your ideas with at least four (4) sources in your essay. Make sure to reference the citations using the APA writing style for the essay. The cover page and reference page do not count towards the minimum word amount. Review the rubric criteria for this assignment.

1. Explain the five stages of group development.

2. Describe the various information gathering methods a group may use.

3. Explain the difference between a traditional work team and a self-managing work team.

4. Explain the various approaches managers can use to build team performance

Borkowski, N. (2016). Organizational behavior, theory, and design in health care (2nd ed.). Jones & Bartlett. ISBN 978-1-284-05088-2. Read Chapters 15, 16 & 17.

Expert Answer and Explanation

Group Development

Group development refers to the procedure where the members of a newly formed team have to learn how their teammates have been operating. The primary objective for doing this is to make them acquitted to the ways of the organization so that they can be assimilated faster and start working as expected.

The amount of time that is dedicated by the organization to group development is of great essence since it will make it possible for the new members to learn more about the organization, and this knowledge will be helpful in their daily activities. In addition to that, group development reduces supervision.

The five stages of group development

There are five stages in group development. The first one is the forming stage. In this stage, new people join the groups based on their skill set or the work that they have been assigned by the organization (Tuckman & Jensen, 2017). Most of the members in this stage have a lot of uncertainty as they will be testing the waters.

The second stage is referred to as the storming stage. This stage is named after the intragroup conflict. This is because there is conflict on who will be leading the group and the activities that the group can be assigned by the management of the organization. However, a hierarchy is established, and there is normalcy.

The third stage is the norming stage. Here close relationships are established.   By so doing, the groups become cohesive since everyone knows the role that they have to play. In addition to that, everyone is aware of the objectives of the group. The expectations of the group are well-defined, and there are fewer internal wrangles in the group.

The second last stage is referred to as the performing stage. The group now has a structure that can be accepted by everyone. The energy of the group moves from wanting to know about each other to want to work in unison as a group. The task forces and project teams have less work to do, and all their efforts are focused on the success of the group.

The last stage is referred to as the adjourning stage. The primary focus of this group is to disband, and attention is focused on wrapping things up (Miller, 2019). The group members have a different reaction to how they take things. Some will be thrilled by the accomplishments of the group, while others will be upbeat.

Information-gathering methods used by a new group

There are many ways in which a group can use it to gather information. The first method is literature sources. This method involves collecting of data that is already published and has been made available in the public domain.

Surveys are also useful in information gathering. Information can be gathered using questionnaires for the group that will decide to use this method (Cohen, Ledford Jr, & Spreitzer, 2021). Some of the ways surveys can be used include a paper-based questionnaire and web-based questionnaires, and the results are easy to analyze, making profound conclusions about the topic of study.

Experiments will help the group in gathering causal relationships between various variables that have to be examined. The advantage of the method is that one of the variables can be manipulated so that the group can measure the other to get the desired results.

Interviews have been efficient for an extended period of time in information gathering. The group will have to intensively engage the respondents so that they can get the information that they intend to gather.   It is the best method to correct new and in-depth responses to an issue.

Observation is a good method for the group to use. In this method, the group will have to observe specific patterns which are easy to identify and deduce what they would be leading to or identify specific trends of interest. This method has to be natural so that the respondents will not change their ways.

Documents and records are an important source of credible and verified information. In this process, the group will have to go through and examine some of the existing documents for the topic of interest to them. By so doing, they will be able to track changes that have been happening over time.

The difference between a traditional work team and a self-managing work team

A traditional team is also referred to as an intact team. A traditional team is a functional team that is comprised of a variety of experts who come together to share a common path on how the set objectives of the organization can be achieved. In many organizations, the traditional work team is an entire department (Kirschenbaum, 2022).

The senior level manager is in charge of leadership in the traditional teams; therefore, the management decides the recruitment process, and the people to be selected will be on the basis of their competency and technical skills. Traditional teams are the typical teams that have been existing in organizations. All the other types of teams have evolved from them in an attempt to improve on their efficiency to meet the current demands of employees in an organization. These teams are still effective in a number of ways.

On the other hand, the self-managing work team refers to a team of employees in a group within an organization who can share the responsibility of making plans and executing their work without the direct supervision of the managers. In that regard, the team members have the responsibility of taking ownership of their processes, workflows, roles and schedules.

