Organisational Behaviour and Management - Factors That Promote a Healthy Team - Literature review Example

MGMT803 Organisational Behaviour and Management Report Title: Your student name Your student number Date Introduction In an organization or business, various management strategies contribute to the efficient team (Walton 2012). Organized and coordinating employees manager relationship always leads to excellent performance in any business. Certain managerial roles will have a positive impact on a business and if not practiced in accordance will bring an adverse effect (Walton 2012). Managers need to understand their responsibilities, roles, commitments and use of know-how in the managerial system of an organization. (Walton 2012). The following report consists of four articles which show various managerial strategies used in enhancing proper teamwork and production of the task force in an organization. Overview of TaskWorks Management, Knowledge Management and Communication Style in the Archiving Effective Team How Task Work, Task Management and Teamwork Contribute Toward Effective Team(2015) Salas et al. discuss necessities and provisions for an efficient team to run. He provides an understanding of teamwork pillars which select, develop and maintain a team and how to use already known ideas, information, and findings in a relevant manner (Salas 2015). Salas provides a vital aspect of the team namely independence, individual tasks, and shared task (Salas 2015). In addition, he provides a definition of task work as a person particular task to be performed by each member of the team and work task as shared behaviors like what members think their attitudes and approaches are necessary toward satisfaction of task (Salas 2015). In addition, Salas et al. identify various considerations for an efficient team which includes trust and belief among members, a corporation of the group collectively, and common objective so as to work better and prevent serious conflicts among members. A guideline with conflict management strategies on how to settle conflicts should be considered by managers (Salas 2015). The writer also advocates that coordination of roles to each member expectation should also be defined. Implementation and sharing of unique information are crucial for effective communication. Regarding coaching, managers should diagnose and solve problems with the team when they arise (Salas 2015). Salas also stresses that cognition, training, and intervention are hands in hand with eliminating errors when boosting performance. The team should be composing of oriented members and those who are willing to complete the task (Salas 2015). The members success is brought by different strategies employed in the context. In addition, an organization which uses cultural diversity is always in good shape. Salas et al. generally, provides various aspects on how an organization can improve teamwork (Salas 2015). Parker et al. in the second article, argues that a self-organized team is a semi-regulated team of players who plan organize and execute duties with or minimum supervision (Parker, 2015).There are three levels of teamwork that Parker provides; task group level, team maintain the level and individual job level. In addition, he further identifies three function levels which are dependent level, independent level, and interdependent level. Parker et al. also explain that highly effective teams are those that achieve regarding performance task and maintenance of human resource (Parker, 2015). Decision-making mechanisms and implementation and executioner policies identify a self-organized team. Parker advocates the use of agile leadership rather than conventional enforcement of a rigid set of rules to the team members (Parker, 2015). Impact of Knowledge Management on Organization Performance (2013) Jain & Jespersen argue that the fundamental learning objective of knowledge management is to improve the process of acquisition, investigation, and usage of knowledge. In addition, they describe the process of knowledge management which includes creating, accumulating, organizing and utilizing the knowledge that helps to achieve the objective and enhance team performance (Jain & Jespersen, 2013). One of the benefits of knowledge management practice is that it enhances positive impact to the team performance. Jain & Jespersen describes a demonstration of 50 workers conducted in Croatia, which suggested that individual, organizational outcomes of company product, production, and employee improvement are directly affected by team knowledge empowerment (Jain &Jespersen, 2013). However, the extent of effects on different groups is not well known. According to the author, the result collected in a logistic operation between operational and knowledge management process was positive, but knowledge management can bring impact fully on organization culture and partially on organization plan and strategy thus the results are numerous from different researches. In addition combining explicit external oriented and tacit internal oriented knowledge management strategies can fully change organization structure and overall