Introduction
Impressed by the culture and performance presentation, the CEO has invited an employee to a seminar on motivation, believing it may be linked to organizational performance. Noting that traditional motivational theories often fall short, the CEO, influenced by Bill Parcells’ leadership style, recommends reading Parcells’ Harvard Business Review article before attending “The Secrets of Great Teamwork” seminar with motivation and performance experts.
The secret to great teamwork is motivation, which leads to performance in a place where individuals are expected to work together to yield good results. The enactment is an interaction function between people’s ability, environment, and inspiration. The desire to achieve a specific goal eventually results in goal-directed behavior.
A leader must put effort, persistence, and patience into getting the outcomes they want from their subordinates. Bill Parcells’s article about concepts of motivation and performance relishes confrontation. Managers should encourage teamwork in the workplace since it simplifies tasks and facilitates an organization’s success, growth, and self-development.
Seminar
Strengths
The seminars offered attendees information on how an organization can achieve its goals through teamwork. Participants received specialized knowledge from industry experts who have made it in their businesses. The subject was intense and focused on employees who needed more chances for extended courses.
The training comprised simulations and skills modules that offered interaction, equipment troubleshooting, and exploration for easy learning. It also provided networking opportunities for discussing challenges and solutions with peers. The attendees’ spirits were boosted since the company proved to be a valued member of their group. The experts presented professionally, involving life experiences that made the sessions enjoyable.
Weaknesses
The company incurred high costs for accommodation and training fees because the seminar venue was expensive. Employees who attended the conference spent time away from their duties, which compromised their responsibilities, which remained unattended. The original facilitators of the article that was discussed were absent. Thus, the participants still need to get the information from the original motivator.
Chances were not all the experts invited to speak were knowledgeable, and they could have shared inaccurate information. The attendees expected too much, which the summoned speakers needed to deliver. The facilitators were unprepared for this particular seminar because they did not have other materials to discuss apart from this one article for Parcells.
Presentation
Agreeable Aspects
Some experts tackled the topic very well and engaged the participants through activities in small groups. The presentation demonstrated how a leader can motivate a team by encouraging the juniors to take charge of the people they lead. It elaborated on how confrontational power can yield good performance.
The training also covered the motivational areas that put a team to work. The participants were lectured about a clear direction for the people they lead because this enables the team to work towards a common goal. Picking the right people in a team was also mentioned (Haas & Mortensen, 2016). Offering a supportive context that shows that employees are valued.
Disagreeable Aspects
The experts generalized the topic since the attendees were from different industries. Challenges faced by one organization differ from those of others due to the nature of activities and work. Therefore, no specific issue was touched on that many companies represented were discussed.
Dynamic cultures dictate the behavior of employees, resulting in different kinds of management. Every organization has its culture and different structure, thus, varied practices. The seminar targeted only team leaders, so the content could not fit an attendee who is not a manager or supervisor. The training did not tackle any motivational theory as expected.
Present State of Motivation
Currently, the organization I work for has employees who are demotivated due to too much work, which is matched by low remuneration. There is a lot of micromanagement, and supervisors need to offer workers a chance for autonomy and innovation. Lousy quality of work because of tools and equipment deficiency, resulting in decreased productivity.
Most workers have increased their activity on professional networking sites, meaning they seek jobs elsewhere. Consistent late coming and absenteeism have become the norm at the place. A pathetic attitude has been noted in some levels of staff, and they seem stressed and bored while at work.
Changes to Be Made to Improve the Organization’s Performance
Employees should be paid well to feel valued in the organization. It is easy for an employer to retain talented individuals if they have fair remuneration. Workers can be encouraged through training in new skills and changes in responsibilities. Lateness and absenteeism should be confronted with the power, and a stern warning should be issued to the victims.
Enough tools and equipment should be provided to ensure efficiency. Leaders should leave workforces to work independently since this improves creativity and self-motivation (Ciobanu et al., 2019). A pathetic attitude is minimized by bringing in more positive people. Long-term valued employees need sufficient challenges to eradicate the issue of boredom.
Facilitators’ Reaction to Parcells’ Article
Bill Parcells’ article brought a mix of reactions from the seminar facilitators. The message needs a strong and focused person to put things into practice. Training and ensuring the trainees followed the content were challenging since only some points were easy to understand.
Elaborating on some points was problematic since the attendees came from different fields with dynamic challenges and environments. The experts were dealing with different personalities, and they enjoyed the interaction. Participants’ responses motivated them to share more life experiences, thus making the sessions lively and more educational.
Personal Evaluation of Parcells’ Article at the Seminar
To perform and lead a team, leaders must have confidence and love their work. Picking the right people for a specific task results in great organizational performance. Management must make tough decisions to ensure that the right path is taken. Taking charge when leading is a way of showing cooperation at work.
A department should be evaluated regularly to review its output, individual development, and collaborative ability (Parcells, 2000). Team members should be rewarded occasionally depending on their performance, as this excites them. Confrontation is healthy, and subordinates respect seniors who stand on their feet and command authority.
Conclusion
Motivation helps achieve both organizational and personal goals. When employees are motivated, they are satisfied with their jobs, resulting in good performance. It is recommended that leaders encourage teamwork since this eases their jobs and saves time for everyone involved. A group more effectively and efficiently completes tasks than an individual.
A proper reward system should ensure employees feel appreciated and valued. The environment should allow workers to grow their careers and share ideas with other colleagues. Bill Parcells’ article is educational, and leaders should understand their teams and group them according to their abilities. Leaders may experience a tough time turning around a team, but they yield the best performance once they succeed.
References
Ciobanu, A., Androniceanu, A., & Lazaroiu, G. (2019). An integrated psycho-sociological perspective on public employees’ motivation and performance. Frontiers in Psychology, 10, 36. Web.
Haas, M., & Mortensen, M. (2016). The secrets of great teamwork. Harvard Business Review, 94(6), 70-76. Web.
Parcells, B. (2000). The tough work of turning around a team. Harvard Business Review, 78(6), 179-184. Web.