Theoretical Development and Management of Effective Teams - Case Study Example

Running Header: Organizational Behaviour Student’s Name: Tutor’s Name: Course Code: Date of Submission: Table of Contents Table of Contents 2 Introduction 3 Team Management and Development 3 Theoretical Development and management of effective teams 3 Team management in Gartner Company 5 Conforming to the theory 5 Recommendations 6 Productive Management of Diversity/Cross-culture 7 Theoretical 7 Practical cultural diversity management in the Gartner Company 9 Conforming to the theory 10 Recommendations for cultural diversity 10 Conclusion 11 References 12 Introduction In organizations, they are various aspects that determine how effective and productive they become. This includes development and management of effective teams as well as productive management of diversity or cross cultures. It is the role of team members to ensure that the achievement of organizational goals is attained in time. This can be achieved through inspiring, persuading, leading, and developing a creative work environment. Management of diversity or cross cultures is also crucial towards ensuring they is cohesive working of the teams which is a great determinant in achieving the organizational objectives. This report will analyze the theoretical management of organization teams and cultural diversity and compare with the actual management within the Gartner Company where i work. It will also seek to note the differences as well as recommend how the organization can actually manage the teams and cultural differences and diversity. Team Management and Development In developing and managing effective teams, there is need to analyze some of the general aspects and terms used in various teams. Work teams can be viewed as the formal groups that are made up of individuals who are interdependent and responsible for achieving the objectives. Team can also be viewed as an ongoing task group whose members have a role of working jointly in recognizing problems and coming to an agreement on what can be done as well as implement essential actions in relation to a specific task or organizational section. Theoretical Development and management of effective teams Teams do not perform automatically at high levels; however, they have to be managed effectively as stated by Duke Corporate Education (2005). When the teams are effectively managed, they are able to clearly achieve the set goals, gain relevant skills, have a mutual trust, attain a unified commitment, have a good communication, efficient negotiating skills, external and internal support, and appropriate leadership. The set goals for teams should be clear and accepted by every member of the team. Effective management of teams includes various aspects including structural and authority issues clarification. Other two vital controlling aspects include the way to evaluate performance of the team and reward team members appropriately. Gain-sharing is another approach to teams that should be utilized in ensuring that the teams are well managed. This approach or program ensures that the gains of the team’s effort are shared among the team members. Teams can be supported to work and improve their working style through the adaption of collaborative leadership style. Teams should also be maintained and improved through assisting them to rethink and re-invent on their collaborative working and innovation. The teams must always use the differential knowledge of the members of the team. This is because the sum knowledge of a team is greater than that of an individual as stated by Jerald (2002). Teams should be allowed to have diversity of approach and opinions in order to tap the diversified knowledge and experience towards solving problems. Teams should accept and be committed to every person’s contribution and goals as this encourages the team to share or make use of each member to create a commitment. It is important to give team members a chance to show their intellectual abilities as argued by Kandula (2006). This makes the team members flourish when offered a chance to express themselves. As a manager, there is no need of being afraid of the disputes as they usually lead to growth of a team. Team management in Gartner Company In the real organization context, the team is usually taken control by some members or groups other than ensuring everybody is equal in the decision making of the team. The team usually consist of various departments’ heads including financial officer and human resource officer among others as illustrated in the appendices seems to have a lot of control from heads o greater departments such as finance and operations department. This greatly affects the cohesive working of the team as stated by Jerald (2002). However, there is great encouragement of effective and good communication among the team members in order to enhance productivity. In an effort to ensure that an effective and efficient working of teams is realized, the management especially CEO Eugene Hall, sets clear objectives for the teams to ensure achievement of high productivity. There is great differential knowledge of team members as the sum knowledge in a team is greater than that of an individual. Although there is great encouragement of diversified opinions and approaches to problems, CEO Eugene Hall is seen as the final determinant of what way, the teams will go as stated by Jerald (2002). This is no enough inclusion of team members towards making final decisions on what is required to be done. Team members within our IT