Groups and Teams
Groups or teams can evolve into high performing, extremely effective, useful tools in any organization if developed and managed correctly. Demographic characteristics and cultural diversity can impact the behavior of groups or teams in positive and some negative ways. Diversity may impede the initial progress of a group; however, the long range benefit to creating high performing teams is great. An effective group is one that achieves high levels of task performance, member satisfaction, and team viability (Schermerhorn, Hunt & Osborne, 2003, p. 2).
A team or group is two or more people working together to achieve common goals. Members of a group are usually dependent on each other and have regular interactions in order to reach a goal. They actively work together as a unit in order to fulfill a purpose. Organizations rely on groups to accomplish specific tasks. An effective group is one that achieves high levels of task performance, member satisfactions and team viability (Schermerhorn, Hunt & Osborne, 2003, p. 2).
Synergy, the idea that the whole is greater than the sum of its parts, is also part of an effective group. If a group has synergy then they are able to accomplish far more than they would working as individuals. Synergy is crucial in group organizations if they want to be competitive and productive. Groups within organizations improve creativity, implement better decision making processes, increase commitment to goals, offer control and help to offset the size of a large organization. There are many types of groups within organizations including formal, informal, task groups and virtual groups.
Group size and dynamics can affect performance. The larger the group, the more help there is to accomplish tasks. Although, a larger group can bring problems with communication, coordination and management. Dynamics or how a group works together in order to deal with issues can also affect performance.
Groups and teams have several stages of development in order to be considered effective; forming, storming, norming, performing and adjourning. Forming is the first stage and is primarily the initial entry into a group and getting to know each other stage. The storming stage of group development is a period of high emotionality and tension among the group members (Schermerhorn, Hunt & Osborne, 2003, p. 9). During t...
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...ity within a high performing team is respected and embraced. Different opinions and ideas are welcomed and discussed. Team members are involved in clear problem solving procedures and they plans tasks completely before acting. Synergy is critical to team success. Management should reward team successes. High performance teams are high-energy, collaborative process groups. They are the playground and work center for capable people with strong, respectful voices who understand and appreciate the power of aligning diverse perspectives (Schutz, 1999, p 1).
In conclusion, groups or teams that are high performing, and critical to the success of any organization, are rich in diversity, synergy, team work. More can be accomplished, greater achievements and productivity gained, when groups or teams are used in organizations.
References
Cummings, Jonathon. (2001). Work groups, structural diversity, and knowledge sharing in a global organization. Management Science. (pgs. 1 ? 13).
Schutz, Susan. (1999). Building high performing teams: putting the "I" back in teamwork. Ezine. (pgs. 1-2)
Schermerhorn, J. R., Hunt, J. G. & Osborne, R. N. (2003). Organizational Behavior
I think others are also important. High performing team might not have all the needed qualities for the organization to move forward, they have just figured out how to work together and use their strength together to meet and exceed goals.
Workers feeling, which includes competitive compensation and reward strategies, professional growth and development, career paths and succession plans and the organizations leadership and culture are contributing factors of employee engagement
Dahlin, K. B., Weingart, L. R., & Hinds, P. J. (2005). Team Diversity and Information Use. The Academy of Management Journal , 48 (6), 1107-1123.
... that areas of expertise can be exploited, different people are good at different things. Groups can discuss material, and that discussion can improve the quality of the decision. Groups are less likely to suffer from judgmental biases that individuals have when they make decisions. People are more likely to follow through on decisions made by groups that they are connected to. Also, more monumental decisions can be made in groups, because one member will not be singled out for blame, making the entire group responsible.
The purpose of creating teams is to solve a problem or issue through the use of diverse ideas and solutions. There are many times in life, whether at work or at school that one will encounter a diverse mix of personalities. Workplace diversity is everywhere, from the small corner business to the fortune 500 company, and is one of the most important challenges facing companies today. This mix of diverse personalities, gender, race, experience, and culture is what makes a team successful. This is an example of a heterogeneous team. On the other hand, a team with the same make-up, or homogeneous, has limitations on creativity, viewpoints and ideas. This paper will look at cultural diversity and demographic characteristics, specifically age, gender, expertise/ experience and how each plays an integral part in the construction of a high performance team.
