Improving Team Performance and Managerial Roles at Workplace

This article discusses attribution theory to determine Rex's behavior, types of behaviors displayed during meetings, team effectiveness leadership model, and Mintzberg's managerial roles to improve team performance. It also highlights the strengths and weaknesses of a boss/manager at the workplace. The article provides insights into how to level up the skills to manage others effectively and encourage constructive conflicts among team members to obtain the best ideas.

Quiz Answers

Contents
Attribution theory to determine Rex’s Behaviour...........................................................................2
Types of Behaviours Displayed During the Meetings.....................................................................2
Team Effectiveness Leadership Model to improve Team Performance..........................................3
Boss/ Manager at the Workplace and Mintzberg’s Managerial Roles............................................4
References........................................................................................................................................5
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Attribution theory to determine Rex’s Behaviour
A significant effect on how individuals act is the manner in which they decipher the
occasions around them. Individuals who feel they have command over what befalls them are
bound to acknowledge liability regarding their activities than the people who feel control of
occasions is no longer any of their concern. Rex is feeling that the work is going smooth and
under control and it is not their concern to because he thinks that they will always succeed. The
mental cycle by which individuals decipher the reasons or foundations for their way of behaving
is portrayed by attribution theory (Weiner, 2018). Attribution theory depends to a great extent on
crafted by Fritz Heider. Heider contends that not entirely settled by a blend of inside powers
(e.g., capacities or exertion) and outside powers (e.g., task trouble or luck).The basic supposition
of attribution theory is that individuals are persuaded to figure out their current circumstance and
the reasons for specific occasions. Rex thinks that the success that they achieve is due to low task
difficulty and they may likely not face any problems his efforts are down. This causes the feeling
that an individual will win always and there is no effort that they may provide as they always
win. Allowing them to fail, as well will encourage them to improve. Missing the timely
objectives on a task could act as a significant growth opportunity that spikes their potential
chances for improvement.
Types of Behaviours Displayed During the Meetings
Groups are comprised of various characters and characters thus it makes what is happening
of working in a group dynamic, the ways of behaving distinguished during the gathering are:
 Collaboration: A cooperative team is an intelligent conversation a cooperating between
teams to accomplish a shared objective (Moore and et. al., 2018). The teams effectively
share a feeling of direction among themselves and members that illuminate every person
on what should be dealt with straightaway, to make aggregate progress.
 Empathy and Integrity: This implies having the option to identify with what others are
going through. Being sympathetic forms regard and successful connections, at the point
when this is improved association with others together to get different pieces of a task
gotten along nicely. At the leader I have high trustworthiness and sympathy, this
improves team’s experience.
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 Punctuality: Being on time for gatherings shows development, amazing skill and
kindness to the remainder of the gathering participants (Hawkins ed., 2022). As leader, I
believe that the teams should run proficiently, so killing interruptions related with delay
is a significant stage in this cycle.
 Active Listening and Participation: Meeting efficiency depends on members listening
great to other people and effectively taking part in conversations. Pioneers and audience
members in the gathering have undivided attention shown by gesturing or rewording
what the other individual is expressing to show understanding, communicating their
anxiety or asking explicit, testing questions.
Team Effectiveness Leadership Model to improve Team Performance
A. Team Effectiveness Model to accomplish group performance, a group should deal with
three adequacy factors: abilities (skills), responsibility (accountability), and commitment
(these make up the sides of the triangle). This model is generally fit to colleagues
battling to move from an individualism mentality to a group outlook and can assist with
expanding commitment and possession (Teng-Calleja and Alafriz, 2021). A team
effectiveness model is a strategic instrument or framework that can be helpful to leaders
for understanding how well their groups capability and further develop groups, manage,
and prepare them to eventually help execution and achieve shared objectives.
B. GRIP Model of Team Effectiveness: It is one of the most commonly known group
viability models, comprising of the four parts that could assist with further developing
abilities and capacities for the job. Goals (G), a group should have clear targets and
heading to be powerful. Roles (R), each colleague should understand what they are liable
for. Interpersonal connections (I), it's critical that each colleague creates associations
with each other and can convey successfully and trust one another. Procedures (P),
processes should be set up so the group can work effectively. Team effectiveness
leadership model could be useful in further developing abilities and capacities of
colleagues to accomplish wanted objectives (Johnson, 2022).
Through developing a group dynamic fixated on trust, filling in as a promoter for
representatives, and setting a model in the work environment, I can level up the abilities to
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effectively oversee others and empower the representatives to perform and convey best outcomes
reliably.
Boss/ Manager at the Workplace and Mintzberg’s Managerial Roles
The short meaning of the word boss/ manager is "an individual in an administrative job who
takes on significant authority, responsibility and obligations inside an organization." However,
this is somebody who is liable for choosing, preparing and creating representatives, guaranteeing
departmental tasks are finished and organizational objectives are met on time (Stoller, 2021). The
manager in TPP has following strengths and weaknesses.
Strengths Weaknesses
 Time management
 Coordination and Cooperation
 Conflict Resolution
 Communication
Not involving teams in decision making
Micromanaging the staff members & teams
Authority Concentration/ Centralisation of
power
Mintzberg managerial roles involve various obligations that are credited to a manager across
divisions. A portion of these obligations are correspondence, using time effectively, compromise,
and direction. Once a person has identified their roles and responsibilities, it’s time to put those
management skills to use. Maybe the best leadership strategy to create effective groups is to
engage them by designating more prominent sense of authority and responsibility. It tends to be
energizing to be depended with a place of liability, so assuming something comprehends self-
esteem, give that self-esteem to others in the group. While designating, play to teams' strengths
and guarantee they have the information and resources to get done with the allotted
responsibility. One of the essential advantages of group independent direction is it welcomes
"constructive conflicts," among the team members to obtain best ideas. One of the top mistakes
both new and experienced leaders make is focusing in a lot on minute subtleties and continuously
hovering over representatives (Scott, 2018). To stay away from constantly micromanaging the
teams, I will enable colleagues to explore different avenues regarding their own ways to deal
with finishing jobs. While speaking with the groups, being compassionate and effectively pay
attention to their viewpoints and concerns.
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References
Books and Journals
Hawkins, P. ed., 2022. Leadership Team Coaching in Practice: Case Studies on Creating Highly
Effective Teams. Kogan Page Publishers.
Johnson, K., 2022. Leading effective teams. BMJ leader, 6(1).
Moore, S.C. and et. al., 2018. Using simulation to Cross-Train staff and build effective
teams. Clinical Simulation in Nursing, 20, pp.1-6.
Scott, A., 2018. Creating Effective Teams: An Analysis. Available at SSRN 3480862.
Stoller, J.K., 2021. Building teams in health care. Chest, 159(6), pp.2392-2398.
Teng-Calleja, M. and Alafriz, C.A., 2021. Leading Effective Teams.
Weiner, B., 2018. The legacy of an attribution approach to motivation and emotion: A no-crisis
zone. Motivation Science, 4(1), p.4.
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