Name of subject

High Performance Teams" Workshop for Graduates

Name of Bachelor's Degree

Eng. In Computer Systems.

Student's name
Natividad Balvina Silvas Baltazar.

Registration
010208543

Task Name
Strategies that promote teamwork. Week 3

Teacher's Name
María Fátima García López.

Date
18/11/2021
 Unit 3: Strategies that Promote Teamwork
High Performance Teams" Workshop for Graduates

Case analysis, corresponding to the strategies to promote a work team.

Introduction

Globalization has created a highly competitive world in which continuous changes

brought about by technological innovations predominate. In addition, drastic changes in
the economy and social aspects have forced companies to reinvent themselves and
develop new models of behavior in response to the new situation. The concept of
teamwork is becoming fashionable as a means to achieve better quality, faster service
and total customer satisfaction.

Nowadays there are many useful tools to achieve quality work, one of which are "high
performance teams, which are characterized by having a clear and challenging objective,
being structured according to the expected results, having competent members, having
a common commitment, operating within a cooperative environment, having parameters
for measuring their performance, receiving external support and recognition, while
having a leadership based on the principles and values of the organization to which they
belong.These teams are characterized by having a clear and challenging objective, being
structured according to the expected results, having competent members, having a
common commitment, operating within a cooperative climate, having parameters for
measuring their performance, receiving external support and recognition, and having
leadership based on the principles and values of the organization to which they belong.

It can be said that High Performance Teams are work teams that, like other efficient
teams, have a sense of common purpose and a climate of trust and open and frank
communication. But the factors that make the difference between being a work team
and a high performance team are: Passion for challenges and pride in achievement,
ability to create the conditions to increase their performance, quick response in
identifying and taking advantage of opportunities, and Ability to organize as a highly
effective unit.

On the other hand, it is important to mention that people working in high performance
teams produce specific and concrete results through the collective contribution of its
members, in addition to communication, which as in any organization is of vital
importance.As in any organization, communication is of vital importance. In the high

2
 Unit 3: Strategies that Promote Teamwork
High Performance Teams" Workshop for Graduates

performance team, it allows to keep track of what is being done well, what is not being
done, what needs to be touched up or what is being done wrong.

In this paper we will develop in depth the importance and benefits of high performance
work teams.

Develops which strategies are proposed to promote teamwork, their characteristics and the
results of each one.

One of the reasons why the great companies of the world have prospered to become
what they are today, is the collaboration of teamwork, which since its inception was so
competitive and effective to the extent of being able to achieve the goals and objectives
set and to meet the demands of the world of work.

 Have team objectives: there must be common goals and interests that are measurable and
clear, so that all team members know and understand their purpose and goals.

 Well-defined roles: they facilitate the use of each person's talents, so that each person
knows and understands his or her duties and responsibilities regarding objectives and
tasks.

 Interdependence: that is, each team member needs the experience, skill and
commitment of the others to achieve mutual objectives.

 Effective communication: closely related to the previous one, since the leader and
team members must exchange information and feedback to know how they are doing
and how they can improve, as well as being clear about what their colleagues need from
them to improve their work.

 Efficiency in performance: all participants must be convinced of the idea that the work
team, if it is truly efficient, always achieves better results than individuals working in
isolation.

 Accountability: the team must be accountable for its actions and achievements.

 Leadership: good leadership makes it possible for the work team to achieve its
objectives. To do this, the leader must have a vision of where the organization is going,
be able to communicate the goals to his team so that efforts are directed in the right
direction, and recognize the efforts made, praise when they are working well and
redirect when they are not.

 Positive thinking: allowing new and innovative ideas to emerge. The

errors are considered as opportunities for learning and growth. The

3
 Unit 3: Strategies that Promote Teamwork
High Performance Teams" Workshop for Graduates

risk-taking in pursuit of creativity is encouraged and new ideas are stimulated.

 Well-defined ground rules: often created by the same team

to regulate what is allowed and what should not be tolerated. They should be formalized
so that they are not interpreted subjectively.
Identify areas of opportunity: If there is someone in the team who does not cooperate
as well as the others, is hostile, lags behind or simply does not want to cooperate, it will
be necessary to investigate privately with that person, observe the reason for his
attitude to identify if he is a good element or not for the team and what is the best
alternative for him.

Promote cohesion: A fundamental point of teamwork, since it is the factor that keeps
everyone together, and a good way to generate and reinforce it is through integration,
relaxation and coexistence activities among the team, whether inside or outside the
company.

Emphasize the importance of communication: Emphasizing the importance of the

degree, quality, quantity and intensity of communication is a good way to raise
awareness that communication is the best tool to end interpersonal conflicts and
promote freedom of expression and mutual respect.

Listen and be listened to: It is essential for team cohesion and collaboration that the
team feels listened to by its leader and the leader by his team, as this eliminates gaps
such as "I could not say this out of embarrassment or fear of being made fun of".

Incentivize the team: This can be achieved through programs such as "employee of the
month", "assertive/communicative/cooperative employee of the month" through voting
by the entire work team, extra bonuses, extra day off, in-kind rewards, birthday
celebrations, etc.

Encourage a good work environment: An environment in which people work with their
"shirt on", with pleasure and not out of necessity or obligation, because that is when
stress and pressure begin to invade the team and lower its performance. This can be
achieved with attitudes of kindness, respect, motivation, understanding and harmony.

4
 Unit 3: Strategies that Promote Teamwork
High Performance Teams" Workshop for Graduates

Specify the difficulties you detect for the implementation of each strategy in the work teams.

