1. ABSTRACT
The script highlights the ‘plant’ member of the team as a perspicacious and pragmatic individual who is a source of innovativeness and unconventional thoughts. A discussion on the positives and negatives of a plant member is attempted. It describes the controversial decision to entertain competition among team members. The phases of conflicts, cooperation and professionalism as part of the group dynamics of the team in focus are elaborated. Forming and storming are categorised as phases of conflicts. Norming and performing are identified as stages of cooperation and professional behaviour. The script highlights the phases of cooperation and relates it to “ethnorelativistic learning”. Ethnic diversity is perceived as an advantage in terms of the knowledge pool and its function as a morale booster. Professionalism is viewed as a semi permeable membrane functioning as a panacea to convert all conflicts into healthy competition. The ineffectiveness of student groups as self-managing team without an influential leader who has genuine authority over the members is emphasised. Further it mentions the frustration due to inclusion of sub-standard team members and inadequacy of a student’s group to effectively deal the issue. It ends with the discussion on negatives of unethical professionalism which tends to wipe out values and relations.
2. Review of the applicability of Belbin profiling on the individual.
a. Positives
Belbin’s profiling technique –BTRSPI (Belbin’s team-role self perception inventory) categorised the student in focus as a ‘PLANT’. A learned person with intelligent and innovative thoughts, problem solver, being unconventional are few characteristics associated to those who...
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...s team role theory of effective groups’, Journal of Management Development, 18(8), pp. 652-665 Emerald [Online]. Available at: http://www.emeraldinsight.com/ (Accessed: 22 November 2009).
12. Simkhovych, D. (2009) ‘The relationship between intercultural effectiveness and perceived project team performance in the context of international development’, International Journal of Intercultural Relations, 33(5), pp. 383-390 ScienceDirect [Online]. Available at: http://www.sciencedirect.com/ (Accessed: 21 November 2009).
13. Watson, W., Cooper, D., Torres, M.A.J.I.N.T. and Boyd, N.G. (2008) ‘Team processes, team conflict, team outcomes, and gender: An examination of U.S. and Mexican learning teams’, International Journal of Intercultural Relations, 32(6), pp. 524-537 ScienceDirect [Online]. Available at: http://www.sciencedirect.com/ (Accessed: 18 November 2009).
According to Northouse (2012), team leadership has become one of the most popular theories of leadership research. A team refers to a group of employees within an organization, who are interdependent of each, and share a common goal which can only be realized through coordination of their activities. Actually, this can be attributed to the fact that team members typically have dissimilar and unique roles that represent critical contributions to collective action. It goes without mentioning that a team can either be virtual or non-virtual (Tiffan, 2014).
The initiation of intercultural effectiveness can be derived from behaviour impacted by its cultural differences and “cultural self-awareness includes recognition of one’s own cultural influences upon values, beliefs, and judgements, as well as the influences derived from the professional’s work culture” (Winkelman, 2005, p. 9)
A group of people working on a team means a group of different sets of minds working together. Thus, it is inevitable that there may arise conflicts on a certain topic within the team, as certain viewpoint may seem right for the circumstances for some teammates and may different for others. However, it is not that they are not solvable.
Upon completion of these assessments, the work place team is then formed, acquiring team members based upon the needs of the project, mission or goal of the team. The team then proceeds to learn about each other. In learning about one another, individual learning styles must be identified to gain an understanding of how to maximize team performance by capitalizing on team members' strengths via learning styl...
Cultural diversity is an essential piece of the team-building puzzle. As stated earlier, a heterogeneous team usually equals a successful team. A culturally diverse team brings the obvious cultural differences in language, dress and traditions to the table. In addition, less tangible characteristic such as moral values are equally, if not more important. These different methodologies and teachings help influence the team's direction. Persons of Western culture will have a different set of beliefs and methodologies from those of Middle Eastern or Eastern ethnicity. When team members take the time to learn and understand each culture's moral value, the result is a strong team foundation. High performance teams take and incorporate these cultural differences and use these different beliefs and values to attain the team goal.