In order for a work place to be successful and beneficial to everyone involve in the company, teams needs to be form, and each team must have a goal in mind. Employees must come together to accomplish a common goal. Teamwork will not only benefit those involve in the project but it will also have a huge impact in your business.
The employee engagement has become a hot topic of discussion in the corporate world. There is no single accepted definition of engagement or recognised approach for measuring or raising it. HRM Practitioners have involved in quite a lot of study to understand employee engagement and its impact on the performance of the organisation. According to them, employee engagement is a level of commitment and involvement of employees towards their organisation and its value. An engaged employee works with his/her colleagues to improve their productivity within their job, for the ultimate benefit of the organisation.
In a team-oriented setting, everyone contributes to how well the group succeeds overall. You work with fellow members of the group to complete the work that needs to be done. Having the right people in the correct roles is an important factor in measuring the success of a team, where you are united with the other members to complete the main goals. Every group is made up of definite strengths and weaknesses. Our team's 3-5 major strengths necessary to work accordingly consist of Informer, Summarizer, Orienter, Piggy-Backer, and Encourager. One of our strengths as a team is that we get input from everyone involved. Every member of our team is a leader in some way. Part of being a good leader is knowing how important it is to receive the best ideas from each member of their team. We attend group meetings where we discuss any challenges, issues, and problems. At these meetings, we often exchange ideas or brainstorm new ones with each other and come up with the best and most creative team solutions as potential answers to those perceived problems.
The components of a good team should be considered. First, a high-performance team must have strong core values to guide attitudes and behavior consistent with the team's purpose. The members should know why the team is created and why he or she is on the team. Secondly, a team should have specific performance objectives. Members should know exactly what they are trying to accomplish. This also includes having standards for measuring results and ways of obtaining performance feedback. A good team will make members realize the importance of collective efforts. Third, a high-performance team has the right mix of skills. These involve technical, interpersonal, decision-making, and problem-solving skills. No one needs to know how to do it all, but each member should be able to contribute to the group....
Rich, B., Lepine, J., & Crawford, E. (2010). Job engagement: Antecedents and effects on job performance. Academy Of Management Journal, 53(3), 617-635. Retrieved from EBSCOhost.
In his study about psychological conditions of personal engagement and disengagement at work, Kahn have shown that there are three psychological engagement elements that can influence an individual’s behaviour in relation to their job function. The elements are 1) meaningfulness - rewards from engagement, 2) safety - higher willingness to engage, and 3) availability - readiness to engage (Kahn, 1990). Because of his work, Kahn is widely regarded as the pioneer of employee engagement and his findings are still engaged and found in many references about employee
Realizing that a group can become a high performance team is important. Accomplishing this goal is invaluable, advantageous and profitable. Once able to operate from a group to the high performing team is a great step into preparation into the big business world. Leaders and members must also realize not only how to accomplish this but that some problems will and can arise from different demographic characteristics and cultural diversity. That is if one is in such a group, which the probability would be quite high.
Working in teams provides an opportunity for individuals to come together and establish a rapport towards others within a group. Teamwork is classified as people with different strengths and skills who work together to achieve a common goal. When a team works well, specific objectives are fulfilled and satisfied. Teamwork plays a crucial role in implementing and fulfilling a common goal in a team project. Each member plays a role and takes on different responsibilities combined together. In different stages of teamwork, conflicts and arguments may occur for as members have different standpoints which need to be harmonized within the team. The key to having an effective teamwork is to explore each member's unique abilities to motivate them.
A group can be define as ‘any number of people who (1) interact with one another; (2) are psychologically aware of one another and (3) perceive themselves to be a group’ (Mullins, L, 2007, p.299). Certain task can only be performed by combined effort of a group. Organisation can use groups to carry out projects, which will help to achieve its overall aim. However, for the group to be successful they must understand what is expected of them and have the right skill to complete the task. . (Mullins, L, 2006)
Many businesses place an emphasis on the importance of teamwork. A good team consists of people with different skills, abilities and characters. A successful team is able to blend these differences together to enable the organisation to achieve its desired objectives.