Dynamics and Efficiency on Team Working - Coursework Example

Team Working (Dynamics, Efficiency) Table of Contents Table of Contents 2 Introduction 3 Literature Review 4 Teams 4 Performance 7 Conflict 9 Role ofCommunication 10 Trust 11 Analysis and Discussion 12 Analysis 12 Discussion 13 Conclusions and Recommendations 14 Conclusions 14 Recommendations 15 References 16 Bibliography 20 Introduction In the present day scenario, changes in organisational structure and business operations have been witnessed due to various factors those include globalisation and advent of technology. These changes are also identified as affecting workplace environment to a large extent, which in turn influences team working. The performance of an organisation depends on various resources those include capital and human resources, among others. Contextually, human resource is determined as an important consideration for the success of an organisation, when it comes to teamwork. Team working is one of the prime aspects based on which organisational operations are conducted in a coordinated manner (European Foundation for the Improvement of Living and Working Conditions, 2007). These factors, as stated above, can be identified as quite relevant in the scenario, where a survey was conducted in the year 2013 by CIPD, unveiling that most of the employees in the UK are not offered with required development plans relating to team working skills by the management. This has been affecting staff performance within the organisation to a large extent. In addition, Cedar, which is a training consultancy operating in the UK, have disclosed that lack of support as well as training has been an important concern for affecting business productivity proving the arguments in CIPD report. Human resources are recognised as facing issues relating to support from management, complex inter-personal relationship, inadequate training and stressful working environment. In this respect, Cedar needs to adopt an effective leadership style based on which organisational performance and effectiveness can be enhanced. Thus, this report intends to approach the HR Director of Cedar, which will be critically analysing the issues to improve relationships and community spirits among teams. Literature Review Teams According to the study conducted by Tarricone & Luca (2002), teams are identified as an important consideration for any organisation to the delivery of required business unit with better efficiency. Teams are developed comprising members with desired competencies with the aim of ensuring that operations are conducted in a participative as well as coordinated manner (Tarricone & Luca, 2002). In a similar perspective, the article published by Pearson Education (2011) signified that teams refer to groups working with the intention of accomplishing certain common goals. Team members thus need to perform their operations in accordance with which, operations or activities are needed to be conducted for better accomplishment of organisational goals. In the present day scenario, companies are recognised as performing their operations by developing teams, so that activities can be performed with the combination of talents as well as skills. In this respect, a team developed of members based on different skill-sets, facilitate in conducting operations competitively and efficiently (Pearson Education, 2011). As stated by Parker & Williams (2001), management of organisations are identified to develop teams based on organisational activities and objective based requirements. The development of teams relies on certain characteristics those include autonomy in terms of decision-making, members’ involvement, leadership and standardisation of procedures. Contextually, teams are segregated based on four categories including ‘lean production teams’, ‘traditional work groups’, self-managed teams and ‘flexible work teams’. Lean production teams are members performing their operations based on standard procedures for ascertaining continuous performance. In addition, the team members perform their operations with continuous improvement having minimum autonomy (DTI, 2015). Parker & Williams (2001) also noted that a supervisor manages traditional work groups. The team members are identified to possess little or low involvement towards support activities and they have no shared goals. Self-managed teams are also recognised to have autonomy in making decisions. Flexible work teams have multi-skilled members and members consult each other while conducting their assigned activities (Parker & Williams, 2001; DTI, 2015). The article published by Acas (2001) implied that teams are vital considerations for an organisation. Subsequently, lack of effective teams affects team operations as well as productivity of an organisation. In addition, ineffective teamwork has been recognised to reduce innovative approach as well as technological advances. Lack of teamwork in an organisation also reduces commitment and motivation level of the employees largely. In this context, lack of competitive teams leads to inappropriate use of technology and employees, which in turn, influences operations and performances of an organisation to a large extent (Acas, 2001). In this regard, the article published by the European Foundation for the Improvement of Living and Working Conditions (2007) implied that effectiveness of team work is depended on certain factors, which are needed to be considered with the aim of ensuring efficient and effectively coordinated operations. The factors are presented through a graph hereunder. Characteristics and Themes of Work Group Effectiveness Source: (European Foundation for the Improvement of Living and Working Conditions, 2007) Based on the above