Week 6 Managing Human Talent And Teams
Assignment 1: Employ Strategies to Advance Employee Satisfaction and Performance.
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This assignment calls for you to read the article in this week’s resources, “ENABLE: A solution-focused coaching model for individual and team coaching” (Adams, 2016). Next, you will select a peer or someone in your current or former organization who you are familiar with and arrange to conduct a coaching session. You can meet with the person face-to-face, virtually by phone or through a Skype call. In a role-play situation, pretend you are the manager providing coaching to the person using the ENABLE Coaching Model you read about.
Finally, reflecting on your meeting with the employee, briefly summarize the coaching session in a paper. Evaluate your performance during the session. Were you pleased with the outcome? Do you feel the information you provided in the coaching session was effective? What benefits do you believe were derived from the coaching session for the employee and the organization? What would you do differently? Be sure to use at least 3 scholarly resources in the plan.
Length: 3-4 pages, not including title and reference pages
Assignment 2: Managing Team Conflict
You are a manager of a work team of ten people in various generations. Anthony is 24 and a relatively new employee to your company and your team. He’s definitely thought to be an asset to both. He is very talented, works hard and shows much potential. The company believes he will have great opportunities and doesn’t want to lose him. His work is completed and done well, and he contributes to team goals. He comes into the office late and often leaves early which bothers several of your older employees to see Anthony’s behavior as showing a lack of commitment to the company and disregard for the understood working hours. Heather has worked in the company for seven years.. She prefers to complete projects on her own even when the assignment calls for her to work with others. Her work meets team deadlines and is done as expected. She seldom participates in discussions in team meetings but does not claim credit for completing the assignment alone. Arthur, a twenty-five-year employee, think Anthony is a slacker and Heather is not being “team player,” and Anthony and Heather think that Arthur micromanages. They often refuse to work on team projects with each other. What strategies might you use to help them understand each other and to work together as a team?
In a paper, using at least 3 scholarly resources, discuss the strategies you will impose to bring your team members together as a cohesive and productive team.
Length: 4-5 pages, not including title and reference pages
Week 6: Mini Lecture
Managing Human Talent and Teams
Since human capital is the most important organizational asset, businesses must continually invest in the securing and development of its people. Data from Selvarajan et al. (2007) indicates that human capital enhancement paves the way for greater business innovativeness and in turn offers positive implications on firm performance. It can also be argued that the emphasis on human capital enhancement results in personal improved performance that leads to greater career opportunities.
Not all training and development take place in a classroom. One of the most effective strategies for employee development today is one-to-one business coaching. Leaders and organizations alike have come to understand how valuable coaching can be, and they’re adding coaching skills to the skills they require for managers. Based on asking and clarifying questions rather than telling, on provoking thought rather than providing advice and on holding a person accountable for his or her goals, coaching employees help them learn in ways that let them keep growing afterwards.
Evered and Selman (2012) suggest that we view the manager as a coach, and coaching not as a subset of management, but rather at the heart of management. Successful managers who coach shift their thinking from a traditional paradigm of control, order and prescription to a paradigm designed to acknowledge and empower people and teams towards positive action.
Just as individuals benefit from coaching so does teams. Effective teams that fit and work together are the result of hard work and thoughtful leadership- they don’t just happen. Teams need good leadership to set an example, motivate team members, nurture the soft skills, provide effective feedback and ensure the team is on task. Still, teamwork presents challenges because individuals must work together who have different viewpoints. Managers who coach teams can help them learn how to listen, communicate, understand and appreciate how their teammates see the work and how they prefer to work. Without such an understanding, team members can have conflicts with each other or the manager. It is also important to remember that team conflict can lead to new ideas and approaches to team processes, and increase interest in dealing with problems.