Management Concepts: Effective Team Decision Making and Training Tools

This article explores effective team decision making and training tools for managers and supervisors. It discusses the importance of individual decision-making and creating an environment for quality decision making. The article also covers decision-making models and how to support team members in their development.

Running Head: MANAGEMENT CONCEPTS 0
MANAGEMENT CONCEPTS

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

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Introduction
Once a year, many employers setup meetings with the workers for a review. This
acknowledges various areas to the employees where they are lacking and needs an
improvement. But what happens the other 364 days of the year? Individual decision-making
is related with making up one mind, by knowing their strengths they can be stronger in their
decision making. In the team decision making, an alternative is chosen by the team, however,
each individual still needs to know their strength.
Team Environment
An effective environment of decision-making is created with the help of interaction of team
members. In exploring environment, the focus needs to be on how team members listen to
each other stand in regarding with opinions, and how they present their position. Moreover,
an environment in which every team feels comfortable in sharing of their thoughts and ideas
for the purpose of quality decision making.
In any business organization, decision-making plays an important role. The decision or
choice of the business owner or manager also decides the success or failure of business
(Kirzner, 2009). Historically, managers are responsible for passing knowledge and skills with
the help of mentoring and coaching but now in the dynamic world, managers are overburden
with various other works and responsibilities and they can barely focus on the employees.
Therefore, the company need to support the mangers in respect to performing the work.
Managers and supervisors also need to gain various skills for coaching their subordinates
(Brandstatter, 2011). The dynamic environment of today scenario put more pressure and the
key to reduce this pressure is to make the most of your valuable resources. There are various
decision-making models which can be learned and used as they help team member to taken
intentional choices as per the most appropriate decision. There are few models discussed
below which states how we work to influence and manipulate the team decision-making
process.

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Training tool one
As a group, decision-making models can be proved to be very valuable. Moreover, “one can
pursue psychological ownerships by forcing “Responsibility” and this make feels emotionally
bound in the process of completion (Lane, 2018). Apologies will always be not enough and
so excuses will be totally unacceptable. Until you made restitution, you will not able to live
with yourself. The reputation can be created with this conscientiousness, which is framed in
ethics, and an obsession to do things correct. While giving new responsibilities, individuals
will always look to you first, as they know, it will get accomplished. You must be selective if
people come to you for assistance. Therefore, your willingness to agreeableness may lead you
to take more responsibilities.
Training tool two
In second type of training, it is related to find what type of goals you want to set. There will
always be daily goals in a form of to do list. Moreover, your future objectives are connected
to your daily goals. Therefore, now you have ultimate goals. These ultimate goals will always
linked to excellence. Therefore, in this process of though, you are an “Achiever” which drive
you through high motivation and make your goals achieved in a very effective form and with
increased productivity (Shen, Chanda, Netto and Monga, 2009).
The term “Achiever” is connected with constant need for achievement. At the end of the day,
to make yourself feel good, you must need to achieve something tangible and you will have
an internal fire burning inside you that pushed to do more and achieve more.
As when you reach your goals, the fire falls for a moment but it will again regenerate itself
and motivate you for the next accomplishment. Your continuous need for achievement may
not be logical or focused but it will always be connected with you. You can always check the
blow on to get you started on new project or challenge. A renewed energy will be evolved
and that makes you work for long hours (Ariss, 2010). It is also the power supply that forces
you to set pace and show the productivity of your team. Therefore, take a second to
appreciate your achievement.

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Conclusion
Developing strengths start with initiatives and drive. There will not be any force to employee.
In respect to developing the competencies of your team individuals, there will always be the
other side benefits. In addition, the most rewarding experiences in a career are to watch team
members nurture into their roles and building of their skills for the achievement of the
project.

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References
1. Andrea Lane. 2018. 11 Ways Highly Successful Leaders Support Their Team.
https://redbooth.com/hub/successful-leaders-support-their-team/
2. Jie Shen, Ashok Chanda, Brian D’Netto and Manjit Monga. 2009. Managing diversity
through human resource management: an international perspective and conceptual
framework. The International Journal of Human Resource Management, 20(2),
pp.235-251.
3. Akram Al. Ariss. 2010. Modes of engagement: migration, self‐initiated expatriation,
and career development. Career Development International, 15(4), pp.338-358.
4. Hermann Brandstatter. 2011. Personality aspects of entrepreneurship: A look at five
meta-analyses. Personality and individual differences, 51(3), pp.222-230.
5. Israel M. Kirzner. 2009. The alert and creative entrepreneur: A clarification. Small
Business Economics, 32(2), pp.142-152.