So, effective and efficient groups work provides security and social satisfaction for customers and organization supporting individual needs and promoting communication, formally or informally. Recent trends underline the important of client-oriented relations and high level of cohesiveness in working groups which ensures clients satisfaction and improve service level. (Buchholz and Roth 1987).
The advantage and benefits of working in teams are joined actions of all team members and an opportunity to work on complex problems and solutions. For this reason, team work plays a crucial role as it is concerned with provision of services for the diverse client population. Design of a team and effective leader can be seen only as tools for providing effective support. Neither a group work nor a leader in isolation cannot secure effective work of modern organizations. Group work is a complex notion which depends upon different strategies and methods. Modern organizations deal socially and economically with diverse settings. The class-based approach has a tendency to foster autonomy of client population. ...
(Dickson and Hargie 2003).
The main challenge of team work is effective communication and coordination of all team members, motivation and rewards. In general, a work team can be defined as a group of individuals working interdependently to solve problems or accomplish tasks. Teams are a powerful design option for organizations that hope to meet the challenges of increased global competition, improve output quality, and address the social needs of the ever-changing global workforce. However, the success or failure of work teams in multinational organizations will depend largely on communication. Effective communication requires that HR practitioners adapt key assumptions about motivation, structure, and accountability. Adapted assumptions must support lateral thinking, collaboration, interdependence, a focus on process, permeable boundaries, and mutual responsibility. Following LaFasto and Larsen (2001) the "key ingredients" for successful teamwork are "openness, supportiveness, action orientation and personal style" (p. 5). Work teams are most effective when there is high task interdependence or a high degree of coordination and collaboration required between team members to accomplish tasks. Thus, a group of insurance sales agents who are geographically dispersed and have little interaction with one another to carry out their tasks would most likely be an inappropriate context in which to implement teams. The agents would probably see such an effort as an empty, poorly developed strategy designed to capitalize on a management fad. Work teams are also more appropriate when the tasks that their members carry out are complex and well designed (Dickson and
Recent years, team work becomes very popular in organizations. Because self-managing members are working on permanent teams, the effort and expense involved in changing compensation structures is often justified. However, in more temporary teams, such as cross-functional or problem solving teams, other types of HR policy changes (for example, altering an evaluation system to include team behaviors) may be more appropriate to encourage positive behaviors.
This is particularly factual for the administration of persistent situations. This article presents a brief account of self-management. It provides three self-management tasks - health management, responsibility management, and emotional management - and 6 self-management abilities, which are (1) analytical approach; (2) taking right decisions; (3) proper use of resources; (4) the development of a receiver-provider rapport; (5) strategy formation; and (6) self modifying.
Team Dynamics The concept of team spirit is derived from the ability to perform as a group due to various factors that will play to boost harmony. This constitutes what is also commonly referred to as team dynamics. It is common to realize that most of the class assignments we undertook in class the previous semester were done as group work.
This paper looks at conflict resolution process in teams with an aim of analyzing how conflicts affect teams.
Business organizations are constantly striving to achieve efficiency and effectiveness on the part of the work force. The numerous challenges organizations are faced with such as competitor activity and unfavorable business environment all play a very important role in determining the success of the organization.
According to the author, human resources output is higher when the employee’s function as a team than it is the case when employees do not work as teams. A synergetic effect is what results when organizations embrace team spirit. However, creating functional and efficient teams calls for expertise, tolerance and a lot of motivation.
In order for a team to work in an efficient manner, cohesiveness has to be achieved. Cohesiveness is the degree to which members are attracted to a group, the sense of team spirit, and the willingness of the members to coordinate their efforts. Achieving such a state is important because it prevents undesired work outcomes such as poor performance.
This paper examines the application of the Six Sigma concept to a fictional organization. The paper will be based on a scenario whereby the writer should apply the principles of Six Sigma to a business with production teams spanning across
Group task entails the application of a complex model which has different components which acts at individual level but contribute as whole for the execution of the assigned task. In respect of our group some of the aspects of the behavioral model that encompasses group task included;