New Teams Forming, GCSE Coursework Example

Introduction

The dynamics within a team setting require a number of elements that contribute to the overall success or failure of the team as a whole. All teams serve as learning experiences for individuals to take into future teams, as they demonstrate a number of different impacts on their members. This requires the ability to understand team members and to recognize their strengths and weaknesses, as well as the opportunities that are available to improve the group dynamic in many ways. This is an important step towards the discovery of a team dynamic that will promote cohesiveness and unity during its formation and during its activities. This process is instrumental because the purpose of the team is to maximize the potential of its members and to be cognizant of the changes that are required to meet expectations and the desired objectives.

Body

Forming a new team for any purpose requires a level of focus and purpose that will have a lasting impact on its members and on the objectives that the team must perform. Recognizing the potential contributions of each team member is critical to the success of the team and its members’ ability to shine in the wake of adversity and change. The formation of a team is a stressful period because it requires team members to be on the same page and to recognize their value in supporting the team dynamic and how to best address the challenges that the team will face as it moves forward.

All teams must develop with a common set of goals in mind and possess a unique set of characteristics that will have a positive impact on meeting the end result. Therefore, the team leader must be able to recognize specific traits that will be beneficial to the team, such as innovation, creativity, motivation, and strength, all of which require team members to consider different ideas and to contribute to the team in many ways, perhaps beyond their comfort zone (Tuten & Ascigil, 2014). Specifically, motivation is a critical characteristic that drives a team to the next level and will have an impact on its overall ability to promote change and to be productive at a high level (Chen, Chern, & Chen, 2012). In the event of a crisis, team members must be able to demonstrate a high degree of cohesiveness and an even temperament in order to effectively promote a positive and meaningful team experience over the long term.

The manner in which knowledge is applied within a given situation is also critical to team success and requires a high level of commitment and strength in order to impact the team’s overall perspective and level of productivity (Seeber et.al, 2013). In this capacity, its members must be able to work in cooperation with each other and learn how to compromise when decisions must be made in order to effectively promote an environment of cohesiveness and congruency among its members (Seeber et.al, 2013). If this team dynamic is in place, it is possible that the team will be largely successful in moving forward in working collaboratively to meet the necessary objectives in a timely manner. This also supports an understanding of each member’s strengths and what is required to ensure that the team is successful as it moves forward in performing its required tasks as needed. It is important to identify these issues and to recognize the value of supporting a dynamic of change that will enable its members to be flexible, to communicate effectively, and to recognize how their contributions will make a difference to the team as a whole.

For every team, there must be a degree of knowledge and support among team members, demonstrated by a strong rapport and the ability to communicate openly regarding matters of importance to each member. This is an ongoing process that requires continuous evaluation and focus in order to effectively achieve the desired dynamic and to be proactive in working towards a dynamic where tension is limited or nonexistent to facilitate productivity and cohesiveness (Hsu & Huang, 2011). This is an important tool in the discovery of a strategy that will positively impact the team and encourage the overall development of a meaningful strategy to improve outcomes for the team as a whole (Hsu & Huang, 2011).  This process requires team members to be supportive of the entire team and its focus on getting the job done, enhancing the effectiveness of the team and its ability to perform at a high level consistently. When the team is able to communicate and to share ideas effectively, it is likely that they will be able to create an environment where their productivity and individual contributions are significant to building a team that is highly effective in its efforts to achieve consistency on a continuous basis. It is expected that each member must be able to share ideas and creativity within the team environment and to be proactive in supporting a level of change and progress that will lead to successful outcomes.

Conclusion

The formation of a new team requires the selection of members who will make valuable contributions to the group and who are in support of its primary objectives. This requires a strong and dedicated leader with a focus on the team dynamic and an overall ability to be proactive in supporting the team’s overall focus and level of strength to make a difference. This practice will encourage team members to be on board with the group, to communicate in a strong manner, to be creative in their efforts and their focus on growth and contributing to the team at a consistent level. This process also requires the team to be successful as it aims to support a dynamic of change. This practice is essential to the discovery of new ideas and approaches to improve the team’s consistency and the contributions of its players. With these objectives in place, the new team is likely to achieve support in its efforts to make the best of its responsibilities throughout its duration.

References

Chen, P. C., Chern, C. C., & Chen, C. Y. (2012, December). Software Project Team

Characteristics and Team Performance: Team Motivation as a Moderator. In Software Engineering Conference (APSEC), 2012 19th Asia-Pacific (Vol. 1, pp. 565-570). IEEE.

Hsu, Y. T., & Huang, S. P. K. (2011). Top management team characteristics, decision-making style, and organizational performance. African Journal Of Business Management, 5(30), 12099-12107.

Seeber, I., Waldhart, G., Maier, R., Hecht, M., Kaschig, A., & Hrastnik, J. (2013, January). Better Together: Exploring the Effects of Knowledge Application, Support for Innovation and Team Characteristics on Team Performance. In System Sciences (HICSS), 2013 46th Hawaii International Conference on (pp. 559-568). IEEE.

Tüten, D., & Ascigil, S. (2014). Antecedents of Innovativeness: Entrepreneurial Team

Characteristics and Networking. Journal of Innovation Management, 2(1), 83-103.