Organization and Behavior: Teamwork - Essay Example

Organization and Behavior: Teamwork Student’s Name Institutional Affiliation Course Name Date of Submission Table of Contents 1. Introduction 3 2. Nature and behavior of Group and its Impact on Organization 3 2.1. Group Development 3 2.2. Impact of Group Behavior on Buffalo Grid……………………………………………...5 3. Factors that Promote Effective Teamwork 5 3.1. Case Study: Buffalo Grid Technology in Kenya…………………………………………7 4. Impact of Technology on Teamwork in Qantas Airways 8 5. Conclusion 9 6. References……………………………………………………………………………..…10 Organization and Behavior: Teamwork 1. Introduction Teamwork is a very critical culture that any company that intends to succeed must promote in the present day competitive business environment. Schneider (2003, p. 4) defines teamwork as a situation where employees are encouraged to work together on a project as opposed to independently. Any organization that intends to succeed cannot ignore the value of teamwork in the present day business environment. Fortunately, the advancements in technologies have brought opportunities for teamwork virtually. The aim of this report is threefold. The first part of the report will describe the nature and behavior of a group. The second part will evaluate the factors that promote or hinder teamwork in implementing Buffalo Grid technology in rural Kenya. Finally, the report will examine the impact of technology on teamwork in Qantas Airways. 2. Nature and Behavior of Group and its Impact on Organization 2.1. Group Development Teamwork is critical for the success of an organization. Although teams may differ from one organization to another, Bruce Tuckman observed that all groups pass through certain stages as they move from being strangers to a united people with common objectives. The stages include forming, storming, and norning, performing and adjourning. Forming is the first stage of group formation, according to Tuckman. Tuckman noted that this is the stage where members of a team are not only positive but also polite (Schneider 2003, p. 11). Tuckman also noted that this stage is characterized by high degree of anxiety among members of a team since the team members are still not aware of what is expected of them. The stage is also characterized by excitement from some members of the group because of the job that awaits them ahead. Additionally, at this stage, members of a team try to learn about each other as they work together to achieve a common goal. Storming is the second stage in group formation. As the name suggest, this stage is characterized by struggles among members of a team. Conflict is common at this stage among team members due to disagreements emanating from lack of understanding and nature working styles (Schneider 2003, p. 14). Accordingly, this is the stage where most teams fail because of lack of understanding. Additionally, at this stage, teams may inquire about the worth of the goals set for the team and even resist doing some tasks. Norming is the third stage of group formation. At this stage, the members of a group start to get along with each other as the roles of the team become clear (Forsyth 2009, p. 60). Because of the increased understanding of members of a group, the members of a group are able to resolve their differences, appreciate each other’s weaknesses and strengths, which promote harmony. The harmony developed at this stage, the members of the team begins to appreciate the roles played by their leader and respect his/her authority. The fourth stage is called performing. At this stage, the members of a group fully understand each other and work hard together to ensure the achievement of group goals (Schneider 2003, p. 16). Additionally, it is at this stage that a leader can easily delegate some work and concentrate on other things without any worry. The last stage of group formation is called adjourning. This is the stage where the project undertaken by members of a team comes to an end (Forsyth 2009, p. 63). Because some members of a team have built friendship, this stage is characterized by a sense of loss and anxiety. 2.2. Impact of Group Behavior on Buffalo Grid Buffalo Grid is a classical example of a multinational company whose performance has been greatly influenced by group behavior. Buffalo Grid is a UK multinational company that provides power and internet solution in the UK and developing countries across the globe. Based on Tuckman’s stages of group formation, it becomes apparent that Buffalo Grid is in the performing stage. This is because all the members of the team are currently understands each other and work in harmony towards the achievement of the organizational goals. The company executive reveals that the success of the company is attributed largely to team work that thrives in the organization. For instance, because employees work as a team, this has promoted creativity, cohesion and effective communication in the organization leading in success. In Uganda, for instance, teamwork has resulted in the development of Text-to-charge facility (Forsyth 2009, p. 63). Accordingly, it becomes clear that teams in Uganda are in the performing stage of Tuckman’s theory. However, in some regions, groups in some regions are still in the storming stage, particularly, regions where Buffalo Grid is just introducing the facility and promoting entrepreneurship. This is because of the disagreements emanating from unclear job role and personal issues. Currently, Buffalo Grid plans to expand its business in India and China. This implies that the groups are still in the forming and storming stage. However, Buffalo Grid has not reached the adjourning stage since the company is still in operation and expects to continue expanding to other regions in the future. 