Nature of Work Groups With Respect to Organizational Behavior - Research Paper Example

 Table of Contents Table of Contents 1 Abstract 2 Executive Summary 3 Work Groups in Organizations 3 Structure of Work Groups 5 Types of Work Group Teams 5 Different Traits of “Work Groups” 6 Advantages of Forming Work Groups 7 Limitations of Forming Work Groups 7 Conclusion 8 Bibliography 8 Abstract This paper presents a detailed overview and discussion about the nature of work groups in respect to organizational behavior. This research is aimed at addressing the diverse structure of work groups within business organizations. This paper also offers deep insight into the different traits of “Work Groups” such as: group dynamics, types of work teams, how group structure affects performance, the nature of work groups and the advantages and limitations of forming work groups. With the passage of time, the traditional organizational culture is transforming. The current business practices involve better management and handling of organizational projects. At present, we are seeing that training within organizations is transforming along with knowledge management projects, in hopes of enhancing corporate profitability. The enhancement of the business and corporate culture depends on the establishment and improvement of the workgroups. Organizations often pay less attention to individuals playing key roles in business and are more interested in how particular workgroups can effectively enhance performance, with a view toward establishing a better corporate culture. This outline establishes how this can be accomplished. Executive Summary This paper will present a comprehensive analysis of the work groups with respect to organizational behavior via an assessment of the role and contribution of work groups and a thorough analysis of their operational structure. This paper will also assess the diverse structure of work groups within business organizations. Most work groups share external and internal information, exchange data and expertise, discuss current trends, and provide information and feedback to organizational experts, customers, and others outside of the group. A structurally diverse work group is one in which the group members, through virtue of their dissimilar organizational roles, affiliations or positions, can elevate the group beyond the norm to serve as an exceptional sources of business knowledge. It is assumed that if group members of structurally different work groups connect in outside knowledge sharing, their expertise will be enhanced because of this dynamic sharing of information (Cummings-2, 2001). Work Groups in Organizations Groups always play an important role in the development of an organization. However they have recently increased in significance as an essential component of organizational structure. In an effort to become accustomed to quickly varying environments, many work organizations have granted teams augmented independence and elasticity. Cross-functional groups have been created in numerous organizations to accomplish a wide viewpoint on problem solving and, at the same time, to facilitate downplay intergroup competitions. Groups are also asked to extend traditional boundaries by working more directly with groups from other approaches. In addition, groups are sometimes essential to working more intimately with clients and suppliers (Iyer, N.d). Since the 20th century, multiplicities in the workplace have turned out to be a main part of peoples′ practices in organizations. If diversity in a business setting in described in terms of a group of individuals who differ in values, culture, gender, education, age and marital status, it is clear that multiplicity is a matter of significance today as well as for the future. The work, values, and perspectives of the associates of the workforce are frequently developing, emulating the changes in the culture itself. The job marketplace has transformed and consequently the pool of employment candidates has transformed too. Associations must face modern regulations and laws concerning promotion and employment practices that influence organizational performance when left unaddressed (Church, 1995). These transforming demographics bring novel challenges for managers in associations/organizations that must be recognized, understood, and eventually addressed. Dissimilarities among people frequently produce conflicts, and when such clashes are mishandled or handled unsuitably, poor performance is the result. This is true for both individuals and groups. Diversity matters can influence the behavior in all departments, organizations, workgroups, and even dyadic pairs. As workers and managers begin to acknowledge and function inside this modern and developing inner environment, organizational growth practitioners, guides and professionals will fuel organizational growth and enhance dynamics. Since diversity itself has previously been relabeled as a “hot topic” and is the main topic or concern of a number of fresh books on workforce 2000 subjects, a small number of the organizational majority in businesses have had some experience, training or insights into the frequently powerful dynamics of variety in the workplace (Church, 1995). Structure of Work Groups Organizations greatly rely on the variety of work-groups structures to build up services, develop expertise, develop products, and manage operations. For implementation of efficient business operations as well as operational atmosphere intended for these work-groups, there is need for efficient structures and procedures to encourage members to work efficiently together (Cummings, 2004). Researchers have outlined the advantages for work-groups that can be achieved through information allocation and organizational jobs related communication within the group. While successful work-groups have the advantage of the endowments, viewpoints and ideas of diverse associates, a successfully intended and planned work-group creates a common reflection of the business viewpoint by sharing information externally regarding the work (Cummings, 2004). Work groups in worldwide organizations are frequently structured to accomplish their specific goals. Work groups members are distributed