The team members can make commitments to each other so that they can have a common way of doing things that will make it possible for them to achieve their common goals (Rosenberg, 2017). However, even without a well-elaborated hierarchy, there is accountability and great leadership in the self-managed teams. This is because there are specific individuals in these teams who have been assigned the task of directing others even though they will still take part in the accomplishment of these tasks assigned to the team.

In the Chapter 7 summary, Staggers

Approaches managers can use to build team performance

Having high-performing teams should be the goal of any organization. The internal performance of an organization is a great determinant of the effects it will have in the market. As a matter of fact, when the internal conditions are favorable to the teams, then success can be guaranteed. Below are some of the ways of improving the performance of teams.

Communication should be made a priority in an organization for the performance of the teams to improve. The management should make the employees feel free to express themselves so that their issues can be addressed.

Setting SMART objectives is a key factor for the organization to improve the competency levels of their employees. The teams are aware of what they are expected to achieve and the timeframes that have been set by the organization. The teams have to be consulted when these objectives are being set.

Managing conflict is one of the activities that have to be conducted effectively (Armstrong & Baron, 2020). This is because internal conflicts in an organization can easily ruin the reputation that they have been having, and this will make the customers refrain from doing business with them, making the organization incur huge losses.

Having an understanding of where the organization is and where they intend to be in the coming years are one of the most profound things that the management can do. This is because they will manage to direct the efforts of their employees so that they can achieve their set objectives.

Building on trust. The cornerstone of the success of any organization is trust. Once there is trust, the management will be able to spend less on supervision, and the teams will be able to work to their best since they are aware that their efforts will be fairly rewarded.

Conclusion

Group development is one of the most important things that organizations have to undertake. Groups help in achieving the set objectives of the organization. However, the stages of group development have to be well understood so that the management can know how to react responsibly at any stage. However, communication is one of the leading approaches that managers need to use in order to build the performance of their teams.

References

Armstrong, M., & Baron, A. (2020). Performance management. Human resource management, 69.

Cohen, S. G., Ledford Jr, G. E., & Spreitzer, G. M. (2021). A predictive model of self-managing work team effectiveness. Human relations, 49(5), 643-676.

Guinan, P. J., Cooprider, J. G., & Faraj, S. (2018). Enabling software development team performance during requirements definition: A behavioral versus technical approach. Information systems research, 9(2), 101-125.

Kirschenbaum, S. S. (2022). Influence of experience on information-gathering strategies. Journal of Applied Psychology, 77(3), 343.

Manz, C. C., & Sims Jr, H. P. (2017). Leading workers to lead themselves: The external leadership of self-managing work teams. Administrative science quarterly, 106-129.

Miller, D. L. (2019). The stages of group development: A retrospective study of dynamic team processes. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 20(2), 121-134.

Rosenberg, V. (2017). Factors affecting the preferences of industrial personnel for information gathering methods. Information Storage and Retrieval, 3(3), 119-127.

Tuckman, B. W., & Jensen, M. A. C. (2017). Stages of small-group development revisited. Group & organization studies, 2(4), 419-427.

Place your order now for the similar assignment and get fast, cheap and best quality work written by our expert level  assignment writers.In the Chapter 7 summary, Staggers and Nelson state, “In a way all of us are already informatics nurses.” Reflect on this summary statement and describe a scenario from your clinical experience

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FAQs

5 stages of group development

The five stages of group development are a theoretical model for understanding how groups form, develop, and mature over time. These stages were first proposed by psychologist Bruce Tuckman in 1965 and have since been widely used in group dynamics research and organizational management. The five stages are:

  1. Forming: In this stage, group members are just getting to know each other and defining the boundaries of the group. They may be polite and hesitant to voice their opinions, as they are still getting a sense of the group’s purpose and goals. This stage is marked by a lot of questions and uncertainty, as well as a desire for clear leadership and direction.
  2. Storming: Once the group has started to form and establish its goals, the next stage is marked by conflict and competition. Group members may push back against leadership or assert their own agendas, leading to arguments and tension. This stage is important for establishing trust and setting clear expectations for the group’s work.
  3. Norming: In the norming stage, the group begins to develop its own culture and shared identity. Members may start to work together more cooperatively and collaborate on tasks. They may also establish rules and norms for communication and decision-making, which can help to resolve conflicts and keep the group on track.
  4. Performing: At this point, the group has achieved a level of cohesion and trust, and can work together effectively to accomplish its goals. Members have a shared understanding of their roles and responsibilities, and are able to communicate and coordinate effectively. This stage is marked by high productivity and a sense of accomplishment.
  5. Adjourning: In the adjourning stage, the group disbands, either because its work is done or because members have moved on to other projects or roles. This stage can be bittersweet, as members may feel a sense of loss or nostalgia for the group’s camaraderie and shared purpose. It is important for group members to reflect on their accomplishments and share feedback with each other to ensure that the group’s work has lasting impact.