3. Factors that Promote Effective Teamwork Below are some of the factors that have been found to enhance effective teamwork in an organization. Source: Schneider (2003) Team Identity Team identity is very critical for an effective team. In this respect, for a team to be effective, all the members of the teams must be at the same level in terms of education and skills as this ensures a chemistry among members of a team (Schneider 2003, p. 26). Team identity can also be enhanced by adoption of a common name or uniform among others. Team solidarity For a team to be effective, togetherness must exist, otherwise the team might not last. In this respect, all the members of a team must be willing and ready to work together by pursuing a common goal all the time (Forsyth 2009, p. 63). However, for this to happen there must be trust and mutual understanding among the team members. The use of slogans, such as “Solidarity Forever” can help enhance team work. Common Information Common information such as team rules and hierarchy is critical for the development of an effective team. Rule, for instance, ensures the creation of an effective team because rules ensure that team members operate within a defined rules and guidelines (Schneider 2003, p. 29). Other factors that might promote effective teamwork include training, setting of targets and availability of resources. 3.1 Case Study: Buffalo Grid Technology in Kenya The implementation of Buffalo Grid technology in Kenya may be enhanced or limited by a number of factors, which can be qualitative or quantitative. Qualitative (Ineffective Team) Lack of understanding of team roles and goals of the organization: This situation might occur in the event that some Kenyans fail to understand their jobs. However, because the objective is to get a suitable location for the business and maintenance of charging boxes, certain skills, knowledge and understanding is necessary. Sense-interest, competition and hostility among group members: Because the entrepreneurs can use charging boxes for different purposes, this might result in a situation where each person pursues self interest. Superficial problem-solving: Buffalo Grid might encounter many problems that might need prompt and effective solution. For example, Buffalo Grid might have to ensure that the charging box is placed at the right place and is working properly, which require effective decision making. Quantitative (Effective Team) Quality output: providing a good report and feedback will be critical for Buffalo Grid in enhancing its service provision. This is achievable by increasing the charging boxes and enhancing service provision to the people. Good attendance: Buffalo Grid will experience enhanced problem solving ability if Kenyan employees attend meetings and go to workplace on time. 4. Impact of Technology on Teamwork in Qantas Airways The work has experienced rapid technological advancements in the recent past. The advancements in technologies have had a huge impact on businesses. The airline industry is amongst the industries that have been greatly impacted by technological advancements as seen with Qantas airline. The new technologies that have emerged in the recent times have greatly impacted teamwork at Qantas Airways. In particular, with the emergence of new technologies, Qantas has created a virtual team (Qantas 2015). Virtual team is where a group of people work on a similar project in which coordination is done with the help of information technology (Lipnack and Stamps 2008, p. 63). For instance, Qantas has introduced a virtual team in which different flight agents and finance department coordinate in conducting online flight bookings. Virtual teams have proved beneficial to Qantas in a number of ways. Firstly, it has allowed passengers to book flights from anywhere they are with ease, thereby increasing customer satisfaction (Qantas 2015). Secondly, virtual teams have also made it possible for Qantas to transfer finance and patient information from one country of operations to another with ease. Additionally, virtual teams have help minimize the cost of operation, thereby enabling Qantas to charge cheap fares for its customers. Nevertheless, as much as virtual teams have proved beneficial to Qantas Airways, virtual teams might affect the airline negatively because of lack of solidarity among virtual teams, misunderstanding, and lack of effective coordination of virtual teams. 5. Conclusion Teamwork is very critical to the success of an organization. Although teams vary in behavior from one organization to another, Tuckman noted that all team go through five critical stages, including forming, storming, norming, performing and adjourning. However, as illustrated, there are a number of factors that promote teamwork, including team identity, team solidarity and common information. All these factors are critical in teamwork as is demonstrated in Buffalo Grid technology implementation in Kenya. Additionally, the advancements in technology have enabled Qantas benefit from virtual teams by enabling its agents from different flight destinations to conduct online ticket bookings. 6. References Forsyth, D 2009, Group dynamics. Cengage Learning, London. Lipnack, J., & Stamps, J 2008, Virtual teams: People working across boundaries with technology. John Wiley & Sons, Hoboken. Qantas 2015, Qantas virtual, viewed 9 September 2015 http://www.qantasvirtual.com/ Schneider, M 2003, Building a team. Cengage Learning, London. Read More

 

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