As teams are formed, there is a need to recognize the interpersonal dynamics that exist in an effort to make the team process effective. People assigned to the PDT/IPT will represent a variety of personalities and styles. The different perspectives that the people bring to the team can enhance its vitality and creativity. However, team members need to have or develop a basic orientation towards working in a team environment and toward group problem solving.
The roles that management has in a team that they oversee are extremely important. But it is also important for the management to understand the boundaries of what their roles and responsibilities are and what the roles and responsibilities of the team itself are. The manager is often placed in the management position because of their people and technical skills and experience. A team often benefits from the manager’s abilities, skills, aptitudes, insights and ideas. But neither the management nor the team should ever forget that it is the team’s responsibility to perform the actual work. So what role should management play in a team that they oversee? How best can they serve the team to ensure they are successful? A critical role that management can and should have is to facilitate and encourage team cohesion.
Laser Systems Ltd.
Academy House, 3 Langley Quay,
Langley, Berkshire, SL3 6EY
01753 584 112
Project Managers should apply to the virtual setting the techniques they use when building traditional teams. “Virtual teams need to stop and think about all the things we do in a co-located team and emulate those actions,” says Ivan Castro, a senior analysis at J&J Health care Systems. “Break down these co-located team actions and formalize them. Create an agreement, with team buy-in.” (Castro, 2008) The agreement can cover issues such as how quickly e-mail should be answered, when video conferences should be used and who has authority to make decisions.
Steve has an . from the University of Wisconsin and a . from the University of Iowa, both in economics.
Star Dargin, PCC, CPCC, is a Trainer and Consultant for Corporate Education Group. Star is also Founder of Star Leadership, a management consulting firm that offers coaching, training, and consulting services for businesses. Star's client experience includes numerous industries, small businesses, learning institutions, state agencies, and independent workers. Star has held leadership positions at several high-tech companies, in roles such as Director of Engineering, Director of Project Managers, and International Program Manager; additionally, Star is an adjunct professor at Boston University where she teaches graduate level courses on Leadership and Communication for Project Managers.