diagram of the article of European Foundation for the Improvement of Living and Working Conditions (2007), it can be asserted that effectiveness of teams is based on certain factors those include job design, interdependence among the members, composition of the team network, operational context and process. These factors are essential for ascertaining that productivity as well as satisfaction of employees can be ensured largely. Teams are developed on the basis of effective team model developed by Tuckman and Jenson (1977). The model comprises five important elements that include forming, storming, norming, performing and adjourning. Forming signifies that team members are needed to be cautious and directional in their motive for developing confidence in their operational efficiency. Storming implies that conflict and criticism may affect overall operations of the employees. In this regard, the employees are required to have positive approaches towards such negative influences in a workplace for better excellence in operations. Norming is an important concept in team effectiveness, as it signifies that .team members are required to be cohesive as well as have mutual support for effective performance. Performing is an important stage in team development, as it implies that team members should be involved in decision making and are to be creative in approach. Adjourning signifies that team members should continue in their operations for better sustainability of an organisation in the long run (Tuckman & Jensen, 1977). Performance In the present competitive business scenario, competitiveness in operations is vital for enhanced performance as well as sustainability of the organisation in the long-run (Delaure, Hootegem, Procter & Burridge, 2008). According to Delaure, Hootegem, Procter & Burridge (2008), in the present day context, teamwork has been an important consideration for reorganising work. In addition, human resources are needed to be managed in-group with the intention of ascertaining that the management is able to coordinate all the activities in an aligned manner for better future supervision of the work groups. Presently, teamwork is identified to be related with organisational performance, as the performance of employees is directly linked to the accomplishment of organisational objectives (Delaure & et. al., 2008). Moreover, based on organisational context, it has been recognised that teamwork is depended on attitudinal outcomes of the members and structural changes within the organisation. Attitudinal outcomes are interlinked with behavioural outcomes of the team members (Delaure, Hootegem, Procter & Burridge, 2008). The factors including attitudinal outcomes, structural changes and behavioural outcomes are ascertained to enhance operational outcomes overall, which in turn lead to financial outcomes. Subsequently, it is ascertained that effective teamwork is directly associated with the performance of an organisation (Delaure, Hootegem, Procter & Burridge, 2008). The graphical representation below depicts the linkage between teamwork with organisational performance. Teamwork and Organisational Performance Source: (Delaure, Hootegem, Procter & Burridge, 2008) From the above diagram, it can be ascertained that financial and economic outcomes of an organisation are identified to be depended on certain factors that include attitude, behaviour and team structure that prevail in a workplace. These factors are recognised to be directly associated with teamwork. Subsequently, it is ascertained that effective teamwork is directly associated with the performance of an organisation (Delaure, Hootegem, Procter & Burridge, 2008). Conflict Advent of technology as well as globalisation is identified as important factors accountable for causing conflicts within an organisation for different reasons, principally including cultural differences and lack of involvement among others (Correia, 2005). According to Correia (2005), conflict is one of the fundamental aspects associated with teamwork, as the decisions made often raise stress as well as unease feelings. Conflicts arise due to the interference caused at the time of accomplishing desired aims, goals along with values. In teamwork, conflict develops for two factors, which are relationship and task. Conflicts during tasks are raised for disagreement due to differences in opinions, perceptions as well as values and expectations. Task-related conflicts are determined to develop stress and frustration amid team members. Disagreement is also caused for differences in certain factors such as policies, strategies and methods among others (Correia, 2005). In addition, conflicts arise due to the relationship for social as well as psychological constructs. The conflicts majorly arise for impersonal incompatibility experienced by team members. This type of conflict develops owing to power differences, communication gaps, lack of appropriate team norms, different lifestyles as well as attitudes and inadequate facilitations among others (Mickan & Rodger, 2000). In this context, Bennett, Crawford & Riches (1992) noted that in the year 1987, a paradoxical framework was developed based on group dynamics revealing the different contradictory factors accountable for conflicts. The framework was developed based on various paradoxes including speaking, belonging and engaging. The belonging’ paradoxes comprise involvement, individuality and identity. Trust, intimacy and disclosure are factors grouped under engaging’ paradoxes. Speaking’ paradoxes relate to different issues consisting of dependency, authority and creativity. Notably, these aforementioned factors are recognised as the sources for raising disagreements (Bennett, Crawford & Riches, 