Establishing a High Performing Project Team

Question: Discuss about the Establishing a High Performing Project Team. Answer: High Performance Team High performance team understands the objectives of team, and aware of the individual roles that would contribute in achieving team goals. Further, team members support each other in meeting the overall team objectives (Peters and Carr, 2013). In an organisation, high performance team refers to the group of individuals, who have specific knowledge, skills and experience to accomplish the task (Hertz, 2010). This team also helps the organisation to collaborate and bring innovation for the firm in terms of developing new ideas to provide competitive advantages to the firm (Katzenbach and Smith, 2015). The high performance team in the given scenario would be a team that could implement the change initiative for the local FMCG. Team would strive to work towards to formulate, execute, and monitor a change management plan that would lead to staff cooperating with change, reducing operation cost and turnaround time. 5 different team members would be selected internally who would contribute in this initiative to make change happen. Aiming the perfect scenario This team would create an ideal scenario that would lead to the win-win situation for all stakeholders. The idea scenario after the change program would be that existing employees will be enabled to work with the new employees and team members on the new machinery. Due to this, employees would enable to work in their full capacity that will be effective in increasing firms productivity and efficiency (Hertz, 2010). Due to this, the firm will also enable to achieve competitive advantages in the national and international FMCG market. After the change program, the firm would enable to produce nuts in new flavour and also change the packaging with more transparency. Current Situation Challenges in implementing change program There are various challenges that will be faced by the team in implementing change program. In this, employee resistance would be one of the challenges for the team. It is because in the organisation, 80% workforce worked above 10 years and they do not want any changes in the working practices. Due to the introduction of new technology based machines, employees may feel that they can lose their current jobs. Due to this, the existing employees would not support the team to implement the change program, which may affect the effective implementation of change program in the organisation (Raoprasert and Islam, 2010). Another challenge in implementing change program would be related to organisational structure. In the organisation, there may be possibility that some employees and labours unable to learn new technology and procedures to blend nuts in four new flavours. It would affect the team to effectively implement change program to improve competitive position of firm (Persse, 2013). Potential conflicts and how to manage Team stage 1: Forming the team Diverse background of new employees will be a potential conflict in this stage, which may negatively affect the induction program. It will also discourage the employees to share their backgrounds, interests and experience with each other (Daft, Dorothy Marcic, 2016). For this, it is the responsibility of the team manager to clearly define the team goals and provide direction regrading the project. Along with this, team leader should determine team roles and responsibility, which will be effective in managing the conflicts in this stage (Lehman and DuFrene, 2010). Team stage 2: Storming In this stage, the conflict will be generated due to different opinion of each member to perform the tasks (Quintanilla and Wahl, 2015). In this, team leader should provide guidance to the team members and collectively work with them to resolve problems (Williams, 2015). Team stage 3: Norming In this stage, the conflict among the team members will be related to the negative thinking of other members. It may generate the issues, which may negatively impact on the project (Williams, 2016). For this, manager should motivate team members to collectively work with each other and share their experience and thinking to resolve the conflicts (Huszczo, 2011). Team stage 4: High Performing In this stage, the differences in working practices may bring conflicts between new and existing employees (Samson and Daft, 2012). For this, manager should develop the guidelines and regulations to accomplish the work in particular format (Phillips and Gully, 2013). Inducting new team member into the team Potential conflict of new members with the existing members According to the conflict attribution theory, in the team, a conflict between team members could be raised due to feeling a sense of struggle, and latent participation among the team members (Graham and Folkes, 2014). Due to working above 10 years, existing employees may feel no excitement in doing job as compared to the new employees (Ensley, 2014). This sense of feeling may bring conflicts among the new and existing employees. References Daft, R. L. and Marcic, D. (2016) Understanding Management. USA: Cengage Learning. Ensley, M. D. (2014) Entrepreneurial Teams as Determinants of of New Venture Performance. UK: Routledge. Graham, S. and Folkes, V. S. (2014) Attribution Theory: Applications to Achievement, Mental Health, and Interpersonal Conflict. USA: Psychology Press. Hertz, H. S. (2010) Health Care Criteria for Performance Excellence: Baldrige National Quality Program (2009-2010). 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