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Activity 7. Business Situation Analysis (PART V)

Yuli Rismary Quiñonez Arriola ID 672344

Oriana Isabel Rodelo Beleño ID 671400

Claudia Fernanda Reyes Rodriguez ID 670869

Karen Julieth Fuentes Plata ID 682098

Tutor. Jesús Augusto Prada Pico

Management Skills

NRC 23931

Minute Of God University Corporation

Business administration

8TH Semester

2021
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Table of contend

1. Conformation Of High-Performance Teams ........................................................................... 3

1.1 Variables To Build A High Performance Team ..................................................................... 3

1.2 Characteristics Of High-Performance Teams ......................................................................... 5

1.3 Stages In The Conformation Of High Performance Teams .................................................. 7

Conclusions ................................................................................................................................... 10
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1. Conformation Of High-Performance Teams

High-performance teams have become a common way of working, because they provide

a competitive advantage that is difficult to imitate in today's organizations that are facing great

changes, and they require this management tool to face and adapt to them.

The problem situation identified in the FIT PLUS GYM is the lack of instructors with a

certified level of training, and knowledge of training plans and Nutrition. Since we do not have

that staff and we are presenting failures.

1.1 Variables To Build A High Performance Team

Teamwork is one of the psychological work conditions that most influences workers in a positive

way because it allows for companionship. It can be very successful, as it usually generates

enthusiasm and gives satisfaction in recommended tasks. Companies that foster a harmonious

environment among workers obtain beneficial results.

Rules are drawn up in work teams, which must be respected by all members. They are rules of

behavior established by the team members; are They provide each individual with a basis for

predicting the behavior of others and preparing an appropriate response. They include the

procedures used to interact with others.

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The role of norms in a team is to regulate its status as an organized unit, as well as the roles of

individual members. The strength that integrates the group and its cohesion is expressed in the

solidarity and sense of belonging to the team that its components manifest. The more cohesion

there is, the more likely the team is to share common values, attitudes, and standards of conduct.

A high-performance team is one that satisfies the conditions of the definition but that obtains

exceptional results with respect to the objectives and goals that has been proposed.

It is considered that the performance of a team should be measured in three dimensions:

- Productivity, which has to do with the way in which customer expectations are met;

- Satisfaction, the way the members feel good about the achievements, the way they do the

work and the pride of belonging to the group;

- Personal growth, learning and development achieved by members by working together.

Based on these considerations, a team achieves high returns when it scores high on these three

dimensions. High performance directly affects the differentiation variables and therefore it is

important to develop or train its members to achieve optimal performance.

A self-directed and high-performance team thus constitutes a very strong lever in operating

results, as well as in the degree of differentiation achieved. Hence his importance for the

organizations that are able to create and develop them.

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1.2 Characteristics Of High-Performance Teams

It should be noted that when a team works well, individual values are enhanced and better

results are achieved; This can be applied to both an organizational team and a sports team.

The fundamental characteristics of a high performance team are:

• Have a clear purpose. All team members should know exactly what is the goal to

achieve. This way they will know how they can contribute to the achievement of yourself and

you will be able to focus your energy and work on it.

• Have effective communication in and out. An Exchange Agile information

ensures that the correct decisions will be made in a timely manner and that there will be no

doubts among team members about what they should do, when, how and why.

• Willingness to learn from others. Every project is a unique initiative. By It is

important that the team members are willing to learn new techniques or methods to be applied

in the project. If not, there will be a tendency to repeat methods of already known work, which

will not necessarily be the best.

• Participation in the group. For project team members to perceived as part of it,

it is essential that each of them have a stake Active: team members must not only have specific

tasks to perform, but must also feel involved in discussing problems and in decisions made.
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• Orientation to problem solving. Team dynamics must have a orientation to

problem solving and not to finding culprits. This creates an atmosphere of solidarity and trust

that contributes significantly to the motivation of the team members. Whether this happens

depends fundamentally on the manager's leadership style.

• Search for excellence. Not only in technical aspects, but also in regarding the

relationships between its members and with others involved, responsibility for the work and its

results.

