They include interdepence among team members, teamwork and affiliation, varied leadership, motivation and trust among members. The decision Tech’s ineffectiveness was as a result of ignorance to the above basic attributes. The dominant aspect which contributed to failure in the company was a poor organizational structure.
An organizational culture is a framework of set norms or values which dictate behavior in a particular organization. Individuals are guided by unspoken rules which they must adhere to as members of team. There was lack of effective communication among the executives in the company which created enormous blocks to effective decision making. Members hesitated to give their views, and simultaneously failed to regard other’s opinions. This brought about friction and lack of cohesion in the team where individuals concealed their mistakes and solely blamed the participating decision makers. Issues of diversity were not dealt with since there was minimal or conceited interaction. Consequently, lack of transparency crept in and trust was no more in the team. Decisions made lack foundation as the executive members refrained from responsibility. They evaded meetings and dreaded participating in any activities that demanded collective effort. This weakened the implantation of policies in the Decision Tech and slowly extinguished the morale’s fire in teamwork.
In establishment of team norms in the norming stage, members don’t give in to the vulnerable illusions. They build faith in themselves independently and shun external influences regardless of their origin or the nature of assistance they bring in. They’ve got confidence in the decisions they make and don’t agree to the fact they make mistakes as human beings. Members concede less to pressure and tend to avoid distracting ideas or delayed gestures in making conclusions
In Decision Tech, there are behavioral norms which had