1992). Moreover, as stated by Kennedy & Nilson (2008), heterogeneous teams are developed representing different prejudices, rules as well as beliefs. Heterogeneous teams are also identified as important sources for developing conflicts due to interpretive behaviour amid employees for psychocultural disposition, social construct and internal representation among others (Kennedy & Nilson, 2008). Role of Communication According to the article published by Regents of the University of Colorado (2015), communication is an effective medium based on which operations of an organisation are conducted. Organisations, for ensuring that operations are performed in an organised and aligned manner, ascertain open communication as an important consideration for building an efficient team environment. The article of Regents of the University of Colorado (2015) also revealed that effective communication within teams play an important role, which builds a desirable background where team members are able to perform their operations with better ideas and functioning effectiveness. Communication also facilitates the team members to conduct their operations in an innovative approach. In addition, communication facilitates in sharing ideas as well as knowledge for ascertaining the development of social skills (Regents of the University of Colorado, 2015). Goltz, Hietapelto, Reinsch, & Tyrell (2007) thus noted that communication leads towards developing interpersonal relationship for sharing information on a continuous manner, which in turn is also identified as crucial in building a strong relationship amid team members. In this respect, the team members are able to conduct their activities in a productive manner, accomplishing desired organisational objectives. On the other hand, lack of communication within teams leads to adverse effects in cooperation amid team members, which in turn influences the performance of the team members (Goltz, Hietapelto, Reinsch, & Tyrell, 2007). Trust As stated by Becton, Wysocki & Kepner (2012), trust is recognised as one of those important issues experienced by business sector, which are caused owing to differences between the association of employees and employers. For every business, trust plays an imperative role towards the development of the effective teamwork. An association between employees and management is also vital for the growth and development of an organisation. Trust amid team members also facilitates in performing operations sustainably. Notably, trust in a workplace environment is developed on the basis of contribution, employee retention, communication and motivation. Contextually, trust ensures building reliability, tactfulness as well as cooperation and accordingly, the employees are able to perform their operations in a coordinated manner. In contrast, lack of trust is determined to be affecting relationships and cooperation amid team members (Becton, Wysocki & Kepner, 2012; Pearson, n.d.). According to Disch (2010), collaboration is also an important consideration for building trust amid team members, as the team members have autonomy and involvement for making decisions. Similarly, McCallin & McCallin (2009) noted that collaboration is essential for effective coordination, problem solving and learning. In this context, team members working in a collaborative manner are facilitated towards performing their activities based on organisational objectives. Analysis and Discussion Analysis According to the review of literature conducted above, organisations are identified to be focusing on teamwork to a large extent. Teamwork is determined as an important consideration for ascertaining that business operations are conducted in a coordinated and aligned manner. Moreover, organisations are focused on forming effective teams to survive in the current competitive and changing business scenario (Parker & Williams, 2001). The findings obtained from the review of literature thus signified that teamwork possesses certain factors those include teams, performances, conflicts, communications and trusts. These factors are vital for ascertaining that organisations are able to perform their operations as a team. In this context, organisations, with the development of an effective teamwork, are able to ensure in enhancing morale as well as motivation to the employees to a large extent. It is thus that teams are developed based on certain desired common goals. The team members hence need to have the requisite skill-sets for conducting operations in accordance with organisational requirements. Currently, organisations are identified to be developing flexible teams with multi-skilled members, so that competiveness within internal sources of an organisation can be maintained (Acas, 2001). Teamwork is also determined as an important aspect essential for reorganising work based on organisational requirements. In this context, organisations, with the assistance of effective teamwork, are able to improve their performance in terms of both operational and financial outcomes. In addition, the findings from the study revealed that teamwork is responsible for raising conflicts in a workplace for differences in involvement, power and attitude. Conflicts are also recognised as one of the important factors affecting relationships and communications among others (Goltz & et. al., 2007; Correia, 2005). Subsequently, communication plays a vital role for sharing information amid team members in an effective manner. Additionally, effective communication assists in improving relationships as well as cooperation amid team members for accomplishing organisational objectives successfully. Communication, involvement and collaboration are also essential for ensuring that trust is developed amid