According to former American Businessman, Henry Ford, he describes working as a team as, “Coming together is a beginning; keeping together is progress; working together is success.” When working with a group there will always be struggles and roadblocks that could lead your group to any form of success. However, it takes a successful group leader who is able to keep the group working together to reach the common goal as working as one. This paper will demonstrate the integration and understanding of group dynamics and structure. I have selected the Delta Alpha Pi Honor Society to discuss the following five main principles in each group: the purpose of the group, the individuals and their roles of the group, the structure and the norms that
People work in groups or teams everyday whether in their career, education, political organization, church, or any other social setting. Conflict while working in teams or groups is inevitable. When taking people of different backgrounds, personalities, moral, and ethical beliefs and putting them together in a group, conflict will arise. The key to achieving your team goals is to construct and conquer your goals with keeping the greater good of the team in mind. Conflict as it arises should be combated and abated through swift and thorough resolution techniques. When dealt with properly conflict resolution can give rise to a cohesive and productive team.
Project managers working in a global environment must recognize the various ethnic and sociopolitical challenges involved.
When working on a group project, there are certain skills that are required to make sure that the tasks are being carried out smoothly. With that in mind, it is critical to keep an open line of communication as well as an understanding of the other individuals in the group. The following scenario is of a group project I was a part of that had a breakdown in the two points expressed above.
Belbin's Team Role Theory Based on research with over 200 teams conducting management business games at the Administrative Staff College, Henley, in the UK, Belbin identified nine team types: · Co-ordinator · Resource Investigator · Team Worker · Shaper · Company Worker/ Implementer · Completer finisher · Plant · Monitor/Evaluator · Specialist Co-ordinator ------------ The co-ordinator is a person-oriented leader. This person is trusting, accepting, dominant and is committed to team goals and objectives.
Not all of the teams work well. Such problem as free-riding, or social loafing, is quite a common one and is very difficult to resolve. A lot of managers and teachers struggle with it. Each and every team should have these 3 key elements: “Interaction, Information sharing and Influence over decision making” (Michael West, year).
The area of team leadership attracts a lot of attention in the modern world because of the need to assemble and deploy diverse teams for the completion of projects. The future of many corporations relies more and more on the kind of team leadership they have for their projects. This paper explores a number of facets that constitute effective team leadership.
The journal article is titled “Creating Hybrid Team Cultures: An Empirical Test of Transnational Team Functioning” authored by, P. Christopher Earley and Elaine Mosakowski from Indiana and Purdue University respectively. The journal provides information on a study that was carried out to measure the impact of heterogeneity and performance of an international organization. The journal tests the relationship between heterogeneity of a team specifically on the issues of cultural differences and the effectiveness of such a team. The main argument is that transnational teams once they have successfully overcome the challenges of heterogeneity will create a certain culture that is unique to them through which effective evaluation and performance is achieved. This type of a culture that the team attains is referred to as a hybrid culture (Earley & Masokwoski, 2000). The journal therefore contains three studies that test the relationship between team heterogeneity and effectiveness.
Tarricone, P., & Luca, J. (2002). Successful teamwork: A case study. (pp. 640-646). Milperra: Higher Education Research and Development Society of Australasia, Inc. DOI: www.herdsa.org.au
Conflicts transpire as the team develops and moves through the different stages listed in section 3.0. Additionally, conflicts could also arise from lack of leadership that leads to unclear and conflicting goals. The lack of communication from the leader would result in uncertainty to the contribution and commitment of each individual (The University of Melbourne, 2013). This conflict can be resolved by regularly reviewing the work and improving the communication between each individual (Johnson, 2015). Another large conflict that arises is the unfair distribution of work to each person. Whilst it is important for each individual to adapt to every Belbin role that is needed, one must not receive more or less work. The unequal distribution could lead to resentment, inefficiency and the unfairness of a member not contributing but still receiving the marks. All these conflicts can be resolved promptly before it hinder on the work quality. The team should identify the causes of conflict, state their effect on the team and negotiate a solution that suits all. Most importantly, the team should communicate regularly and be proactive about any situations (The University of Melbourne,