I have attached the essay with the six individuals we chose in Topic 4. In Topic 4, selections for the Southwest Transit marketing team were made and now your job is to present the recommendation to y

Running head: TEAM SELECTION AND MANAGEMENT 0

Team Selection and Management

Hollie Delgado

MGT-605

November 18th, 2020

Southwest Transit is a small charter airline company. The company is undertaking a new project launching a new airline. For the project, the company is developing a qualified team with diverse characteristics to ensure its success. This study will be selecting six team members for the project with a rationale. The study will analyze diverse factors driving the behavior of selected team members with specific motivational strategies. The study will also anticipate potential challenges that could occur between the team members. Finally, the study will define the vision of the management team accordingly.

Natalie's selection is based on her positive and ambitious attitude. She is quite useful in her communication skills, including listening, negotiating, and writing. She is a natural leader, motivated by challenges, and stays away from politics. Elizabeth is being selected because of her collaborative nature and high focus on problem-solving skills with continuous research (Shaban, 2016). Due to the same reason, she is always flexible and open in her attitude. She always seeks to follow the deadlines positively. Bob is selected because of his experience with the company. He has been serving the company for a long time; he is one of its vital assets (Van Dijk, Meyer, Van Engen, & Loyd, 2017). He is a team player and always willing to assist team members in achieving goals effectively. It is easier to keep him motivated and aligned with the objectives. The company has selected Susan because of her teamwork nature. She is creative in her work. She can develop and sustain a strong relationship with other team players. She always carries out open communication with other team members (Shaban, 2016). William is selected as he has decent experience with the company. He has an empathic attitude towards others. He is a good source for a team or independent tasks. Ian is being selected because of his creative skills and high interest in achieving the goals (Van Dijk, Meyer, Van Engen, & Loyd, 2017). He is quite efficient in his work and carries much awareness of technological tools.

Different team members of the team are motivated by different things. For example, Michael is motivated by interesting and complex projects. Elizabeth is motivated by the trust that the company has in her skills. Bob is motivated through appreciation of his work. Susan is motivated by taking meaningful work (Chadwick & Raver, 2012). William is also motivated by meaningful work and challenging tasks. Ian is motivated by self-achievement. It means that diverse factors drive selected team members' behavior for the project, including recognition, pride, supervisor trust, and meaningful work (Srikanth, Harvey, & Peterson, 2016).

With the above consideration, the leadership will use different motivational theories and strategies to keep them motivated. It will use Vrooms’ Expectancy Theory for the same reason, including Bob and Ian. The rationale for the same is that both of these employees are motivated by their appreciation for their work (Srikanth, Harvey, & Peterson, 2016). Moreover, the leadership will also use Locke’s Goal Setting Theory (Chadwick & Raver, 2012). The rationale for applying this theory is that various team members are motivated by challenging work, and they feel motivated after accomplishing their objectives or goals, i.e., Elizabeth, William, and Susan. The leadership will also use Herzberg Two Factor Theory by which it will ensure to offer meaningful and practical tasks to the team members as per their motivational requirements, including Michael, Susan, and William.

The profile of the individuals selected for a team member in this particular project suggests that there is no requirement of affiliation or power to them. Therefore, McClelland's need for achievement, affiliation, and power will be of no use for motivating these selected individuals (Srikanth, Harvey & Peterson, 2016). The ERG Theory focuses on the employee's existence, relatedness, and growth needs, which are not required in this particular project. Therefore, the leadership can exclude the ERG theory for motivating the employees.