strategies thus improving teamwork effectiveness. Mistrust among individuals is due to little or no knowledge management (Jain & Jespersen 2013). Jain & Jespersen provides three categories of knowledge management in a team or organization at large which includes information technology, team members, and education. When focusing on information technology, knowledge management, and the team add individual efficiency by capturing information at higher level and uses of information technology tools. Information technology tools used are supposed of more top quality, excellent user satisfaction, better usage and accessibility brings greater knowledge effect on the team (Jain & Jespersen 2013). The team member’s culture of an organization determines the extent of knowledge management. Fundamental beliefs, norms, and values of the team members define sharing, trust, and utilization (Jain & Jespersen 2013). The climate at which individual and organization operate helps to integrate knowledge management successfully which heavenly relies upon teamwork, creativity, trust and corroboration among employees (Jain &Jespersen, 2013). This process of integration has a positive effect on knowledge management result hence improving teamwork. On the third category of knowledge, success knowledge management applies on a positive approach to the team and organization's knowledge which include acquisition, utilization, ownership and sharing among members. The higher the effectiveness of accumulation of knowledge, sharing both informal and formal knowledge, and ownership of knowledge by employees always yields effective team workforce (Jain & Jeppesen, 2013). Validity and Reliability of the Management Communications Style Scale Toward Teamwork (2014) Communication serves many functions in organization thus termed as a central element. Sanyal et al. explains that what people say among the team members has a general impact on the organization at large (Sanyal, 2014). Encouraging communication among team members not only can bring job satisfaction but also a commitment to the job among people who work and interact freely. Assertive communication styles promote maximum support to employees and also perceived manager support at the workplace leads to employees satisfaction with manager and company based self-esteem (Sanyal, 2014). This achievement fosters strong emotional bond with the businesses that always reduces mistrust and absenteeism (Sanyal, 2014). .As a result of this belief different Management Development Style have developed which helps in team management (Sanyal, 2014). Sanyal provides four dimensions of MCS namely tell, sell, consult and join (Sanyal, 2014). The MCS of a manager in a company has shown a high percentage of evidence to have increase employees satisfaction and reduce conflict among members in a workplace, In that case; Sanyal insists that managers who practice MCSs that are employees centered always improve team satisfactory and trust (Tixier, 2014). A working environment that allows efficient communication between subordinates and supervisor increases the output of team members. Tixier provides some variables operating within the team workforce have been found to impact employee satisfaction. These variables include; job enlargement, working condition, job enhancement and opportunity to involve in decision making. He also adds that a good working manager among the team members together within team satisfaction is associated with proper listening and understanding of each other (Tixier, 2014). If the manager uses the MCS style that is self-centered which involves telling or sell obviously give a prediction employees are not satisfied, and the outcomes can be predicted easily while if he uses MCS, that requires consult and joins are more employees centered. However, the use of power in the team can be a source of mediation in case there is a misunderstanding among team members. Despite that, the extent of which power can be used for the team and bring a perception that the communication style is employees centered remains controversial (Tixier, 2014). Summary of Key Points Salas et al. explain the use of task force and various aspect of teamwork to enhance proper collaboration. He discussed various considerations arguments on how an organization can have an efficient team. He believes that a team that can use the existing information and findings and coordinate task of each can archive a significant amount of teamwork. Conflicts and mistrust among members are the key components that lead to poor teamwork.On the other hand, Parker advocates for self-organized teams which promote agile leadership other than a type of leadership where a team has permanent strict rules to follow. Parker argues that the individuals who follow the three jobs and functional levels using independent decision making and proper implementation are the ones who can make a great team. Parker also put emphasis on task management and human resource management for archiving an efficient team. Jain & Jespersen, on the other hand, emphasizes the use of knowledge management as the key factor in archiving an effective