The Key Aspects of Group Behaviour within Organisations - Case Study Example

Group Behavior within Organization Name: Lecturer: Course: Date: Introduction Within this perspective, complementary skills describe a team with multidisciplinary skills, such as manufacturing, marketing, and design. Nestle USA is a leading food and beverage company with over 12 brands in the United States. At Nestle, multidisciplinary teaming is important for development of industrial products and team building. According to Brewer and Mendelson (2003), multidisciplinary teaming and teambuilding are essential in the United States since two-thirds of enterprises solve their problems through teamwork. This report seeks to explain the nature of groups and group behavior at Nestle’s quality assurance and production department. It further discusses factors that may promote or inhibit the development of effective teamwork in organizations, and evaluates the impact of technology on team functioning within a given organization. 1. Building a sense of identity teams and suggestions to the team to stay coherent Building a sense of identity: A team consists of a group of individual with complementary skills who work collaboratively to attain common objectives. In team, individuals integrate different skill levels and expertise to produce better outcomes efficiently (Charness et al. 2011). As the team leader, the main responsibility would be creating the team's identity. To ensure this, I would clarify what the team seeks to achieve through goal-setting. I would later discuss with the team to help them understand and agree with the goals. At the stage, letting the team know what is expected from them would be crucial (Charness et al. 2011). Setting standards and examples would be crucial, as the team’s identity is only as strong as the leader's identity. Enabling the team to stay coherent: First, the team should be advised to develop unity or purpose and a shared vision. This is since team building originates from a clear vision of what the group hopes to attain. Next, the team should be advised to promote team identity. Afterwards, the team should also be advised to develop meaningful mission. This can be ensured by coming up with a mission statement or unconditional agreement that defines the objective underlying the team's existence. Synergistic teamwork should also be developed, where each member is required to work together with a collective desire for success (Charness et al. 2011). There should also be mutual accountability among the members, where each one works collaboratively to attain important objectives. Positive team culture should also be built. This will enable the team members to build the spirit of camaraderie. There should also be open and honest communication to enable mutual sharing and understanding. 2. Measuring effectiveness of teams Effectiveness of teams is usually measured in many different ways. There are different ways on how to measure the effectiveness of teams and how they can contribute to the success of the organization: Cognitive-based collaboration metrics This method measures how effectively each team member understands his tasks, mission and team members. It also examines how effectively the team members get to work together. Effective cognitive-based collaboration metrics enables the organization to understand what happens during collaboration, understand how the team members relate and how well they integrate organizational objectives into the teams (Noble & Letsk 2002). Product metrics The method measures the quality and timeliness of products produced by a team. It also measures the efficiency through which the teams produce the products. The underlying assumption of the metrics is that teams should not be designated to be effective unless they are able to produce good products efficiently. This method enables an organization to improve team performance with focus on improving quality of products within the set time frame (Noble & Letsk 2002). Task performance metrics The metrics measure the processes through which the team creates and assembles products. They are applied in measuring the task performance, workload, team flexibility, adherence to the schedule, and level of engagement. It enables organization to understand how it can synchronize its teams, understand and adjust overall team effectiveness with focus on ensuring team product quality (Gaddini et al. 2006). Information interaction metrics Information interaction metrics measure the effectiveness in which the team brainstorms and negotiates ideas, in addition to other processes that the team uses to obtain the necessary shared understanding or reach agreements. It enables an organization to adjust its communication strategies to ensure that each team obtains the right information from appropriate sources. Cognitive metrics Cognitive metrics measure the degree to which the team understands what it requires to understand so as to be effective. It determines the adequacy of teams’ transactive memory system. Similarly, it enables organizations to understand the employees’ attitudes and change these attitudes to be more productive (Noble & Letsk 2002). Creative metrics This metrics measures how team members are creative and how they apply creativity in improving team performance. It also examines how conflicts hinder the team's creativity. Therefore, it enables the organization to monitor and improve the teams' creativity. This can ensure the organization's competitive advantage. 3. Group Decision making and its pros and cons Group decision-making is a form of participatory process through which several people who act collectively get to analyze problems and solutions, as well as consider and asses alternative courses of actions. At Nestle’s quality assurance and production department, brainstorming is mostly used in group decision-making processes. Brainstorming is where the group members propose ideas and alternative courses of actions verbally. The session is typically unstructured, where any group member is free to suggest ideas without specific formulae. The sessions are led by the team leader, who then solicits ideas from the group members. Often, the group leader records the ideas presented on a marker board. After the ideas are generated, the ideas are evaluated one after the other. Less feasible ideas are eliminated, while those most relevant to specific problems are considered for action. Brainstorming method has two strategic advantages. First, it takes advantage of the pool of skills, expertise and strengths of the members. It also harnesses the unique qualities and talents of the group members, who, based on their expertise and levels of understanding, can generate a great number of alternatives, which makes it possible to provide superior solutions. Next, the brainstorming method leads to collective understanding of the ultimate course of action selected. This promotes a greater sense of ownership of the decision, hence leading to greater acceptance of course of actions. Brainstorming however has its share of downsides. First, a key challenge of this method is that some group members tend to be hesitant to actively participate in proposing ideas, since they fear being judged by others. Second, the effectiveness of the brainstorming in group decision-making is threatened by its tendency to cause group polarization, where members of the team converge on solutions they feel are less tasking. This happens since the members do not feel as much accountable and responsible for the actions of the group compared to how they would feel when they made the decisions individually. 