Role of Managers in Developing High Performing Teams PDF

DRAFT
Table of Content/Outline
Overview and definition of high performance team
The Role of Managers/Management in Developing High Performing Teams
oPromoting engagement among the various departments
oMaking action-focused decisions
Developing an organizational culture of learning and development
oDeveloping a strong and effective management style
oDevelop employee and team values
oEncouraging leaders to motivate teams
oFostering learning and rewarding culture in the workplace
oIntegrating effective change management strategies into the organizational
framework
oMeasurement and evaluation of high performance
Challenges of Developing High-Performing Teams
oDiversity and technology
oAddressing Issues of Stress and Well-being within the organization
Recommendations for the Durham Region
Waseim
Overview
The Durham Region is located in the east of Toronto, Canada. The area has a mix of rural, commercial
and residential land. However, this area hosts Oak Ridges Moraine and has a successful agricultural
sector (The Durham Region, 2021). The Durham Region has two levels of government that provide
essential services to residents. The Regional Municipality of Durham offers various services, while the
other local municipalities provide some services. Currently, several transformations and modernization
initiatives are under way in the Durham Region including the implementations of the Durham Region
Strategic Plan 2020-2024. The development of high performing teams can help the management achieve
its objectives. Several departments in the Durham Region work independently and this could prevent
them from achieving the desired results.
Definition of High Performing Teams

A high-performing team understands its purpose and has set out values. Also, members of such a team
are mutually accountable for its outcomes. These individuals understand the purpose of their work and
trust one another. Members of a high-performing team agree on goals, define their roles, and develop
strategies. Also, team members share a common purpose and vision (Keighran & Adikari, 2016). These
individuals collaborate to achieve the teams goals. The success or failure of a high-performing
organization or region depends on its teams strengths or weaknesses.
The Role of Managers/Management in Developing High Performing Teams
Managers in the Durham Region should develop a strong and effective management style. In this way,
the managers will be able to communicate the region’s values to every department and ensure that
every employees understands its strategy.
Promoting engagement among the various departments
The best managers acknowledge that each member's contribution is important to their team's success.
Such individuals increase the level of engagement among team members. Therefore, the managers in
the Durham Region can promote engagement among the various departments in the region.
Making action-focused decisions
High-performing teams require high quality of management. Managers in the Durham Region should
maintain trust relations with people in various departments. Also, high-quality managers establish and
maintain individual relationships with their team members.
Developing an organizational culture of learning and development
Learning not only helps in changing the behavior, but also helps to gain motivation. There are two main
theories Social and Cognitive that focuses on learning.
Developing a strong and effective management style

Managers in the Durham Region should develop a strong, confident, and effective management style. In
this way, these individuals will communicate the region's values to every department and ensure that
every officer understands its strategy.
Encourage Leaders to motivate employees
According to Bandura's Social Learning Theory, employees usually tend to mimic their leaders and get
motivated from them. To develop the learning, it is important to have a session from such leaders who
can share their experiences (Nelson et al., 2020, 258).
Fostering learning and rewarding culture in the workplace
Fun activities will be positively related to informal learning. Fun activities put employees in novel
situations, which likely stimulates creativity and analyzing problems from different perspective (Tews et
al., 2017). According to Cognitive theory of learning, managers to spend some time with their team and
have a pool of team members who are either introvert or extrovert. This bifurcation helps Learning and
Development team to design the courses to meet the employee need and helps learners to reflect their
learnings (Nelson et al., 2020, 258). Rewards for contributing to learning and knowledge development
(Serrat, 2017). Develop learning community.
Integrating effective change management strategies into the organizational framework
The cornerstone of effectively integrating the technical side and the people side of change is to focus on
the outcomes. It should also bring a structured process and set of deliverables to the people side of
change. Without structure and rigor, it is difficult to integrate change management (CM) activities into a
project delivery approach. Trying to establish strong leadership is considered as a crucial step. Analyzing
each department and its need for change is the primary step. The following steps are identifying tools
and processes, making the change part of the project plan and charter followed by the creation of a
common vision and direction, creating transparency and easy access to information, shaping possible
roadmaps, building collaborative teams resulting in communicating, involving people and being open to
new and creative ideas. Having open communication between project management and change
management to enhance integration is also recognized as an important need. Not to mention that
generating short-term wins which can be celebrated to enhance motivation. The final step is to
institutionalize change. CM is considered a broad theme encapsulating such terms as total quality
management, reengineering, rightsizing, restructuring, cultural change, and business turnaround;
amongst others.
Parker, D., Charlton, J., Ribeiro, A., & Pathak, R. D. (2013). Integration of project-based management and
change management. International Journal of Productivity and Performance Management.
By, R. T. (2005). Organisational change management: A critical review. Journal of change management,
5(4), 369-380.
https://www.prosci.com/resources/articles/integrating-change-and-project-management