• Celebration of achievements. Celebrating successes is another factor that

contributes to the motivation of the team members. When milestones are reached important,

and if these have been achieved with the expected quality, celebrating this achievement as a

team makes each member feel that they have contributed to something good and important.

These celebrations are also an opportunity for the project manager to highlight in a special way

those who have contributed to the success achieved beyond what was expected.

• Involve all relevant people. When you need to troubleshoot a problem and there

are several team members who have knowledge that can help solve it, the task must be

addressed by the team. No one is able to understand or solve a problem alone.

• Multidisciplinary teams for multidisciplinary problems. When the problem

relates to different functional domains (for example, finances, resources and operations), the
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search for a solution must be approached by a team that incorporate representatives from the

different functional areas.

• Search for innovation. The exchange of ideas that occurs in a team

multidisciplinary generates new ways of seeing and solving problems. For this reason, a team

of these characteristics is the best way to innovate in the way of executing projects.

• Commitment. By working as a team, the team members feel a commitment

not only with the work to be done, but also with his colleagues.

1.3 Stages In The Conformation Of High Performance Teams

It is important to take into account the development stages of the teams in order to

identify the critical factors,

• Training. This is the initial orientation period. The team is not sure what their task is and

the members do not know each other well, nor are they familiar yet with the team leader and the

way of functioning of the others. Team members behave independently, can be motivated but

they are generally misinformed about the team's issues and goals; Some members may exhibit

signs of uncertainty and anxiety.

At this stage it is important that the leader keep the team together so that they begin to

develop trust in each other and also develop a working relationship. In this stage, sharing the
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concepts of "training, confrontations, normalization and performance" can be beneficial. This

phase ends when the members begin to think of themselves as part of the group.

• Conflict or confrontations (establishment). This is a period of ordination in

which each begins to find their place as a member of the team. The members feel more

comfortable expressing their opinion. They are more comfortable challenging the authority and

recommendations of the team leader. Some may become dissatisfied and challenge not only what

the team should do and how it is doing, but also the role of the leader and the leadership style.

Conflicts within the group now appear. At this stage, the team has gained confidence, but there

are conflicts and polarization around some issues. Each member is showing their personality as

they confront ideas and perspectives from the others; the leader must be leading the team through

this phase using the coach style.

• Standardization (operation). Team members begin to use their previous

experience to solve problems and pull together as a cohesive group. This process should result in

the team creating procedures to manage conflict and decisions and methods to accomplish the

team's projects. Rules, values, behaviors, methods and tools are being established; the

effectiveness of the team increases and begins to develop an identity. Team members adjust their

behavior to each other while developing agreements to get work done more naturally and

smoothly. At this point, the leader must allow the team to be more autonomous by exercising

participatory leadership.
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• Acting or performance (peak performance). In this phase, the team has

achieved harmony, has defined its tasks, has worked its relationships and begins to produce

results. Leadership is provided by the team members best suited for the task at hand. Members

have learned how to work together, manage conflict, and contribute their resources to achieve the

team's purpose. The roles of the members become flexible and functional and the energy of the

group is directed to the task; the team works as a unit, conflicts no longer exist and work is

practically without external supervision. The team leader allows decisions to be made using a

delegative style.

• Dissolution or reorientation. When the team concludes the project, the levels of

Motivation can decrease and a feeling of uncertainty about the future appears. At this point the

leader can introduce new tasks or projects.

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Conclusions

The creation of high-performance groups is one of the challenges of modern

organizations, since they must enable structure and reward mechanisms that avoid the tribute to

the position and guide people to seek their own interests to meet their objectives and obtain their

bond.

It is a reality that in the Mexican labor culture these characteristics are not explicitly or

continuously presented, much less are there mechanisms to promote their continuity. That is why

it is very important to know the theory as a frame of reference and take the evidence from the

research to learn and put these recommendations into practice with the aim of forming high-

performance teams.

To build high-performance teams, companies must create mechanisms to support a new

vision in this regard in the culture and way of life of employees.

High performance teams do not necessarily work harder, nor are they smarter than others,

the main difference is that they can organize to work and deliver exceptional results given the

sum of their strengths and internal organization. This topic can be supplemented with additional

reading regarding competency-based management, high-power incentives, strategic alignment,

leadership, and motivation.