Team Role Paper

Team Role Paper Learning Team A COM100: Introduction to Communication Jan Bozwell, instructor Team Roles Working in teams can be a tricky task for a good majority of people, but being able to designate roles to each team member can help promote the teams effectiveness, cohesion and advance the project completion. Designating roles for the members of a group can increase effectiveness because it helps cater specific roles to a specific need that supports the team’s collaborative effort. Some roles that help in this effort are the leadership role, the encourager, analyst, and a secretary.
Each role has a certain responsibility that can ensure success and effectiveness. The leader is one of the most important roles, the leader helps keep the group on task; he/she maintains the schedule of meetings, and deadlines. The encourager helps guide the discussion to maintain a forward momentum. The analyst is the facts checker; their main responsibility is to make sure that information is correct (Indiana University: Bloomington, 2012). The final role belongs to the secretary, this person’s responsibility is to make sure ideas are recorded and submitted on time.
Each designated role plays a major part in the effectiveness of the team’s final project. Effectiveness of a group is paramount in keeping a group on track and maintaining a deadline, but cohesion can be just as important for a team. By assigning roles to individual team members, you’re building cohesion. Individuals possess a variety of strengths and weaknesses which can often complement each other in a team setting. The strengths of one team member may help balance the weaknesses of another. By splitting a project into smaller tasks based on individual strengths, team members are forced to trust and rely on one another to omplete parts of the project. When tasks overlap or are ready to come together, communication between team members helps create unity as the team works toward a common goal. Giving roles to members of a team also creates a sense of ownership and pride in the overall project. When individuals are invested in a project, they are naturally drawn closer to others with a similar goal. According to Stahl (2012), “Working together, each bringing our gifts and not only valuing, but seeking those of others enables us to create the best possible solutions. ” (p. 6) When people see the value others are able to provide to the quality of a project, a mutual sense of accomplishment brings them together. Being able to bring team members together on a project they feel pride in, allows for the best possible work to be put forth. But, not only does taking pride help, but effective meetings and an equal share of responsibility helps keep the team on task. Assigning roles and responsibilities in a team is essential for project completion. When a team leader wants to achieve excellence with the group, the selection of tasks will be optimized if they use all of the member’s experiences and skills.

The single most important goal in team success is having effective team meetings. Team meetings create responsibilities for team members so they are up to date on the project deadline. The more communication and the more goal oriented a team is, the better the outcome of the project. Kennedy (2008) says, it is always important to maintain focus and create responsibilities for the task and team. When these responsibilities and roles are established it creates common expectations. A timeline is essential as well, as far as setting date on completing projects and checking in.
Successes of projects come with being responsible, and communication within a team. Being able to designate roles can help tremendously, allowing a team to complete their assignment promptly and efficiently. Team members are more engaged when they have a clear outline of the work at hand, and what is expected of them. As well as feeling like they’re part of the finished product, no matter what their role turned out to be. By focusing on individual strengths, sharing the work load and allowing for equal input, you push team cohesion and effectiveness to its limits.
References Indiana University: Bloomington. (2012). Teaching and Learning. Retrieved from http://www. teaching. iub. edu/finder/wrapper. php? inc_id=s2_5_group_03_designate. shtml Stahl, M. (2012, June). Creating Dynamic Teams–The Power of Working Together, Stronger, Bolder!… Dynamics of Critical Care 2012, Vancouver, British Columbia, September 23-25, 2012.. Dynamics, 23(2), 36. Frances Kennedy. (2008). Successful Strategies for Teams. Clemson University. Retrieved from http://www. clemson. edu/OTEI/documents/teamwork-handbook. pdf

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