5 stages of group development with examples

Here are the five stages of group development with examples:

  1. Forming: This stage is marked by the initial formation of the group and is characterized by a lot of uncertainty and anxiety. Members may be hesitant to express their opinions, and there may be a lack of clear leadership. For example, a new team of employees has been assigned to work on a project together. At the first team meeting, they may be polite and reserved as they try to get to know each other and establish the purpose of the team.
  2. Storming: In the storming stage, conflicts and disagreements may arise as members begin to assert their own ideas and vie for leadership positions. For example, in the team of employees from the previous example, one member may suggest a different approach to the project that is different from what others have been considering, leading to debate and disagreement.
  3. Norming: In the norming stage, the group begins to establish norms and rules for communication and decision-making, which can help to resolve conflicts and keep the group on track. For example, after the disagreements in the previous stage, the team may agree to establish regular check-ins and to take turns leading meetings in order to ensure that everyone’s ideas are heard.
  4. Performing: At this stage, the group has established a clear sense of purpose and is working effectively to achieve its goals. For example, the team of employees has developed a solid plan for the project and is working collaboratively to execute it. They are communicating effectively and are achieving their milestones on schedule.
  5. Adjourning: In the adjourning stage, the group disbands, either because its work is done or because members have moved on to other projects or roles. For example, after the project is complete, the team of employees may disband and move on to other assignments. They may reflect on their successes and failures and share feedback with each other in order to improve their performance in future projects.

What is a traditional work team?

A traditional work team, often referred to simply as a “work team,” is a group of individuals within an organization who come together to accomplish specific tasks, projects, or goals. Traditional work teams have been a foundational element of organizational structures for many years and are characterized by several key features:

  1. Shared Objective: A traditional work team is formed with a common goal or objective in mind. This goal could be a specific project, ongoing departmental responsibilities, or achieving certain performance targets.
  2. Collaboration: Team members collaborate closely to complete tasks and achieve the shared objective. Collaboration involves sharing ideas, knowledge, skills, and resources to maximize productivity and effectiveness.
  3. Clear Roles: In a traditional work team, each team member typically has a defined role or set of responsibilities that contribute to the team’s overall success. These roles are often based on each individual’s skills, expertise, and experience.
  4. Interdependence: Team members rely on each other’s contributions and efforts. The success of one team member’s work often depends on the work of others within the team. This interdependence fosters a sense of unity and shared responsibility.
  5. Regular Communication: Effective communication is essential in traditional work teams. Team members must keep each other informed about progress, challenges, and changes in plans to ensure that everyone is aligned toward the common goal.
  6. Leader or Supervisor: Traditional work teams may have a designated leader or supervisor who provides guidance, direction, and support to the team. This leader helps coordinate the team’s activities and ensures that goals are met.
  7. Structured Meetings: Work teams often hold regular meetings to discuss progress, address issues, make decisions, and plan future actions. These meetings help maintain cohesion and accountability within the team.
  8. Performance Evaluation: Traditional work teams are typically evaluated based on their collective performance in achieving the shared objective. Individual team members may also be evaluated based on their contributions to the team’s success.
  9. Stability: Traditional work teams are often stable and enduring, with members working together over an extended period. This stability allows team members to develop a deep understanding of their roles and build effective working relationships.

Traditional work teams are commonly found in various organizational settings, including businesses, government agencies, nonprofit organizations, and educational institutions. While the concept of traditional work teams remains consistent, the specific nature and composition of these teams can vary widely depending on the organization’s goals, structure, and industry.

What’s the main difference between a self managed team and a self directed team?

