Impossible is possible!!
• Background of the problem;
Although over the past several decades the value and structure of managers has been both high and low points, we believe that managing in the centre of the organisation has always been both critically important and personally demanding. As one would expect, the essence of the role- the required mind-set and skill set – has continued to change over time. The need to update each of these dimensions is driven by periodic shifts in such underlying forces as marketplace dynamics, technology, organizational structure, and employee expectations. Now and then, these forces converge to create a point of inflection that calls for a ‘step change’ in how organisations are governed, with particular implications for those managing in the centre.
• => the problem today;
The emerging imperative is outlined for management in an organisation as well as the mind-set, knowledge, and skills required to successfully navigate through the most widespread challenges that lie ahead.
There are four powerful and pervasive trends affecting the role that managers in the centre of an organisation are being asked to assume. These trends- information technology, industry convergence, globalization, and regulations - connect directly to the challenges managers are facing.
• Personal view;
As the use of teams has evolved and grown in the workplace, the manager’s role in building and leading effective teams has also changed. Managers can no longer gather information from the people who work for them and make command decisions that the team must then execute. Nor is it enough to assemble a group of talented, hard-working individuals and expect them to be able to ‘figure it out’. Good intentions and hard work aren’t enough to be successful against the more complex and rapidly shifting challenges they face.
When effectively managed, teams can offer the benefits of greater creativity, knowledge, information sharing, and the problem-solving styles, along with greater efficiency, support, and commitment. Aligned poorly, missing critical capability, working with poor team dynamics, or managed ineffectively, they instead can result in confusion, delay, low accountability, low morale, and disappointing results.
As a matter of fact, being a member of a team that is functioning well can bring out the best of us- these feelings of belonging, support, commitment, and achievement help us to produce great results. There is a great sense of shared accomplishment and achievement when the team members deliver results beyond what they thought possible. On the other hand, being a member of an ineffective team can be an experience you’d probably like to forget – poor group dynamics, low creativity, confusion, and one or two dominating members will result in less than stellar results.
• Possible ways of solving the problem;
Aligning team’s actions to specific purposes
Ensuring that the right resources and people are available to the team
Managing the team’s internal and external relationships
• The problem in future.
The speed at which teams will have to form and produce results
The distance that will separate members
The blurred boundaries of membership and accountability
The directors and members of different NGO-s, companies, agencies will be gathered together. The professional trainers will provide a general overview about the main steps of building effective strategy necessary for the future and more rapid growth of the corresponding NGO-s, companies and agencies.
2. The role of the manager as the main coach of the team
The directors and managers of the teams will implement the corresponding knowledge and skills acquired during the trainings.
Necessarily, they will record each technique and skill implemented within and out of the team.
During a final meeting the directors and managers of different companies and NGO-s will display the overall results of the strategy implemented in their teams. The necessary steps will be suggested for the future improvement and cooperation.
• To explore the manager’s role in creating alignment
• To build capability and create the internal and external team environment
• To build a strong base and provide guidance related to a specific challenge faced along the way
1. Developing team’s network (bringing together the managers of various companies and organisations; creating a group of professional trainers) ( the duration of this stage may vary depending on both internal and external factors);
2. Implementation stage (a package of intensive trainings conducted by a group of professional trainers) (10 days- 5 hours per day including coffee-breaks).
3. Collaboration stage (both functional and organisational) (the gained knowledge and experience the managers put into action within their one teams) (the duration of this stage may vary depending on both internal and external factors).
The main steps of the ‘Collaboration stage’
1. Identification of the manager’s role
a) A manager sets a clear purpose aligned with specific goals emphasizing why they exist, what the desired results are, and what the required work is. It’ll help the team’s members to move in the same direction and will reduce the likelihood of wasted effort and time.
b) A manager assesses the team’s current capabilities and consider what will be required to meet the team’s goals.
c) The manager defines the team’s expectations and roles.
2. Emphasize on purpose and strategy
a) The manager describes the team’s purpose and goals and situates this within his/her company’s strategy.
b) The manager establishes internal dialogue within the team’s members (both formal and informal contacts among team members- one-to-one, small group, or full group).
3. Building team capability
a) A manager unites a groups of talented individuals around shared goals and outcomes, identifying and getting the resources that the team needs, developing individual skills, helping members coordinate their efforts, and ultimately
b) Supplying of team resources: communication tools, access to information, building the own ties to others inside and outside the company.
c) Coordination with others: integrating others, building a network of people, asking for the demand for new expertise and advice.
4. Evaluation stage (conductance of a final meeting during which managers give objective and critical evaluation of the project, share their impressions, mention the positive and negative sides of the project, also the challenges that they faced along their way, and provide a general feedback concerning the main steps of the implementation of the project) (1 day- 6 hours including coffee-breaks).
3.1 Short report (summary);
The specifically designed project aims to the development of the infrastructure within and out of a company/organisation. It consists of four strictly designed stages each of which has the aim to bring together the managers and professional trainers, share and exchange knowledge and experience, create and develop a network of professionals who will help their teams not only to become more effective and competitive, but also provide a concise, expert primer that will help to update their mind-set and skills quickly.