The individuals in this particular team come up with different weaknesses. For example, Michael's weakness is linked to a lack of attention to detail and impulsiveness. Elizabeth's weakness is linked to the development of new skills. Bob's weakness is linked with the low quality of his work sometimes. Susan's weakness is linked with a lack of focus on occasions (Almost et al., 2016). William's weakness is linked to inefficiency. Ian's weakness is linked with completing the tasks haphazardly. It means that most team members face the challenge of lacking attention to details and the inability to accept their weaknesses. With the same consideration, ineffective collaboration might arise between the team members (Choi, Kim, & Kang, 2017). For example, a single team member can produce low quality work continuing to proceed without interruption. Some team members, such as Michael's impulsive nature, can create collaboration issues (Almost et al., 2016). Most of the team members are always interested in meaningful work like Michael, Bob, and William. These employees may ask for a particular set of tasks, ignoring to complete other tasks as per the project's requirements.

It is not appropriate for the leadership to use a single conflict management strategy all the time. Instead, it should keep modifying the conflict management strategy as per the need for the situation. The leadership can select a range of conflict management strategies, including avoiding, accommodating, compromising, competing, collaborating, and mediating skills (Choi, Kim, & Kang, 2017). The leadership must focus on bringing all the team members to the same page to resolve the conflict and ensure the project's successful completion.

From the previous analysis, it is clear that all the individuals in a particular team are coming with strengths and weaknesses; they carry diverse characteristics. Therefore, the leadership must select the management team's vision at the first stage and then select appropriate leadership theory for accomplishing the same vision (Choi, Kim, & Kang, 2017). The management team's vision is to maximize the collaboration between team members reducing the number of conflicts and achieving maximum productivity.

With the same vision in mind, various leadership theories could be utilized. The leadership can use a contingency leadership strategy, which states that the leadership should not rely on a single attitude for all situations; it must adopt a suitable course of action or attitude concerning the situation and variable aspects related to them (Lisak, Erez, Sui, & Lee, 2016). The leadership could use a transformational leadership strategy by which it will maintain a strong relationship with the rest of the team members (Choi, Kim, & Kang, 2017). The leadership will continue to display an inspirational and charismatic personality to transform and complete the task effectively as leadership will showcase the task's importance to the team (Lisak, Erez, Sui, & Lee, 2016). The leadership could also use behavioral theory to showcasing positive attitudes and skills towards the employees for motivating them to complete their tasks.

An effective team as per the requirement of the organization had been selected. All the team members belong to different characteristics; therefore, it is imperative to use appropriate motivational and leadership styles as identified in the study for maximizing the productivity of the employees. Moreover, the leadership can use a range of conflict management strategies to resolve or reduce conflicts between team members.

References

Almost, J., Wolff, A. C., Stewart-Pyne, A., McCormick, L. G., Strachan, D., & D’Souza, C. (2016). Managing and mitigating conflict in healthcare teams: an integrative review. Journal of Advanced Nursing, 72(7), 1490–1505. https://doi.org/10.1111/jan.12903

Chadwick, I. C., & Raver, J. L. (2012). Motivating Organizations to Learn. Journal of Management, 41(3), 957–986. https://doi.org/10.1177/0149206312443558

Choi, S. B., Kim, K., & Kang, S.-W. (2017). Effects of transformational and shared leadership styles on employees’ perception of team effectiveness. Social Behavior and Personality: An International Journal, 45(3), 377–386. https://doi.org/10.2224/sbp.5805

Lisak, A., Erez, M., Sui, Y., & Lee, C. (2016). The positive role of global leaders in enhancing multicultural team innovation. Journal of International Business Studies, 47(6), 655–673. https://doi.org/10.1057/s41267-016-0002-7

Shaban, A. (2016). Managing and Leading a Diverse Workforce: One of the Main Challenges in Management. Procedia - Social and Behavioral Sciences, 230, 76–84. https://doi.org/10.1016/j.sbspro.2016.09.010

Srikanth, K., Harvey, S., & Peterson, R. (2016). A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance. Academy of Management Annals, 10(1), 453–493. https://doi.org/10.5465/19416520.2016.1120973

Van Dijk, H., Meyer, B., Van Engen, M., & Loyd, D. L. (2017). Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping Literatures. Academy of Management Annals, 11(1), 517–557. https://doi.org/10.5465/annals.2014.0046