Team Management and Collaboration
Team management relies on collaboration to organize and coordinate events that take place within a corporate organization. It involves, for example, maintaining efficient coordination in order to accomplish operational objectives (Ellis, 2012; Fransen, Kirschner & Erkens, 2011; Happel, Papenfuß & Kranke, 2010). By team coordination and constructive collaboration, workers learn effective and realistic skills to enhance their efficiency, culminating in a better outcome of the organization's efforts. Through team management, employees can learn new skills from other workers, support each other where challenging tasks are involved, and also give them a chance to give out feedback on their grievances and challenges that would aid in effective decision making by the manager (Gillespie, Chaboyer & Murray, 2010; Savelsbergh, van der Heijden & Poell, 2010). This decision making would then trigger efficient performance in the organization.
Communication Skills in Team Management
Team management provides employees with communication skills that are essential to the success of any organization. For instance, a team manager can chair regular and productive meetings with his or her employees (Carmeli, Friedman & Tishler, 2013; Klarner, et al., 2013). Such meetings mainly have brainstorming sessions which result into coming up with new and creative ideas that help in the organizational success.
Communication skills such as active listening, help the manager to know the problems the business encounters (Larson & Gray, 2011; Nancarrow, et al., 2013; Stahl, et al., 2010). In such a way, communication skills help managers to find possible solutions to these problems to allow the activities of the business to run smoothly thereby making the business to prosper.
Conclusion
In conclusion, through team management and effective communication, organizational employees and stakeholders acquire efficient and practical skills to improve their performance, thereby resulting into successful outcome of the organization’s efforts. Team management and communication are vital factors that are necessary for the short term and long-term success of an organization since they trigger inventions and innovations of skills necessary in achieving its goals.
References
Carmeli, A., Friedman, Y., & Tishler, A. (2013). Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness. Safety Science, 51(1), 148-159.
Ellis, P. M. (2012). The importance of multidisciplinary team management of patients with non-small-cell lung cancer. Current Oncology, 19, 7-15.
Fransen, J., Kirschner, P. A., & Erkens, G. (2011). Mediating team effectiveness in the context of collaborative learning: The importance of team and task awareness. Computers in Human Behavior, 27(3), 1103-1113.
Gillespie, B. M., Chaboyer, W., & Murray, P. (2010). Enhancing communication in surgery through team training interventions: a systematic literature review. AORN journal, 92(6), 642-657.
Happel, O., Papenfuß, T., & Kranke, P. (2010). Training for real: simulation, team-training and communication to improve trauma management. Anasthesiologie, Intensivmedizin, Notfallmedizin, Schmerztherapie: AINS, 45(6), 408-415.
Klarner, P., Sarstedt, M., Hoeck, M., & Ringle, C. M. (2013). Disentangling the effects of team competences, team adaptability, and client communication on the performance of management consulting teams. Long Range Planning, 46(3), 258-286.
Larson, E. W., & Gray, C. F. (2011). Project management: The managerial process.
Nancarrow, S. A., Booth, A., Ariss, S., Smith, T., Enderby, P., & Roots, A. (2013). Ten principles of good interdisciplinary team work. Human resources for Health, 11(1), 19.
Savelsbergh, C. M., van der Heijden, B. I., & Poell, R. F. (2010). Attitudes towards factors influencing team performance: A multi-rater approach aimed at establishing the relative importance of team learning behaviors in comparison with other predictors of team performance. Team Performance Management: An International Journal, 16(7/8), 451-474.
Stahl, G. K., Maznevski, M. L., Voigt, A., & Jonsen, K. (2010). Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups. Journal of international business studies, 41(4), 690-709.