The main difference between a self-managed team and a self-directed team lies in the level of autonomy and decision-making authority granted to team members. Here’s a breakdown of each concept:

Self-Managed Team:

  1. Autonomy: Self-managed teams have a significant degree of autonomy in managing their day-to-day activities, including task assignments, work scheduling, and problem-solving.
  2. Decision-Making: Team members in self-managed teams have the authority to make decisions related to their work processes, goals, and problem resolution. They are responsible for setting their own priorities and making choices collectively.
  3. Leadership: While self-managed teams may have a team leader or coordinator, this role is typically more facilitative in nature. The leader’s role is to support the team, provide resources, and facilitate communication, rather than to exercise traditional managerial control.
  4. Responsibility: Team members share collective responsibility for the team’s performance, and they collaborate to achieve common objectives. They hold each other accountable for meeting goals and standards.

Self-Directed Team:

  1. Autonomy: Self-directed teams enjoy an even higher degree of autonomy than self-managed teams. They have significant control not only over their work processes but also over broader organizational decisions, such as budgeting and resource allocation.
  2. Decision-Making: In self-directed teams, members have the authority to make decisions that extend beyond their immediate tasks. This includes decisions related to budgeting, hiring and firing team members, and strategic planning.
  3. Leadership: Self-directed teams typically operate without a traditional leader or supervisor. Leadership responsibilities may rotate among team members, and decisions are often made collectively or by consensus.
  4. Responsibility: Team members in self-directed teams are highly accountable for both their individual contributions and the overall performance and outcomes of the team. They are responsible for setting and achieving organizational goals.

In summary, the key distinction between self-managed teams and self-directed teams is the scope of autonomy and decision-making authority. Self-directed teams have a more comprehensive level of control over organizational decisions and are often characterized by a lack of traditional leadership roles. Self-managed teams, while still autonomous, may retain some form of facilitative leadership and may focus primarily on managing their own day-to-day work processes and tasks.

What are the different types of team and explain how they are different from other type of team?

There are several types of teams in the workplace, each with its own distinct characteristics and purposes. Here are some common types of teams and how they differ from one another:

  1. Functional Teams:
    • Purpose: Functional teams are organized based on specific functions or departments within an organization, such as marketing, finance, or IT.
    • Focus: They focus on the daily operations and tasks related to their specific function or department.
    • Examples: Marketing Team, Sales Team, Finance Team.
    • Difference: Functional teams are defined by their departmental roles and responsibilities, and their work is typically aligned with the goals of that department.
  2. Cross-Functional Teams:
    • Purpose: Cross-functional teams consist of members from different functional areas or departments working together on a specific project or goal.
    • Focus: They are formed to address complex issues that require input and expertise from multiple areas of the organization.
    • Examples: Product Development Team, Task Force for Process Improvement.
    • Difference: Unlike functional teams, cross-functional teams involve collaboration across departmental boundaries to achieve a common objective.
  3. Project Teams:
    • Purpose: Project teams are created for a specific project or task with a defined start and end date.
    • Focus: They work on project-related tasks, such as planning, execution, and completion.
    • Examples: Software Development Team, Construction Project Team.
    • Difference: Project teams are temporary and disband once the project is completed, whereas functional teams have ongoing responsibilities.
  4. Virtual Teams:
    • Purpose: Virtual teams consist of members who work remotely, often across different geographic locations, using technology to collaborate.
    • Focus: They collaborate on projects and tasks without the need for physical presence.
    • Examples: Remote Software Development Team, Virtual Customer Support Team.
    • Difference: Virtual teams differ from traditional teams in that they rely on digital communication tools and may have unique challenges related to remote work.
  5. Self-Managed Teams:
    • Purpose: Self-managed teams have a high degree of autonomy and are responsible for making decisions related to their work processes and goals.
    • Focus: They manage their tasks, set goals, and often handle aspects of team leadership internally.
    • Examples: Agile Development Teams, Self-Directed Work Teams.
    • Difference: Self-managed teams have a significant level of control and decision-making authority, which distinguishes them from teams with traditional hierarchical leadership.
  6. Problem-Solving Teams:
    • Purpose: Problem-solving teams are formed to address specific issues or challenges within an organization.
    • Focus: They work on analyzing problems, generating solutions, and implementing changes to resolve issues.
    • Examples: Quality Improvement Team, Cross-Functional Task Force.
    • Difference: Problem-solving teams are task-specific and aim to find solutions to particular challenges, unlike functional teams with broader departmental responsibilities.
  7. Advisory Teams:
    • Purpose: Advisory teams provide recommendations and expertise to leadership or decision-makers within an organization.
    • Focus: They offer advice on strategic decisions, policies, or specific issues.
    • Examples: Advisory Board, Steering Committee.
    • Difference: Advisory teams do not have direct operational responsibilities but serve in an advisory capacity to inform decision-making.