organization are encouraged to spend some time with one another and even establish a rapport that brings about trust. This according to management will create a bond and clear understanding that will enable prosperity of the team and eventually the organization. Conforming to the theory In analysing the two perspectives of team building, they are some similarity and differences between the theoretical and real team management. In terms of similarities, teams are management involves a great encouragement of every individual contribution in the making of decisions of the team. Effective and continuous communication is also greatly encouraged towards ensuring cohesive and efficiency of the team work. According to the theoretical analysis, there is a clear set of goals for the teams; this is clearly demonstrated within the IT Company whereby teams are clearly set their objectives of delivering quality services to the customers as well as satisfying them. Nevertheless, they are some disparities between theoretical management and what it is actually done in the IT Company. In the organization, there is usually some influence of one team member or a group of some individuals who controls the team. In the theoretical perspective, it is usually dangerous to allow one individual have an influence on the team or even a group of people as his may cause some inefficiency in the productivity of the team. However, this may not be achieved in the practice of the organization. According to theoretical perspective, team members should be given a chance of making decisions for the team, however, in the IT Company; managers are seen to encourage members to contribute to decisions although they finally make the overall final decisions. In the practice, there is no clear rewarding and recognition of the employees’ contribution by the management as illustrated and encouraged theoretically. Recommendations It is crucial to create opportunities for building and developing focus of a team within the organization. This will play a great role in achieving the set goals. A cohesive and effective team can be achieved when every member of the team is allowed to contribute and work equally as others without allowing one member of the team to control others. In an effort to achieve a unified commitment and gain of relevant skills of the team, it is important to recognize the group dynamics that are foundation for performance improvements of the teams. It is also recommendable for the CEO Eugene Hall and entire management to identify how the team values, cohesiveness, participation and conflict management, and role clarity are recognized. This is towards ensuring appropriate strategies are adopted towards developing cohesiveness and workability of the team. Team efforts should always be appreciated as a way of ensuring motivation of the individual members in an effort to improve the teams’ productivity. The contribution of the team towards making decisions should be appreciated and taken into consideration other than asking the team members make decision and then the CEO Eugene Hall to make the final decisions at end alone disregarding the already agreed. Productive Management of Diversity/Cross-culture Theoretical Cultural diversity is the difference in the background of an individual. In every organization, they are individuals with difference backgrounds hence a variation in cultural diversity. When individuals from varying cultural background meet, interact, understand, and even deal with one another, this is usually viewed as a cross-cultural management. Cross cultural diversity can be in terms of beliefs, customs, languages, lifestyle, ethnicity, and traditions among others as stated by Joseph (2001). The extent to which employees and managers realize the cultural diversity as well as its advantages and disadvantages clearly defines the strategic approach by an organization towards managing the cultural diversity. They are several approaches used in managing the cultural differences. Ignoring differences: when this strategy is followed, managers and other stakeholders within the organization do not recognize cultural differences or diversity as well as its impact on the organization; in fact, they consider cultural diversity as irrelevant. In this strategy of managing cultural diversity, managers and other employees believe that “our way is the only way” to organize and even manage as stated by Joseph (2001). Therefore, they do not the effects of cultural diversity when managing organization. This strategy of ignoring differences precludes effective cultural diversity management. It also rules out the probability of reducing negative impacts as well as increasing positive impacts of diversity. Managing differences: this strategy is usually adopted by synergistic organizations. This involves realizing impact of cultural diversity in terms of advantages and disadvantages. The creative combination of other people’s ways in terms of culture is the best way or approach towards organizing and managing the diversity. The diversity effects is managed in order to minimize the problems that arises as a result of cross-culture other than ignoring them. as stated by Joseph (2001) This cultural diversity management strategy encourages employees and managers to recognize the differences in culture and create advantages out of that difference. In this management approach of cultural diversity, similarities and differences are equally importance. Minimize differences: in this diversity managing strategy, managers recognize and even believe