Roles And Responsibilities Of Team Members For A Successful Project

Roles and Responsibilities of Team Members

Question:

Discuss about the Analyse The Weakness And Strengths Of The Team Members.

Earlier performance report of every team member to analyse the weakness and strengths of the team members

The meeting was initiated by General Manager of the company who have introduced the new project to the team members (Schaufelberger & Holm, 2017). He analysed the overall performance reports of the team members and mutually took decision over the roles of each and every member of the team. The meeting has ended up with the conclusion that every team member has to develop some of the skills that are required in the project to be successful.

General Manager: team management, conflict resolution, development of objectives, monitoring the performance

Sales manager: dealing with the clients, designing the documents

Finance manager: financial management , maintaining records

Automotive engineer: resolving issues of the clients, risk management

Workshop manager: WHS, designing and maintaining the records, maintaining the cars

After sales manager: serving the customers (Kerzner, 2013). 

Skills required:

General Manager: communication skills, conflict resolution skills, team management skills, time management skills

After sales manager: communication skills, product knowledge, influencing skills

Workshop manager: product knowledge, technical skills

Sales manager: communication skills, process and product knowledge, market research skills

Finance manager: market knowledge, technical skills, budgeting knowledge, time management skills (Wallensteen, 2015). 

• Everyone has to develop their own personal development plan and requirements of training.

	Skills required to be developed	Skills gap percentage	Set KPI’s	Training type required
General manager	Conflict resolution skills	50%	Review of team conflicts	Role play
Sales manager	Communication skills	40%	Customer satisfaction score	Session
Automotive manager	Designing skills	60%	Review of documents	Session
workshop manager	Documentation skills	70%	Review of documents	Classroom training
After sales manager	Influencing skills	60%	Customer satisfaction score	Mentoring

As far as the issues are concerned, it has been analysed that the common issue of communication gap and improper trainings has been found (Autesserre, 2014).

Solution:

This issue can be resolved by taking feedbacks from the team members itself to explain about their own requirements of trainings. This will help in taking mutual decisions (Edgar & Rahim, 2015).

When a bid proposal is made, it needs to be communicated to the clients so that they can participate in the bid. This requires a process to be followed.

Step 1: as initial level, a bid needs to be prepared including all the specifications of the car along with all the condition that needs to be followed by the lessee.

Step 2: after preparation, the prospects for the bid needs to be selected to whom the bid proposal is to be sent.

Step 3: this is the step that actually requires communication media to be involved. Here the bid proposal sends to be sent to the clients through e mails in this case. Confirmation of the proposal on calls is also required.

Skills Required

Step 4: follow up needs to be taken and query should be resolved on calls or in meetings. The interested client show their presence on the day of bid at the venue mentioned.

Communication policy:

• Friendliness along with formal behaviour is necessary for the communication between the company and the client.
• The proper follow is must for a better communication with the client so that la the queries can be resolved.
• The communication should be made two way and needs of the clients should also be discussed

(Annosi, Magnusson & Brunetta, 2016).

• Development of commercial and legal system that offers projects based on specifications to the clients.
• Defining the scope of delivery strategically.
• Calculation of cost and budgeting of the project along with the sales price in cooperation with the sales department.
• Management of bid proposal timely
• Supporting the sales person for negotiation at the communication site.
• Preparation of the supporting document for the clients and for internal reviews of the project.
• Taking regular feedback of the each and every team members working for the bid proposal project
• Travel requirements for making the project successful.

TEAM meeting for taking the responsibilities:

Attendees:

General Manager

Sales manager

Automotive manager

Workshop manager

After sales manager

Agenda of meeting:

• To delegate the responsibilities to each and every members o the team as per their specifications and requirements.

This is the meeting that focuses on delegating the roles and responsibilities to the team members as per their specifications. This meeting has ben conducted so that every team members can get the idea that what they have to do to contribute their art in the project success. Delegating the duties helps in clarification of the roles and reduced the chances of team conflicts.