across diverse locations as well as they symbolize diverse functional regions. These aspects can be cross-functionality and geographic distribution. These are the two methods that businesses use to create work groups to enhance the skills, knowledge, and abilities of their workers. Though the altering temperament of organizations emerges to favor superior variety in work groups, what are the costs and benefits of variety for knowledge sharing plus work group working and operational performance? (Cummings, 2001). Types of Work Group Teams The work groups are normally divided into small and large working structures. The small workgroup represents a great deal of society′s dissimilarities in ideologies and power, which initiate real anxiety as well as potential conflict to the limits of communication and group work. The small workgroup is a more stable working structure because the overall atmosphere of the team is relatively constant, as opposed to that of a large working team. This is also taken as a microcosm of the matters inherent in the altering variety in society′s workforce, and the precise level of dissimilarities among group members (Vodosek, 2007). This team has a pool of diverse working skills. Here we have a huge variety of skills and expertise. The only problem with this type of structure is variety of conflicts among work group associates and working personnel. However this structure presents superior working capabilities and project handling opportunities (Coulson, 2003). Different Traits of “Work Groups” Relatively small concentration has been given to work group’s member differences in organizational roles, affiliations or positions. Through the increase in global expansion, labor costs, and business mergers, work groups are frequently utilized as a way for connecting members who are detached throughout different geographic places, who symbolize diverse functions, who account to diverse managers, or who carry out their tasks in special business units. This difference in characteristics of the group arrangement is initiated here as structural diversity because of team members’ dissimilar project information, feedback, and know-how (Coulson, Using job support tools to increase workgroup performance, 2005). There are four main kinds of structural diversity in work-groups: 1. Geographic locations 2. Functional assignments 3. Reporting managers 4. Business units Also, outer information distribution should be more important than intra-group expertise sharing for structurally varied groups for the reason that associates are more likely to meet unique knowledge that has not been communal before inside the group (Coulson, 2005). Advantages of Forming Work Groups The formation of work groups in organizations offers a great opportunity for the handling of huge and complex projects. Usually a work group is developed with a range of working and operational skills. Each members of group possesses different types of working skills and capabilities. This ensures that the overall project will be completed because of availability of all types of the working staff (Vodosek, 2007). Another main advantage of work group is enhanced communication and better data sharing among organizational personnel. This ensures that each aspect of the project is known to all members and, in case of any change or diversion, each work group member can better contribute to the management of the overall task (Hede, 2007). Limitations of Forming Work Groups The main limitation of any work group is the potential conflicts that happen among the work group personnel. This condition becomes more critical when these conflicts affect the overall project working and operations (Vodosek, 2007). An unbalanced work group also produces many problems regarding the overall project working and operating. When a work group is being developed, we must assess the real needs of overall business and its operations. This will ensure the development of the team using right mix of people for good balance (Vodosek, 2007). Conclusion Based on this research, I have presented a detailed analysis of the Nature of “Work Groups” in respect to organizational behavior. Different aspects of the Work Groups, including issues related to operational, organizational and structural functions have been discussed and, throughout this paper, the overall concept of work groups has been streamlined for deeper understanding and an enhanced overview of the value of work groups within business organizations. Bibliography Church, A. H. (1995). Diversity in workgroup settings: a case study. Leadership & Organization Development Journal , 3-9. Coulson, C. (2003). Using job support tools to increase individual productivity and improve workgroup performance. Industrial and Commercial Training , 142-147. Coulson, C. (2005). Using job support tools to increase workgroup performance. International Journal of Productivity and Performance Management , 206-211. Cummings, J. N. (2001). Work groups and knowledge sharing in a global organization. Retrieved 09 17, 2009, from http://74.125.153.132/search?q=cache:sU9H3LSuLocJ:www.scienceofcollaboratories.org/WorkshopStuff/June2001/pdfs/jnc-dis.pdf+organization+workgroups&cd=1&hl=en&ct=clnk&gl=pk&client=firefox-a Cummings, J. N. (2004, March 01). Work groups, structural diversity, and knowledge sharing in a global organization. Retrieved 09 17, 2009, from http://www.accessmylibrary.com/article-1G1-115228527/work-groups-structural-diversity.html Cummings-2, J. N. (2001). Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization. Retrieved 09 17, 2009, from Sloan School of Management, Massachusetts Institute of Technology, 50 Memorial Drive, Cambridge, Massachusetts 02142: http://mansci.journal.informs.org/cgi/content/abstract/50/3/352 Hede, A. (2007). The shadow group. Journal of Managerial Psychology , 25-39. Iyer, S. K. (N.d). Oorganizational Leadership that Influences group Behavior. Retrieved September 22, 2009, from HrFolks.com: http://www.hrfolks.com/knowledgebank/mgmt%20concepts/organizational%20leadership%20influences%20groups.pdf Vodosek, M. (2007). Intragroup conflict as a mediator between cultural diversity and work group outcomes. International Journal of Conflict Management , 345-375. Read More