Component 2 Individual Report on - “Team Performance”

This academic report provides a planned road map for sustaining and improving the performance of the front office workers. It explores Tuckman's model to understand the developmental stages of team dynamics, critically evaluates communication methods to identify plans that managers may use to progress communication within the Front Office team, and discusses the dual difficulty of motivating top performers and supervising the underperformers. This paper aims to support organizational leaders who want to nurture a constant development culture within their Front Office teams by presenting them not only useful application methods but also theoretical outlines based on academic models.

Module: Developing and Managing Individuals and Teams
Module code: LCLM5002
Assignment Title: Component 2 Individual Report on - “Team Performance”
Module Leader: Nishi Ramsurrun
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Table of Contents
Introduction:.............................................................................................................................. 3
Understanding Great Teams: Analyzing the Stages of Team Building..................................3
Optimizing Team Communications: A Critical Evaluation......................................................5
Motivational Techniques for Managing Poor Performers and Inspiring High Performers:
Fostering a Culture of Excellence:...........................................................................................6
Conclusion:................................................................................................................................ 8
Reference:.................................................................................................................................. 9
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Introduction:
Any organization that wants to succeed in the fast-paced, dynamic world of modern business
significantly relies on how well-functioning and consistent its teams and members are. This is
particularly true in the front office, where the first interaction with stakeholders and customers
takes place. It is crucial to integrate new employees into this critical team with comfort so
management should inspire those who are having problems, and motivate those who are top
performers. The goal of this academic report is to provide a planned road map for sustaining
and improving the performance of the front office workers. It is important to remember that it is
the people who are being managed, and people need to be viewed as fellow human beings.
When Individuals connect with an organization, they carry with them their viewing platform,
feelings, and attitudes regarding the firm, its organization practices and actions, their duties and
responsibilities, and the place in which they function. (Mullins, and McLean, 2019)
Gaining a deep understanding of the stages of team progress is essential to the course of
creating an outstanding team. Understanding the developmental stages of team dynamics can
be done by exploring Tuckman's model. To identify plans that managers may use to progress
communication within the Front Office team and ensure a stable flow of information and a
cooperative environment, this research critically evaluates communication methods. The paper
also talks about the dual difficulty of motivating top performers and supervising the
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underperformers. This paper efforts to support organizational leaders who want to nurture a
constant development culture within their Front Office teams in Park Plaza Westminster Bridge
by presenting them not only useful application methods but also theoretical outlines based on
academic models.
Understanding Great Teams: Analyzing the Stages of Team Building
A great team is not just a group of individuals rather it is a dynamic system that goes through
many phases of team growth. Soni (2020) explores that a strong leader always expresses his
opinions and thoughts, not just orders the employees. This is just one of the many qualities that
fit into effective team management. Any team that has a leader with strong management
qualities will also be able to finish their work proficiently. In 1965, Bruce W. Tuckman presented
a four-stage model in his work "Developmental Sequence in Small Groups," in which he
described how groups became organized teams.
The initial stage in Tuckman’s theory is forming, which is noticeable by well-mannered
introductions and a sense of alignment. It's a period of optimism with a certain amount of doubt
regarding potentials and roles in the place. According to Robbins and Judge (2019), this stage
is similar to the "honeymoon" phase, during which members are kind and optimistic.
There is more dissimilarity and a power brawl within the team during the second stage which is
named storming. As people stand up for themselves and inquire about the team's direction and
plan as a result pressures may grow. Individual and group work is hindered by aggression
against team associates and leaders, a lack of understanding of the organization's task, and an
overall confrontation to change. (Natvig and Stark,2016). this stage is crucial to the team's
growth since it helps the group define purposes and solve basic topics.
The norming stage is the third stage where a united group of individuals arises, and
disagreements are resolved. There is a logic of coherence as members start to outline people
and rules. this stage is critical to encouraging collaboration and teamwork, which are vital for
achieving shared objectives and goals. Gren, Torkar, and Feldt (2017) explain that the third
stage serves as the basis for the group's competence-related capabilities.
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The fourth stage is performing which is considered extremely successful in accomplishing its
goals with a mature and combined team. The group has operated well together to solve clashes
between individuals, build trust, and progress communication. Zhen (2017) denotes that there is
a useful culture of self-management and correction at this phase.
The last stage is adjourning in which the team has fulfilled its objectives and goals and
obligation to transfer on from its current method due to a variation of reasons. According to
Jones (2019), this stage can be considered as ‘mourning’ in and of itself. Also, he notes that
because of its unique features, it is commonly used in organizational settings, although we
rarely see similar progress in environments where teaching is the invention.
To sum up, a great team can positively move through and negotiate the stages of team building.
A great team is the outcome of efficiently managing and utilizing battle to promote growth and
unity, rather than just the absence of fight. Leaders may adopt a situation that fosters teamwork,
novelty, and sustained high performance by comprehending and appreciating each stage.
Optimizing Team Communications: A Critical Evaluation
The basis of an effective team is good communication, and managers are vital in prompting the
dynamics of communication. To maximize team collaboration, the variety of communication
techniques, their effectiveness, and the barriers that managers may encounter need to be
examined.
The way a message is delivered and received within a team impacts its efficiency just as much
as its means of delivery. Communication needs to be relevant, steady, and clear, according to
research (Cornelissen, 2020). Managers need to make sure that their messages and
information are understood by their team members, establish clear outlooks, and give
objectives. Furthermore, the application of visual assistance, communication strategies, and
other engagement strategies is shown to enlarge message retention and the overall efficacy of
communication (Lewis,2019).
