Essays on Organizational Structure Operations - Film Internship Coursework

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The paper "Organizational Structure Operations - Film Internship" is a great example of management coursework.   This paper analyzes organizational structure operations, focusing on theories of teams and teamwork to achieve set goals and objectives of an organization. The essay begins by outlining the core concepts of teams and teamwork. It then reviews related research on types of teams that may operate in organizations structure, problems they encounter and processes they undergo through in their formation. In exploring these issues, the essay uses some examples from the 2013 film ‘ Internship’ to highlight a number of potential strengths and limitations of these critical theories, and relate to the literature’ s account of teamwork in the organization.

In conclusion, the essay will summaries the main arguments and will try to determine what will impact future research on this topic. The first section is focusing on the team’ s role, formation and process in an organization. Larson and Lafasto (2009) define a team as; “ An entity of two or more people who coordinate and interact towards the accomplishment of set objectives” . Kogler-Hill defines teams as “ organizational groups composed of members who are independent, who share common goals, and who must coordinate their activities to accomplish these goals” (in PG Northouse, 2011, pg161).

For Katzenbatch and Smith (2013), “ a team refers to a group of people that complement each other in commitment towards the attainment of common performance goals and purposes for which they accept to be mutually accountable” . They suggest that teams are likely to comprise between two to twenty-five members, with ten being an optimum number for achieving effective performance. Katzenbach and Smith add that the essence of teamwork lies in a degree of commitment.

Without it, the group functions as a set of disparate individuals working together. Teams are useful in organizations ranging from greater resources for finding solutions for problems, enhanced innovation and creativity, enhanced decision making quality, more dedication to tasks, greater enthusiasm through group activity, enhanced control and discipline in the workplace geared toward individual satisfaction. It is important to notice that there are different groups forming various teams under a single company. Some coordinate with others while some are independent (M. Beyerlein 2011). They include; Formal groups — that are officially recognized and supported by the organization for specific purposes.

Informal groups — are not recognized on organization charts. They are not officially created for an organizational purpose and emerge as part of the informal structure and form natural or spontaneous relationships among people. They have a positive performance impact and can help satisfy social needs. Committees - here, people work together for a common purpose in small groups outside daily job specifications. Their Task agenda is narrow, focused, and ongoing. Projects teams or task forces-people from different sectors of the firm collaborate to solve common problems, in the short term.

It’ s disbanded after the task is completed. Cross-functional teams — Members will be drawn from a range of units of the firm. The team is involved in finding solutions for specific issues or tasks with regard to organizational-wide objectives. Virtual teams — are made up of people who collaborate towards the solution of problems by use of computer-mediated as opposed to face-to-face communication.

Bibliography

Belbin, R.M (1989) Management teams, Heinemann, London.

E. Salas, T. Dickinson, S. Converse, and S. Tannenbaum. Towards an understanding of team performance and training. In R. Swezey and E. Salas, editors, Teams: Their Training and Peformance. Norwood, 2012.

Katzenbach, R.J. and Smith, D.K (2013) The Wisdom of Teams: creating the high performance organization, Harvard Business school Prews, Boston, Massachusetts.

Katzenbach, R.J. and Smith, D.K (2013) “The discipline of teams”, Harvard Business Review, march-April.

Larson, C.E and Lafasto, F.M.J, (2009) Teamwork, Sage, Thousand Oaks, CA

LaFasto, Frank M. J.; Larson, Carl (August 2011). When Teams Work Best. Thousand Oaks, CA: Sage.

Northouse, P.G (2001) Leadership: theory and practise, Sage Thousand Oaks, CA

Sandstorm, E., DeMeuse, K.P. and Futrell, D. (2010) Work teams, American Psychologist, Vol. 45, February.

Tuckman, B.W (2005), Developmental sequence in small groups, Psychologist Bulletin, Vol63.

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