Team Decision Making and Training Tools for Management

This article discusses team decision making and training tools for management. It explores how to create a positive environment for decision making and how to identify types of goals to set. The article also discusses the benefits of developing individual capabilities and monitoring team members' development.

Running Head: MANAGEMENT 0

MANAGEMENT 1
Table of Contents
Overview....................................................................................................................................2
Team Environment.....................................................................................................................2
Training tool one........................................................................................................................3
Training tool two........................................................................................................................3
Conclusion..................................................................................................................................4
References..................................................................................................................................5

MANAGEMENT 2
Overview
Every year, a meeting is set up including employers and workers for the purpose of
reviewing performance and domains where they are lacking and needs improvement. But
what comes about other 364 days of the year? Individual decision making helps an individual
by showing their strengths they can be stronger in their decision making (Kouchaki & Smith,
2014). On the other hand, an alternative is selected by the team considering team decision
making, however, each individual still requires to know their strength. All these choices are
based on the processes by which teams agree.
Team Environment
A positive environment of decision-making is developed when various members of
the team come up for interaction. While evaluating environment, the main driving force will
always be on the interaction of team member, how to listen to each other opinion by
presenting their position, not on individual position that might be used by team member to
reach a decision. The quality of decision also raised when where every member of team share
their thoughts comfortably and projects important solutions.
In any enterprise, decision-making process is considered to be a significant process as
its outcomes and result may lead business to success or failure stage (Berrou & Combarnous,
2012). Previously, managers share their insights, skills and knowledge with help of
mentoring and coaching but now the role of these managers are battered due to highly
competitive and complex business environment. These managers now have to handle various
responsibilities and thus they can barely provide coaching to the employees and team
members. They need to get support from organisation.
Along with this, complex environment also bring more pressure to the management
and it can be reduced by making most use of valuable resources i.e. people (Forgas,
Baumeister & Tice, 2009). Considering decision-making models enable teams to make
intentional choices where individual also get benefitted by acknowledging those decision
models and their positive and negative impact on the process of decision making. The below
model described the impact on the team decision making process both in productive and
detrimental ways.

MANAGEMENT 3
Training tool one
Acknowledging various approaches of decision-making models as a team can be
proved to be valuable. An individual is also forced to undertake psychological ownership due
to responsibility and make them feel emotionally bound to track through and to accomplish.
Apologies are not enough and there will be no place for reasons and excuses. One need to
make restitution for making people depend on him/her. With assigning new responsibilities,
people also choose you first as they believe that it will get completed by you effectively
(Jennings, Mitchell & Hannah, 2015). One need to be selective when people seek help as this
willgness of volunteer will add more to the individual.
Training tool two
This training aspect is related to identify what types of goals you need to set.
Considering list of things to do, there will always be some daily goals associated with future
goals. Hence, this will brings ultimate goals which will always be linked with excellence.
One will be called “Achiever” in this thought process which is encompassed with incredible
amount of motivation that will help in attaining the goals with excellence in terms of
productivity, performance, and efficiency.
Achiever refers to a continuous requisite for achievement. At the end of the day, one
must attain somewhat tangible to get feel good about himself. There is an internal fire
scorching inside which pushes do achieve or do more and more (Kutzhanova, Lyons &
Lichtenstein, 2009).
When each goal is accomplished, the fire drops for a moment, however, soon it
revives itself to drive individual towards further accomplishment. An individual persistent
urge of achievement might not be logical or focussed but it always is with him. It is not
possible for everyone to accomplish the goals but playing with goals does have certain
advantages. It gives you renewed energy and gives a jolt to individual for facing new tasks
and challenges. One needs to appreciate the success and look ahead tomorrow but today, they
are required to celebrate.

MANAGEMENT 4
Conclusion
Employees should not be pushed as building of strengths starts with initiatives and
drives. This brings various benefits from different side with developing individual
capabilities. In a career, monitoring team members’ developments with their skills considered
to be most satisfying experience.

MANAGEMENT 5
References
Berrou, J. P., & Combarnous, F. (2012). The personal networks of entrepreneurs in an
informal African urban economy: Does the ‘strength of ties’ matter?. Review of
Social Economy, 70(1), 1-30.
Forgas, J. P., Baumeister, R. F., & Tice, D. M. (2009). The psychology of self-regulation: An
introductory review. Psychology of self-regulation: Cognitive, affective, and
motivational processes, 11, 1-17.
Jennings, P. L., Mitchell, M. S., & Hannah, S. T. (2015). The moral self: A review and
integration of the literature. Journal of Organizational Behavior, 36(S1), S104-S168.
Kouchaki, M., & Smith, I. H. (2014). The morning morality effect: The influence of time of
day on unethical behavior. Psychological science, 25(1), 95-102.
Kutzhanova, N., Lyons, T. S., & Lichtenstein, G. A. (2009). Skill-based development of
entrepreneurs and the role of personal and peer group coaching in enterprise
development. Economic Development Quarterly, 23(3), 193-210.