Lack of leadership: When leadership is inefficient, the entire team is inefficient.

Lack of trust: Impedes commitment to others and the identification of a shared

objective.

Poor communication: It impedes the fluidity of relationships and fosters discussions on

poorly disseminated concepts.

Confusion of roles: It encourages ambiguous procedures that disperse the focus of

work.

Lack of training: Continuing education has been seen as a necessity in an increasingly

changing scenario.

 Lack of teamwork: a very individualistic mentality can lead to a distrust of others, and
in such situations it is easy to misinterpret certain behaviors and attribute them to a
desire to stand out from co-workers.

 There are no clear goals: When these are not specific and are not correctly
transmitted to each team member, there will not be the necessary cohesion we are
looking for to achieve the objective.

 Toxic coworkers: work conflicts may appear without any intention, however, at other
times, toxic people create a bad environment wherever they go, especially at work.

Toxic bosses: Toxic bosses tend to be: arrogant and poor communicators, autocratic,
inflexible, controlling and discriminating.

 Prejudice (machismo/racism): Prejudice is a source of conflict in different spheres

of life, and also at work. Colleagues who do not tolerate people from other parts of the
world or with a different skin color, bosses who treat their female employees in a sexist
manner.

5
 Unit 3: Strategies that Promote Teamwork
High Performance Teams" Workshop for Graduates

 Mobbing: Mobbing can be between employees, from the employees to the superior,
from the superior to the employees or from the organization to any of its workers.
Mobbing not only affects job performance and causes serious conflicts, but can also
cause serious psychological problems for the person who suffers it.

 Resource conflicts: Overwork may be due to obligation as in the previous case. But it
can also happen that the company's lack of resources (fewer workers than it should
have, poor personnel management, etc.) causes workers to come into conflict with the
company or to feel stressed and burned out.

 Unclear guidelines: not having a correct idea of what should be done or what is
expected of a worker. Role conflict creates conflict among workers and is also one of the
most common causes of work-related stress or burnout.

Conclusion

In this case report on the Carefusion company, emphasis has been placed on the
collection of information regarding the importance of "Working in High Performance
Teams", based on the knowledge, analysis and theoretical support material that form
the fundamental basis for the management of these human resources today. In the
same way, the sample interviewed eloquently reveals the importance of training,
education and the creation of a healthy work environment in the modern company, not
only because the current conditions of globalized economies demand it, but also because
without these tools no company can be competitive, perform, meet or achieve its
objectives, and be profitable.

I believe that the formation of high performance teams has become a necessity within
organizations to achieve objectives efficiently, making the most of the capabilities of the
people who participate in it, generating in turn a supportive environment and fostering a
commitment to do things well, demonstrating that when there is good communication
and effective leadership, you can have successful results.

It definitely seems to me a good way of working, but it is very important to consider all
the factors involved in the formation of high-performance teams so that the expected
results can finally be obtained.

Bibliographic References

6
 Unit 3: Strategies that Promote Teamwork
High Performance Teams" Workshop for Graduates

Águila López, José. Leader Management (2003). Barcelona, Editorial Ariel, S.A., 1st Edition.

Albañez, Jesús (1996).

Teamworkhttps://www.monografias.com/trabajos11/funpro/funpro.shtmlIntegrationCourse . Mexico:
McGraw-Hill Interamericana, 1st edition.

Campos Pinar, María Isabel (2001).Relaciones Interpersonales y Trabajo en Equipo. Mexico, DF. Alcalá
Training.

Davis, Keith, Newstrom, John. (2002). Comportamiento Humano en el trabajo, Mexico: McGraw-Hill
Interamericana, 11th Edition.

Del Rosario Nerys (2008), Formación de Equipos De Alto Rendimiento. Mexico: Cuauhtemoc.

Ezequiel Ander, Aguilar María (2001). Teamwork. Mexico, Editorial: Progreso, S.A.

Garcia, Garibaldy. (2004) Psychology, Management and Common Sense. Dominican Republic, Editora
Búho.

George Bohlander, Scott Snell, Arthur (2001). Administración de Recursos Humanos, Mexico: D.F., Twelfth
Edition.

Germán Donnola IG, Competitive Teams, Team Development. (JCI Argentina).

Gido Jack, Clements James. (1999). Successful Project Management. México, Thomson Editores, S.A.

Katzenbach, Jon R. Smith, Douglas K., (1996). Sabiduría de Los Equipos, Madrid(Spain), Editorial, Díaz de
Santos.

Lussier, Robert N., Achua, Christoper F. Liderazgo, (2005), Mexico, D.F., International Thomson Learning,
Editores.

M.T. Palamo, María Teresa (2008), Leadership and Motivation of Work Teams. Pozuelo Alarcón, Madrid,
5th. Edition.

Santos, Diaz. (1998). Gestión Eficaz del Trabajo en Equipo, Spain: Madrid, Editora Díaz De Santos, S.A.

Challenges based on the training of the company "carefusion". (2013, February 22). Retrieved from
http://webcache.googleusercontent.com/search?q=cache:ErTiZvrhVXsJ:redsocialeducativa.euroinnova.edu.es/
pg/blog/read/674230/retos-y-desafos-basado-en-la-capacitacin-de-la-empresa-carefusion &cd=2&hl=en-
419&ct=clnk&gl=mx

Lockwood, N. (n.d.). High performance equipment. Retrieved from

http://www.shrm.org/foreign/espanol/pages/teamsperformance.aspx