that cultural diversity is a source of problem. In Ethnocentric organizations, managers have a tendency of using this strategy in minimizing effects of diversity. This approach tries to reduce the difference problems through diversity reduction and they do not think about advantages of diversity at any point as stated by Joseph (2001). This is through trying to socialize all workforces into one behaviour patterns of the most dominant culture or by selecting a culturally homogenous workforce. However, this management approach of diversity hinders the benefit of learning from diversified cultures in an organization. In an effort to manage diversity, cross-cultural training of employees and managers is important way of sensitizing them on the effects of discrimination and biases such as reducing and effecting productivity (Kundu & Turan, 1999). This training aims at assisting the employees live and even work cohesively and comfortably with one another. Training can be achieved through training diverse group of employees for an entry-level skill while second approach is providing training to managers and employees who work with diversified employees. Practical cultural diversity management in the Gartner Company In our IT Company, managers and employees are well aware of the cultural diversity and they even experience it due to employees from various parts of the world. They include Asians, Africans, Americans, Australians, and Germans. Therefore, this issue of cross cultural diversity is taken into great consideration in a great way. The management uses various strategies in managing the cultural diversity such as facilitating smooth working of cross-partner teams as stated by Simon (2008). Managers also promote a better and clear understanding of work culture diversity, awareness, and appreciation of varying cultural backgrounds. Due to high level of cultural difference and diversity, the organization carries out a vigorous cultural training to ensure that employees become aware of how they can manage and interact with each other. They are culturally acclimatized as a strategy of improving the working and reducing the effects of cultural diversity as argued by Lionel, (2003). Managers put a lot of emphasizes on the need of proper management of cultural diversity through extensive encouragement of interaction as a way of improving working through learning from other cultures. Cultural diversity is taken as a serious aspect and determinant of how the teams perform. The Gartner company managers and employees view cultural diversity as an advantage towards improving their knowledge. Conforming to the theory Management of theory in the Gartner is similar at some with the theories that have been put in place. Such includes the need to manage the cultural diversity other than minimizing it. This is due to high level of diversity within the organization and the need to gain greatly from the diversified culture for the benefit of the teams and the IT Company. There is also extensive training of employees in ensuring that employees clearly understand what entails cultural diversity and its importance and even how to manage and adapt to it. There is some differences between the theory and practical management of the cultural diversity in the IT Company, there is no at any point that ignorance of cultural diversity has been practiced as a way of reducing its negative effects. The managers do not adopt the most dominant culture or by selecting a culturally homogenous workforce but they encourage people to work and view culture as a way of learning and gaining more knowledge towards effective service delivery. Recommendations for cultural diversity It is crucial for the managers to invest more on creating a harmonious culture through putting in place effective culture diversity strategies such as training and managing change. The Company should not at any point try to ignore the cultural diversity as a way of reducing its negative effects. Conclusion Cultural diversity and team building are key aspects towards effective and efficient performance of the organizations. Therefore, managers should invest a lot in team building and culture diversity management towards ensuring they achieve their objectives of improved performance and service delivery. Cohesive working of teams with people from diversified cultural backgrounds can be achieved greatly through ensuring that they are trained on the importance of cross-culture. Teams should be supported and appreciated in their work and their contribution as a way of ensuring they are motivated and developed towards successful management and productivity. References Duke Corporate Education 2005, Building Effective Teams, Kaplan Publishing, California. Gartner 2011, Gartner Organizational Chart, Viewed 20, May 2011, from http://www.theofficialboard.com/org-chart/gartner# Jerald, G 2002, Managing behaviour in organizations, Prentice Hall, London. Joseph, W 2001, Organizational behaviour and change: managing diversity, cross-cultural dynamics, and ethics, South-Western College Pub, London. Kandula 2006, Performance Management, PHI Learning Ltd, Michigan. Kundu, S & Turan, M, 1999, “Managing Cultural Diversity in Future Organizations”, The Journal of Indian Management and Strategy- 8M, Vol. 4, No. 1, pg. 61. Lionel, L. 2003, Managing cultural diversity in technical professions, Elsevier Science, New York. Simon, L 2008, Cross Cultural Management, An international Journal, Vol. 15, No. 3, pp. 154-165. Appendices Organizational Chart- Gartner Organization (Gartner 2011) Read More