These are some of the key types of teams found in organizations, each serving distinct purposes and differing from one another in terms of their composition, focus, and roles within the organization.

Benefits of self managed teams

Self-managed teams, also known as self-directed teams, offer several benefits to both organizations and team members. These benefits include:

  1. Increased Autonomy: Self-managed teams have a high degree of autonomy in decision-making. Team members have the freedom to make choices related to their work processes, problem-solving, and task assignments. This autonomy can lead to greater job satisfaction and motivation.
  2. Enhanced Responsibility: Team members in self-managed teams share collective responsibility for the team’s performance and outcomes. They take ownership of their work and the team’s goals, leading to a strong sense of accountability.
  3. Improved Efficiency: Self-managed teams are often more efficient in managing their day-to-day tasks and responsibilities. With the authority to make decisions, they can streamline processes, set priorities, and respond quickly to changing circumstances.
  4. Flexibility: These teams are well-suited for dynamic and rapidly changing environments. They can adapt to new challenges and opportunities without needing approval from higher levels of management.
  5. Higher Job Satisfaction: Team members in self-managed teams tend to report higher levels of job satisfaction because they have more control over their work and can contribute to decision-making processes.
  6. Faster Decision-Making: Self-managed teams can make decisions quickly, as there is no need for extensive hierarchies or approval processes. This agility allows them to respond promptly to customer needs and market demands.
  7. Innovation: The collaborative nature of self-managed teams often leads to greater innovation. Team members with diverse perspectives and skills can generate creative solutions and approaches to problems.
  8. Skill Development: Working in a self-managed team provides opportunities for team members to develop a broader range of skills. They not only perform their primary tasks but also engage in decision-making, conflict resolution, and leadership.
  9. Reduced Management Overhead: Organizations with self-managed teams may require fewer layers of management, resulting in cost savings and a more streamlined organizational structure.
  10. Better Communication: Self-managed teams rely on open and effective communication to function successfully. This emphasis on communication can improve interpersonal relationships and reduce misunderstandings.
  11. Employee Empowerment: Empowering employees through self-managed teams can lead to a more engaged and committed workforce. Team members feel trusted and valued, which can have a positive impact on employee retention.
  12. Adaptability: Self-managed teams are adaptable and can respond proactively to changes in the business environment, such as shifts in customer preferences or market trends.
  13. Continuous Improvement: These teams often engage in continuous improvement efforts, seeking ways to optimize their processes and achieve better results over time.

Self managed teams advantages and disadvantages

Advantages of Self-Managed Teams:

  1. Enhanced Autonomy: Self-managed teams have a high degree of autonomy, allowing team members to make decisions about their work processes, problem-solving, and task assignments. This autonomy can lead to a sense of ownership and empowerment.
  2. Improved Efficiency: Self-managed teams are often more efficient in managing their day-to-day tasks and responsibilities. With the authority to make decisions, they can streamline processes, set priorities, and respond quickly to changing circumstances.
  3. Greater Job Satisfaction: Team members in self-managed teams tend to report higher levels of job satisfaction because they have more control over their work and can contribute to decision-making processes.
  4. Faster Decision-Making: Self-managed teams can make decisions quickly, as there is no need for extensive hierarchies or approval processes. This agility allows them to respond promptly to customer needs and market demands.
  5. Innovation: The collaborative nature of self-managed teams often leads to greater innovation. Team members with diverse perspectives and skills can generate creative solutions and approaches to problems.
  6. Skill Development: Working in a self-managed team provides opportunities for team members to develop a broader range of skills. They not only perform their primary tasks but also engage in decision-making, conflict resolution, and leadership.
  7. Reduced Management Overhead: Organizations with self-managed teams may require fewer layers of management, resulting in cost savings and a more streamlined organizational structure.
  8. Better Communication: Self-managed teams rely on open and effective communication to function successfully. This emphasis on communication can improve interpersonal relationships and reduce misunderstandings.
  9. Employee Empowerment: Empowering employees through self-managed teams can lead to a more engaged and committed workforce. Team members feel trusted and valued, which can have a positive impact on employee retention.

