HRMM055 – Management and Organisational Behaviour Assignment 2
Submission Date: 10 January, 2014
Submitted By: Punnoose K Chacko
Student ID: 13431986
WORKING IN GROUPS AND TEAMS
Role of Team Leader
Case Study on effective team management
Relation between Organisational Culture and Effectiveness
Types of Structures
As I have been working with people of mixed nationalities, in an organisation that deals with marine construction, I have decided to base this assignment on the following topics that I have felt play a very important role in the smooth running of project and helps us to achieve our goals without facing too many obstacles. The topics are “Working in Groups and Teams”, “Organisational Structure”, and “Organisational Culture”.
Being a team leader / project coordinator, it is vital that I am able to understand the cultures of my team members and find the most effective way of assigning work in order to get the job done. One of the few ways I have understood of getting the most out of people is to try and maintain teams consisting of people with similar character types. A thorough understanding of the working structure in the organisation by all personnel involved is also another way to maintain smooth flow of work as everyone is aware of what their responsibility is.
WORKING IN GROUPS AND TEAMS
In order to achieve effectiveness in working in teams, one should first understand how working in a team differs from working in a group. Laurie Mullins (2013, p.301) describes that unless a group of people work towards a strong and common goal together with the understanding that they will be able to achieve their complete purpose as a together rather than individually – then only can they be called as a team. She goes on further to explain about formal and informal types of groups, where the formal groups are created by the organisation itself for the purpose of achieving its goals. Informal groups are defined more on personal relationship and are created by the people in the organisation for social purposes. From personal experience, I have seen groups that can be formal and informal at the same time. This comes about when the formal group created by the organisation comprise of people who are having similar characteristics / personalities and are able to bond together well.
From my experience in the ship construction field, we had a lot of teamwork involved in the course of the project. It was experienced that not all people can work smoothly together as a team in a group. This can be confirmed by what Tyson, S. (2006, p.25) means by stating that highly cohesive groups are more productive than groups that are less cohesive. As a team leader, it was crucial to know which people could work together to perform which all works. It can also be said that sometimes smaller highly cohesive groups will be able to produce more productivity than larger less cohesive groups.
After know the advantages of working in teams over working individually, the main question to be answered is, how does one create effective teams? David, C. (2012) in describes three critical components for creating effective teams.
The first component is that all members of the team need to have skills that are complementing to each other in order to attain the goals of the team. Each member should bring to the team specific technical proficiencies that can be related to that of other members. Members should all be able to relate in terms of their technical proficiencies that they bring to the table. Team members need to perform as members on a sports team do – each doing their part to the best to achieve the final goal.
The second critical component is that all team members should...
References: Mullins, L. with Christy, G. (2013) Management & Organisational Behaviour. 10th Edition. Great Britain: Pearson Education Limited
Tyson, S. (2006) Essentials of human Resource Management. 5th Edition. The Netherlands: Elsevier Butterworth-Heinemann publications
David, C. (2012) How to achieve organizational excellence with effective teams. Smart Business [online]. Available from: http://www.sbnonline.com/component/k2/5-cleveland-editions/22766#.UtkmRvQW0kp [Accessed 18 December 2013].
Schein, E. H. (1985) Organisational Culture and Leadership. San Francisco CA: Jossey-Bass
Sathe, V. (1983) Implications of corporate culture: a manager’s guide to action. Organisational Dynamics 12(2), pp. 5-23.
Lim, B. (1995) Examining the organisational culture and the organisational performance link. Leadership and Organisation Development Journal. 16(5), pp.16-21.
Kotter, J. P. and Heskett, J. L. (1992) Corporate Culture and Performance. New York: Free Press.
Saxena, I. (2000) Corporate culture and organisational performance: A comparative study of manufacturing organisations. Management Review (March 2000): Indian Institute of Management, Bangalore.
Suttle, R. (n.d.) Organizational Structure & Effectiveness. Small Business – Chron [online]. Available from: http://smallbusiness.chron.com/organizational-structure-effectiveness-3813.html [Accessed 31 December 2013].
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