Business

High Performance Teams

MGMT340-1503A-01/Professor Reyes

Teneisha Bonner

August 23rd, 2015

Abstract

In this paper, identifying the hardships that managers may be experiencing in establishing self-directed, high-performing teams will be discussed. Identifying the successful elements of establishing self-directed, high-performing teams will be discussed. Recommendations for managers to be successful will be discussed. Also, a designed strategy that will help managers that are struggling and enhance negotiations and dispute resolving skills will be discussed.

Introduction

In most companies, groups are created to either make resolutions or implement resolutions. Resolution making groups are mostly made up of people who provides a variety of expertise and experience. Groups created to implement resolutions have already made by others are mostly chosen to represent an area of effect or dominance required to accomplish an effective utilization. High Performance Teams are supposed to both determine how adjusting is to happen and to be liable for implementing the adjusting. Managers must be able to help High Performance Teams to be successful and do things as a team (Bodwell, 2015).

Identifying the Hardships of Establishing Self-directed, High-Performing Teams

Some of the hardships that supervisors may have been establishing self-directed, high-performing groups is that the group is not implemented with a vision and directions. High performance groups are bound together by the group goals which helps them to accomplish their future goals inspirations. The supervisor is in command and should lead the group in the right direction. The visions can be expressed in different ways through representations, words, and knowledge. The more knowledge supervisors can give to group members about having a good career, the more likely the group members will know what the supervisor wants them to understand how to be an effective team. Supervisors need to deliberate the...