General Manager	Managing the overall team       Managing the bid proposal       Review of the team performances       Delegation of duties       Travelling where required
Automotive manager	Supporting in developing the bid proposal       Making the specifications of the vehicle in the proposal       Resolving the queries regarding the vehicle specifications
Sales manager	Developing the leads for the bids       Negotiating with the clients
Workshop manager	Supporting the team members in their activities       Supporting after sales services
After sales manager	Dealing with the clients after sales       Resolving their issues
Finance manager	Creating budget in association with the sales team to take decision over the prices and the cost of the overall project

This is the procedure that needs to be followed so that any of the corrective actions can be implemented in between the process of the project to make it more successful and efficient.

1. Reviewing the activities: It is the step where all the activities that have been set for the project needs to be reviewed at every level so that any deviation from the set standards can be determined and correction can be made at that time only.
2. Comparison: Comparison from the set standards is required so that the gap can be analysed.
3. Implementation: the contingency plan need to be made so that it can be implemented in order to make the plan
4. Follow up: follow up is also required again at every level so that it can be monitored.

(Schippers, Homan & Knippenberg, 2013)

In this case, the corrective action can be implemented only when the team conducts a meeting in which the issues can be discussed. Following is the action plan for the bid proposal:

Activity	Description	Responsibility
Meeting	All the members of the team needs to show their progress report	All the team members
Analysis of the reports	It is the step where the reports of each of the members is analysed and cross checked	General manager
Gap findings	The issues in the performance is to be found	General manager
Discussion	Discussion amongst the members is done in order to convey the issues	All team members
Corrective actions	Brainstorming is done by all to correct the issues	All team members
Implementation	Implementation of the corrective actions is done	All team members

This is the plan that describes the role of a general manager and contribution in the overall project management task (Dyer & Dyer, 2013). This plan provides the description of all the roles and responsibilities that have been conducted by the general manger in this case.

Roles and responsibilities by General Manager:

Delegation of duties:

It is the first responsibility that has been fulfilled as a general manager. Under this, all the duties and responsibilities are delegated to the specific individuals of the team members as per their requirements and skills (Clegg, Kornberger & Pitsis, 2015).

Review and monitoring:

As a General manger, it is required to review the performance of each of the team members and monitor their activities property so that corrective actions can be taken anytime where the deviation has been observed (Lanaj & Hollenbeck, 2015).

Supporting the members:

It is the basic reasonability of the General manger to support all the team members in performing their duties effectively so that the performance of the overall team can be improved.

Proper information flow:

This project requires the coordination of the members to perform effectively and thus it is required by the general manger to conduct the meetings timely so that the flow of information can be smooth between the team members (Cottrell, 2015). 

Conflict resolution

It is basic requirement when two or more members work in team. This is because different people have different opinions and thus may lead to conflicts between the team members. The general manager has to show them skills to resolve these issues and to come up with a mutual decision (Wellington, 2015).

References:

Annosi, M. C., Magnusson, M., & Brunetta, F. (2016). Self-organizing coordination and control approaches: the impact of social interaction processes on self-regulated innovation activities in self-managing teams.

Autesserre, S. (2014). Introduction to" Peaceland: Conflict Resolution and the Everyday Politics of International Intervention". Peaceland: Conflict Resolution and the Everyday Politics of International Intervention, 1-19.

Clegg, S. R., Kornberger, M., & Pitsis, T. (2015). Managing and organizations: An introduction to theory and practice. Sage.

Cottrell, S. (2015). Skills for success: Personal development and employability. Palgrave Macmillan.

Dyer, W. G., & Dyer, J. H. (2013). Team building: Proven strategies for improving team performance. John Wiley & Sons.

Edgar, P., & Rahim, S. A. (Eds.). (2015). Communication policy in developed countries (Vol. 4). Routledge.

Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Lanaj, K., & Hollenbeck, J. R. (2015). Leadership over-emergence in self-managing teams: The role of gender and countervailing biases. Academy of Management Journal, 58(5), 1476-1494.

Schaufelberger, J. E., & Holm, L. (2017). Management of construction projects: a constructor's perspective. Taylor & Francis.

Schippers, M. C., Homan, A. C., & Knippenberg, D. (2013). To reflect or not to reflect: Prior team performance as a boundary condition of the effects of reflexivity on learning and final team performance. Journal of Organizational Behavior, 34(1), 6-23.

Wallensteen, P. (2015). Understanding conflict resolution. Sage.

Wellington, J. (2015). Educational research: Contemporary issues and practical approaches. Bloomsbury Publishing.