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Motivating the Team to Perform

The motivation of team members is extremely important for the successful accomplishment of a team work. At the same time, the motivation of employees should encourage the cooperation between employees and their intrinsic desire to work better and to improve their performance to reach goals set by the team leader. In this regard, the team work is very important but its effectiveness depends on the ability of the leader to motivate team members to work better. In this regard, I can refer to the experience of my team work. One of the major problems our team has faced is the problem of the poor communication within the team that provokes misunderstanding and conflicts. In fact, the communication is very important for motivation of team members because it is through communication the leader of a team can convey ideas and stimuli that can motivate team members to work better. For instance, our team has the problem with the poor communication, when two team members just refused to communicate because of personal reasons. In such a situation, the leader had to change their shifts to prevent the conflict being accumulating between them and spreading on other team members. The conflict between two employees could affect other team members that would deteriorate the performance of the team consistently. In such a situation, the team leader should act responsibly and prevent conflicts within the team and motivate team members.

In this respect, the leader should develop effective communication between team members and help them to start cooperating with each other effectively. In actuality, an effective team leader should be able to unite team member and to develop the effective approaches to motivation of team members. In fact, the effective motivation of team members on the condition of the ability of the team leader to meet needs of team members. In this regard, the team leader should take into consideration the fact that needs of team members may change. At this point, it is possible to refer to Maslow’s hierarchy of needs, which is very important for the elaboration of effective methods of motivation of employees. For instance, team members may have low, basic needs and the use of financial bonuses may be enough for the effective motivation of employees (Heath, 117). However, in the course of their work, needs of team members grow and their needs become more and more complex. As a result, the leader should track changes in needs of team members and introduce motivators that can meet needs of team members and encourage them to work better.

In fact, the leader should assess needs of team members. For this purpose, the leader should interview team members and assess the progress of team members in the course of their work within the team. In such a way, the team leader will be able to find out whether team members have made any progress and, if they have made progress, they may change their needs and the leader can trace such changes on the ground of the difference in the performance of each team member within a set time framework. For instance, if a team member has a made a considerable progress within a year, then the team member may have changed his/her needs and the leader should interview the team member and understand his/her needs.

The leader should conduct regular meeting with employees and engage them in the elaboration of goals and plans of the team work. In such a way, the leader will be able to assess needs of team members and to help them to establish effective communication with each other. Regular meetings of the team contribute to better communication because, during the meetings, team members can communicate openly with each other and the team leader. Therefore, they can identify problems they have at the moment and elaborate possible solutions to problems they have.

At the same time, team members should receive material rewards and bonuses for the improvement of their performance. For instance, team members, who have got the least complaints or gave the most tickets, can be rewarded and receive financial bonuses up to 10% to their salary. The material motivation is very effective, especially if a team is a relatively new and has been formed recently. At the same time, team members need to receive bonuses to feel that their work is rewarded and the team leader appreciate their work. In addition to the material rewards, the team leader should be supportive to make team members confident that they can rely on their team leader. Therefore, they will get help from the part of the leader, when they need that will improve interpersonal relationships within the team.

M2.03 Planning and monitoring work
At the same time, the effective team performance depends not only on the effective motivation but also on planning and monitoring work of team members. In this regard, team members should be involved in the planning process as well as they may be involved in monitoring work of each other. To put it more precisely, the team members should be involved in the planning process. The team leader should meet employees and encourage them to make suggestions concerning the plans of the team work in a short-run and long-run perspective. For instance, the team can focus on planning its work for a month, while, in a long-run perspective the team can develop a plan for several years ahead. The leader should collect information and suggestion from employees and discuss the plan with employees to gain their approval and support.

At the same time, the leader should monitor the performance of employees and the fulfilment of the plan. In this regard, team members may be involved in monitoring of the work of each team member. For instance, each team member can get a questionnaire concerning the performance of other team members and respond to questions in the questionnaire. In such a way, the team leader can collect the information and assess the performance of each employee and the performance of the team. In fact, the team work should be monitored on the regular basis and the leader should introduce changes in the team performance or the plan, if the team performance does not match the original plan. In fact, the team leader should respond fast to any deterioration or change in the team performance. Otherwise, the team may face the risk of the failure of the plan and deterioration of the team performance.

Works Cited:
Heath, R. Management of Corporate Communication: From Interpersonal Contacts to External Affairs. Lawrence Erlbaum Associates: Hillsdale, NJ., 1994.