Information flow can be hampered by cultural differences, misaligned goals, and inconsistent
communication techniques.To effectively reduce these problems, managers need to be aware
of them. Effective leaders know that eventually, they are accountable for their own specialized
development, and they need to be practical in their progress and restless for new concepts.
(Gurr and Drysdale,2020)
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Technology makes communication more effective, but depending too much on it might have
adverse impacts. The effects of constant connectivity on team dynamics need to be carefully
measured by managers. Technology may smooth communication as well as hamper it. So,
Managers must attain symmetry by identifying conditions in which in-person meetings or other
conformist approaches are more suitable. Creating stages for open discussions, such as regular
team conferences, contributes to a culture of transparency and shared duty.
Teams are comprised of persons with varied communication styles and cultures. Managers
should seriously assess and adjust their communication styles to patches with the team's
variety. The Situational Leadership Model underlines the significance of adjusting leadership
and communication methods based on the team's developmental phase (Thompson and Glasø,
2018). So, in producing a communication-rich situation that moves teams toward success, they
need to assess the chosen methods, be aware of potential blockades, and promise to accept
technology
Motivational Techniques for Managing Poor Performers and Inspiring High Performers:
Fostering a Culture of Excellence:
Motivating a varied cultural team that is comprised of both poor and high performers, is a
intricate challenge that demands a dynamic method from managers.
Motivational Techniques for Poor Performers:
Park Plaza Westminster Bridge Hotelface, also faces challenges of optimizing team
performance, handling poor performers, and inspiring high executors to create and sustain a
culture of excellence. Before applying motivational techniques, it's vital to detect the root causes
of poor performance of workers. This may involve directing performance valuations, engaging in
open discussion, and understanding individual challenges.
The success of any organization rests on the ability of directors to provide a motivating
atmosphere for their employees. The challenge for supervisors today is to keep the staff
motivated and perform well in the office (Osabiya, 2015). Establishing clear, attainable goals for
the company is a powerful motivator. By offering skill development chances, such as customer
service workshops or technical training to the front office team, managers can permit poor
performers to meet the hotel's service criteria.
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Offering chances for skill development can improve poor performers. In the hospitality industry,
where customer approval is supreme, positive feedback can serve as an appreciated tool for
improvement. Steffens et al. (2018) propose that Participants who are told they can’t become
future leaders or best performers execute worse on a follow-up task than those who are told
they can become future leaders. Recognizing constant improvements and offering optimistic
support are essential motivational techniques. This not only motivates poor performers but also
contributes to a positive and collaborative work culture at the front office team.
Strategies to Inspire High Performers:
High performers in a hotel location often seek challenges and prospects for career
development. Managers can assign them high-valued projects, offer management roles, and
plan clear paths for career development for the front office team. The hotel's diverse divisions
provide plenty of chances for career development which makes it a striking prospect for
determined high performers. Opposing views of how operators affected peer resources acted as
a mediating factor between performance's optimistic and significant impact on social support
and peer challenging. (Campbell et al.2017)
High performers are often determined by a desire for constant learning and advancement.
Managers should invest in their professional growth, offering training, workshops, and
opportunities for skill diversification. While acknowledgment is crucial for all workers, high
performers often appreciate physical rewards as well. Attention should be given to performance-
based bonuses, raises, or other motivations that align with the individual preferences of the front
office team.
High performers are often motivated by a desire to contribute to something meaningful. Creating
a collaborative and innovative environment where their ideas are valued fosters a sense of
purpose. Amabile, and Pratt (2016) explore that extrinsic motivation can originate from negative
pressures like giving deadlines, on the other hand, positive support like rewards and
appreciation. Intrinsic motivation can come from the attention, satisfaction, contest, and delight
of the work itself.
Cultivating a Culture of Excellence:
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To preserve a culture of fineness within the front office team, managers must mix these
motivational techniques spontaneously. A culture of nonstop improvement and modified support
confirms that poor performers are raised, while high performers are nonstop challenged and
appreciated. Regular communication, feedback, and a promise to the skilled development of all
team members contribute to a shared sense of determination and achievement. Ultimately, a
stable approach that admits and addresses the exclusive motivations of both poor and high
performers serves as the keystone for cultivating and supporting a culture of quality within the
team.
Conclusion:
Enhancing team performance in the front office team needs a planned and advanced approach
to inspiration and personalized to the various needs of both poor and high performers.
Managers can raise a culture of excellence by employing unique techniques for each group, that
flourishes on constant improvement and help for the employee. Besides, high performers are
motivated by challenges and opportunities for their development in their jobs. Assigning
motivating and unique tasks to the employer, recognizing their contributions, and nurturing a
collaborative and forward-thinking situation are key approaches for advancement for
newcomers. Managers can enforce regular communication, feedback, and a commitment to
provide individualized support to contribute to a shared sense of purpose and ultimate goal. The
importance of a stable strategy that admits and addresses the unique characteristics of both
poor and high performers cannot be overstated in the hospitality sector. To sustain success,
management can provide continuous assessment of motivational strategies, a reflection of team
dynamics, and an obligation to create a comprehensive and supportive environment so that the
team can reach its objectives. Ultimately, a team that successfully tackles the difficulties,
becomes an outstanding team for the company. Managers can lead their teams to a new era of
achievement and success by supporting their individual needs, learning morals in a place that
helps at all levels, and promoting continuous growth. By doing so, they not only improve team
performance but also give the basis for a strong and high-achieving organizational culture for
the front office team.
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