team members wherein lack of trust is an important issue, as it might influence teamwork to a large extent (Becton, Wysocki & Kepner, 2012). Discussion It has been identified from the provided case study of training consultancy, Cedar, that the organisation faces problem in developing team working skills. The problem regarding lack of management support is also identified as the most important issue influencing teamwork, as managers do not provide proper assistance or guidance for resolving conflicts suitably. In this context, lack of support from the managers have been affecting performances of the team overall. The organisation is also entrusted with the responsibility of providing training services in relation to team building. However, based on the CIPD survey, it has been recognised that employees are facing problems due to complexities in inter-personal relationships, which in turn has been affecting the degree of productivity of the employees. The employees are also witnessed to be experiencing issues relating to inappropriate team environment, which often leads to the development of stress. Addressing the same issues Cedar revealed that business culture has been restricting employees from sharing responsibilities, communicating ideas as well as reducing trusts. In this respect, the organisation has been identified as affected in terms of performance as well as productivity to a large extent. Moreover, Cedar has identified that teamwork is affected for lack of support and training (Becton, Wysocki & Kepner, 2012). In this respect, from the issues in the provided case, it has been identified that there is a lack of leadership owing to which, the employees in the UK are experiencing different issues in terms of teamwork. In addition, the employees, with the lack of managerial support and training are identified to experience issues related to employee involvement and communication among others. Thus, it can be comprehended from the findings of the literature review and the provided case that teamwork needs to be developed and supported through effective leadership. In addition, effectiveness of team working within the employees of the UK can be enhanced by developing a business model based on work group effectiveness (Becton, Wysocki & Kepner, 2012; Parker & Williams, 2001). Conclusions and Recommendations Conclusions From the above discussion, it is comprehended that teamwork is an important consideration for effective and competitive business performance. Training consultancy Cedar revealed that employees in the UK have been experiencing certain problems due to lack of managerial support, training and inappropriate working environment, as identified from the CIPD survey. It has been also recognised from the study that teamwork is depended on certain factors including teams, performances, communications, conflicts and trusts. These variables need to be ascertained and managed for effective team working. In the UK, due to the ineffectiveness in certain variables mentioned above, conflict and ineffectiveness prevails within teamwork. Respectively, adopting democratic leadership will facilitate the managers in ensuring participation and involvement of the employees to a large extent. Accordingly, the employees will be able to conduct operations with better satisfaction. Recommendations In the present day business scenario, teamwork is identified as the most important factor based on which, organisations are able to conduct operations in a competitive manner. Training consultancy Cedar has revealed that there are various factors affecting team working for lack of managerial support and training. In this regard, Cedar should adopt an appropriate model for ensuring that activities are conducted in a coordinated and appropriate manner focused on organisational objectives. The organisation should also implement democratic leadership styles, as the members are able to have better autonomy and participation in the process of decision-making. With the use of this leadership style, managers are facilitated with the opportunity of ensuring that employees participate with management in terms of making decisions for the growth as well as development with better competitive edge. This leadership style will be an effective mechanism, as employees would be able to share opinions as well as ideas. Additionally, the team members would be able to engage in the organisational process to a large extent. The employees would also be able to perform their activities in an effective and efficient manner while rewarded and motivated. Subsequently, adopting a democratic leadership style will ascertain in improving involvement as well as creativity (SAGE Publications, Inc., 2012). In addition, with the implementation of the leadership style, the organisation should apply the model of work group effectiveness based on which, the UK employees will be able to perform operations in a satisfactory as well as in productive manner (European Foundation for the Improvement of Living and Working Conditions, 2007). References Acas, 2001. Teamwork: Success through People. Media. [Online] Available at: http://www.acas.org.uk/media/pdf/g/7/B14_1.pdf [Accessed April 10, 2015]. Becton, C., Wysocki, A. & Kepner, K., 2012. Building Teamwork and the Importance of Trust in a Business Environment. University of Florida. [Online] Available at: http://edis.ifas.ufl.edu/pdffiles/HR/HR01800.pdf [Accessed April 10, 2015]. Bennett, N., Crawford, M. & Riches, C., 1992. Managing Change in Education: Individual and Organizational Perspectives. SAGE. Correia, A. P., 2005. Understanding Conflict in Teamwork: Contributions of a Technology-Rich Environment to Conflict Management. 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