Disadvantages of Self-Managed Teams:

  1. Potential for Conflict: With increased autonomy comes the potential for conflicts within the team. Differences in opinions, decision-making styles, or work approaches can lead to disputes.
  2. Need for Skilled Team Members: Self-managed teams require members with a certain level of expertise and maturity. Not all individuals may be suited for the self-management model.
  3. Lack of Direction: Without clear leadership, self-managed teams may sometimes lack direction or a unified vision. This can lead to ambiguity about team goals and priorities.
  4. Resistance to Change: Transitioning to a self-managed team model can be challenging for some employees who are accustomed to more traditional hierarchical structures. Resistance to change can be a barrier to success.
  5. Accountability Challenges: While self-managed teams emphasize collective responsibility, there may be instances where individuals do not take accountability for their roles or decisions.
  6. Risk of Inefficiency: In some cases, self-managed teams may become too focused on consensus-building or deliberation, which can slow down decision-making and impede efficiency.
  7. Potential for Overwork: In the absence of traditional management oversight, team members may take on excessive workloads, leading to burnout and stress.
  8. Complexity in Larger Organizations: Implementing self-managed teams in large organizations with multiple teams can be complex and may require significant restructuring.

Conduct a cultural self-assessment. In order to understand culture and cultural diversity, it is important that you understand your own culture and heritage

Various approaches managers can use to build team performance

Building team performance is a critical aspect of effective management. Various approaches can be employed by managers to foster collaboration, enhance communication, and maximize the potential of each team member. Here are several strategies:

  1. Clear Communication:
    • Objective Setting: Clearly define team goals, individual roles, and expectations. Ensure that every team member understands their contribution to the overall objectives.
  2. Establishing a Positive Team Culture:
    • Team Building Activities: Organize activities that promote team bonding and trust. This could include workshops, team outings, or collaborative projects.
  3. Encouraging Collaboration:
    • Open Communication Channels: Create an environment where team members feel comfortable expressing their ideas and concerns. Foster open dialogue through regular team meetings, feedback sessions, and digital communication tools.
  4. Recognizing and Rewarding Performance:
    • Acknowledgment: Recognize and celebrate individual and team achievements. Acknowledging hard work boosts morale and encourages continued high performance.
  5. Providing Professional Development Opportunities:
    • Training and Skill Development: Invest in the continuous learning and development of team members. This not only enhances their skills but also contributes to the overall growth of the team.
  6. Effective Leadership:
    • Lead by Example: Demonstrate the qualities and work ethic you expect from your team. Effective leadership fosters a positive and productive team environment.
  7. Empowering Team Members:
    • Delegating Responsibility: Empower team members by assigning tasks that align with their strengths and interests. This promotes a sense of ownership and accountability.
  8. Flexibility and Adaptability:
    • Adapting to Change: Be open to change and encourage flexibility within the team. Adaptability is crucial in navigating challenges and seizing opportunities.
  9. Conflict Resolution:
    • Addressing Conflicts Promptly: Deal with conflicts in a timely and constructive manner. Encourage open communication to resolve issues and prevent them from escalating.
  10. Promoting Work-Life Balance:
    • Supporting Well-Being: Acknowledge the importance of work-life balance. Encourage breaks, vacations, and a healthy work environment to prevent burnout and enhance overall well-being.
  11. Feedback and Performance Reviews:
    • Regular Feedback: Provide constructive feedback on individual and team performance. Regular performance reviews help team members understand their strengths and areas for improvement.
  12. Setting Realistic Expectations:
    • Realistic Goals: Establish achievable goals to prevent frustration and demotivation. Clear expectations contribute to a positive and focused team environment.
  13. Inclusive Decision-Making:
    • Involving the Team: Involve the team in decision-making processes when appropriate. This fosters a sense of ownership and commitment.
  14. Technological Support:
    • Utilizing Tools and Technology: Provide the necessary tools and technology to streamline processes and enhance collaboration, especially in virtual or remote team settings.
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