team. They describe in details the importance of integration of team member’s individual knowledge into organization knowledge for the purpose of sharing among team members. The impact of mistrust into team performance is well elaborated. Jain & Jespersen further provides various knowledge management categories for best description its use and importance in a team .Sardal et al. argue that a good MCS promotes a good, satisfactory condition for workers. Sandal has insisted that how effective the team is motivated depends on entirely on the type of MCS a manager decides to use. Tiexer argues that Employees usually have satisfactory and emotional trust to their organization where there is direct and honest communication thus constructing a competent working team.Managers cantered MCS have low satisfactory results as compared to employee centered MCS, which has higher successful results in teamwork. Practical Implication to Managers The manager can understand from Salas the need to select and organize task to individuals who are willing to perform selected task and not forcing them to perform unwanted tasks. Gain know-how on how to make a coordinating team without mistrust by using various consideration of effective team management (Jonasson& Lauring, 2012). The manager also can formulate flexible rules that can be changed if needed to promote employees engagement in principles making for betterment. In addition, the manager can understand how to deal with the human resource in a positive way to improve team satisfaction thus improving the whole organization. From Jain & Jespersen the manager can identify various ideas from the team members and use them in generating principles of an organization. Determine the need for promoting sharing of ideas among members so as promote free interaction and ideas generation ( Jain & Jespersen 2013) The manager can understand various MCS and choose the most appropriate one for daily to daily activity that will allow maximum participation of members from Sanyal article. Understands that the rule of harsh laws and rules do not promote performance .in addition the manager can understand the extent use of power he or she can practice ( Sanyal, 2014). Reflection on Learning The authors from above articles have demonstrated the various function of management and roles of a good manager as learned from the class. Salas et al. showed various aspects like coordinating of team members, controlling, allocating of various duties to works and formulation of managements systems had been discussed. Parker also gives the importance of team works in an organization and how various factors such as mistrust, human resource, norms, beliefs, and inadequate supervision affects teamwork. In addition, one can learn different considerations a manager should consider so as to achieve good team management, reasons for promoting knowledge management, various categories of knowledge management and description of each one of them in details fro the article of Jain & Jespersen. . The other is that the final article was written by Sanyal, which educates on how a manager can exercise the use of power to formulate MCS that is appropriate so as to allow sharing of ideas between supervisor and subordinate. Conclusion Task work, teamwork coordination, task management, human resource management and knowledge management are among the most considered factors that promote a healthy team. In addition to that, formulation of a proper MCS by the managers always determines the type of employees’ satisfaction in any organization. Among the various reasons for a weak team, management is mistrust among team members, lack of sharing of ideas, weak leader to subordinate staff communication and over the ruling of the supervisor. References Wheeless, L., and Reichel, L. (2012). A reinforcement model of the relationships of supervisors' general communication styles and conflict management styles to task attraction.Communication Quarterly, 38(4), pp.372-387.. Tixier, M. (2014). Management and Communication Styles in Europe: Can They Be Compared and Matched. Employee Relations, 16(1), pp.8-26. Sanyal, S. (2014.). The Learning Organisation: Strategic Syncs in Knowledge Management.SSRN Electronic Journal. Jain, A. and Jeppe Jeppesen, H. (2013). Knowledge management practices in a public sector organization: the role of leaders' cognitive styles. J of Knowledge Management, 17(3), pp.347-362. Parker, DW Holesgrove, M Pathark R, (2015) Improving Productivity with Self-acquired Teams and Agile Leadership. International Journal of Productivity and Performance Management 64(1), 112-128 Salas E Shuler, M.lLThayer Al. Bedwel W.L and Lazzara EHM (2015)Understanding and Improving Team Work in an Organization. A Scientifically Based Practical Guide. Human Recourse Management 34(4) 519-622 Jonasson, C., and Lauring, J. (2012). Cultural differences in use: the power to essentialize IJAR, 1(12), pp.134- Patel, D. (2013). Discovery Of Knowledge Management In Organisation.  136.communication styles. JCOM, 16(4), pp.405-419. Walton, T. ( 2012). Leadership, Creativity, Teamwork. Design Management Review, 17(3), pp.6-9. Read More