The general manager of the company has urgently called Dagoberto, Trinidad, Herminia, Amadea, Dagoberto, Nicanor and Ladislao, who together form the action team against the competition, within the marketing processes.
The manager's urgency stems from the fact that this team, having presented its action plan for an aggressive campaign to reinforce a new product on the market, has wasted resources and in the end the results have been disastrous.
When confronted with such a situation, the meeting becomes successive signals to each other, since not only do they not take responsibility for the actions carried out, but there is no order or union between them that makes them feel like they are part of a work team..
Very often, we bet on forming teams of people that allow us to develop concrete actions for the benefit of work and based on exceptional achievements.
However, sometimes these efforts do not translate into positive results, mainly due to the problems that people bring to the team and those that arise among its members.
In this sense, an analysis on the subject leads us to find many Organizational Behavior factors involved in the subject.
Within this list of factors the most common to find and that a manager must learn to correct for these to work are:
- Leadership style: the essential element for the team to work lies in the person who is designated as the leader, in this sense, if he acts showing laxity, extreme hardness or lack of objectives, teamwork will be null. Confusing Goals: One of the leader's duties should be to clarify to each team member, what are the concrete actions he / she expects and the achievements he / she intends to obtain from those actions. Different perceptions: working to earn a salary or doing the same while enjoying what is being done, can make a big difference within work processes. From this perspective, teams can never function if perceptions are not focused. in a common aspect. Unclear lines of action: If people have the resources to work, but don't know what is expected of them, chances are they will stop using these resources or waste them. Interpersonal conflicts: if the differences and emotional aspects of the team members are not adequately resolved, they can spoil the efforts for integration and the work is most likely to be done by each person on their own. Individualism: many people due to their professional training or previous experience, are not capable of adapting to the actions of the team and often generate even an "anti-team culture", this if it is not overcome, may bring divisionism or simply lack of communication or coordination between members.
With all of the above, we already have a series of elements that will allow us to evaluate the team's actions in a clear way and prevent or correct these factors if they are present.
However, our theme lies in the actions that make the team improve, in this sense, if weak points have been prevented, it is important to focus on the processes that give strength to the team and within these we have:
- Constructive leadership: this is the cornerstone of team formation and integration.
Mainly because leadership is the builder of culture, whether it is that of the team or the company.
For this reason, when a team is formed, even when there are individually successful specialists, the strength of cohesion and the development of the work system within it will come from the leader.
- For this reason, choosing this will predispose the success or failure of the team's actions. Use of recognition: many are the authors who have focused on the topic of congratulation and development of pride for the work done, this is not far from reality, since team members can reinforce their degree of cohesion when People who receive your products, congratulate or point them out positively. Continuous learning: the reality is that both inside and outside the team, it is important to update and open up to new knowledge and sources of professional and personal development.
Under this line of ideas, the members of a team will feel most interested in strengthening their work if they find the additional benefit of learning concepts or actions that they did not know before and that may be useful in other jobs or activities.
- Openness to mistakes: New trends in learning and leadership formulation place great emphasis on the processes by which punitive forms of mistakes are abandoned and a vision of learning is adopted.
This is important to evaluate, depending on the case, however when there is sufficient maturity and integration, errors can be an important source of knowledge to incorporate successful forms of developing the work.
Even when there are some other factors that can be mentioned, the previous actions, both those necessary to avoid and those other important to develop, allow us to glimpse a panorama, to form a team that allows exceptional achievements in daily projects.