4. The stages of group formation as classified by Tuckman. Tuckman’s model is a basis for effective team building. The model recognizes the idea that at the early stages of formation, the teams are ineffective, less cohesive and function less efficiently. The model proposes that teams group gradually by using clearly defined stages to become fully functional. Overall, Tuckman’s teamwork theory proposes four stages of group formation. These include forming, storming, norming and performing. Forming Forming is the initial stage of group development. It is characterized by existence of individuals who are yet to learn to work together. At this stage, each individual is preoccupied with finding their place within the team, questioning the real purpose of the team and asking their real purpose and potential value in the team. In this category, leaders have to engage team building techniques and to help in developing team identity. The team leader should also bring the team to each other and develop trust. Storming Storming is the second category proposed by Tuckman’s teamwork theory. At this stage, the members of the team start to see themselves as being part of the team. Cases where the team members confront the team leader and other members while seeking explanations on what the team is doing and how tasks should be performed may be noticed. Therefore, confrontations and conflicts characterize the stage. Without effective leadership, the stage may result to loss of focus on the real tasks and poor performance. The team leaders should guide the group through this turbulent transition phase by coaching them and asking them to be tolerance of each other. Norming In this category, team members start to work collaboratively, start processes, establish rules and clarify their roles and how tasks should be handled. This third stage is characterized by growth in the sense of comradeship or togetherness. The group leader should allow the team to be more autonomous. Performing At this category, the team members’ show increased focus on the tasks at hand and developing lasting relationships with other members. The members also show the willingness to combine their efforts to promote team synergy. The team delivers performance by working together effectively. 5. Technology impact on performance of a team Effects of technology on teamwork Technology has a big impact on team performance. Technology allows team leaders to facilitate communication among the team members more effectively, hence ensuring effective team performance. It also reduces time and travelling expenses related to group work of members who work in different locations. This also reduces project completion times (Lee et al. 2006). The team’s ability to monitor projects can also be enhanced using technologies, such as project management software. This will allow team members to estimate, budget and schedule tasks. Interactive technologies used in virtual team work such as video conferencing, emails, instant messaging, mobile phones and cloud computing tools allow teams to communicate, work collaboratively and share information and knowledge resources with other members of the team and beyond. Technology also allows easy accessibility of text-based communication tools, which promotes communication and effective understanding of group projects. Effective technologies for team communication Telephone Telephone allows the team members to communicate with each other efficiently and quickly. It allows the teams to work together regardless of their locations and to stay on page while working on projects. It can be complemented by an email in delivering messages in text-based electronic format to easily distribute documents and stay on page. Members can also schedule conference calls, to allow other members to call in and attend the conference (Lee et al. 2006). Videoconferencing Videoconference is also a useful technology that promotes teamwork. Examples include Skype, which allows the team members to talk and see other members while on a group call. It allows individuals to make visual representations, product samples, or share charts. Group members who look to make group decisions or discuss projects with other group members can schedule conference calls (Lee et al. 2006). Cloud computing Cloud computing is an internet-based integrated computer technology that consists of information system architecture that can save businesses from the need to use hardware infrastructure while at the same time allowing them to limit the general client-side complexities and requirements (Babu & Chakravarty 2014). Cloud computing technology allows team members to share and access files regardless of their locations. Team members can set platforms such as Google Docs that lets others to log into a central repository of documents. Members can also work on the document in real time. 6. Belbin team roles Belbin team roles refer to the behaviors that individuals can organize in order to work collaboratively as a team. The nine roles proposed by Belbin are basically complementary and get to reinforce each other (Belbin 2014). Implementer: the implementer is essentially a practical organizer within the team. For instance, they consist of team members who are task-oriented, orderly and disciplined. Resource investigator: This includes the extroverted, enthusiastic and cheerful individuals within the team. For instance, they may include team members who may have a lot of contacts with individuals outside the team of organization. They are good with creating and maintaining relationships with outsiders (Belbin 2014). Plant: These consist of team members who are creative thinkers and innovative. Examples include team members who tend to look for space to fantasize on new and innovative solutions to complex problems. Monitor: These consist of team members who tend to be critical, sensible and thoughtful. Usually, they are considered as analysts. Examples include team members who are always seeking to analyze situations or problems and who often give judgments that are often right (MindTools 2014). Shaper: These consist of passionate team members who have a strong drive to performing and getting things done. Examples include team members who always meet deadlines and are passionate about achieving team goals (Belbin 2014). Coordinator: These consist of team members who have high organizational abilities. Examples include team members who tend to help other team members to clarify intentions and to encourage others to use their full potential. Complete finisher: These include the team members who always have a deep insight into a situation and know when something may go wrong. For instance, they tend to monitor product quality and safety. Teamworker: These consist of the most sensitive members within a group. They tend to be accommodative, helpful, and more centered on creating pleasant working atmosphere. They also tend to promote a sense of togetherness within the team. Examples include team members who find it difficult to make individual decisions, and who tend to prefer harmony (MindTools 2014). Specialist: These consist of team members with immense knowledge and expertise in their areas of work. Examples include individuals within the team who are often viewed as advisors. They also tend to have high technical skills and to care less about social activities. Conclusion Effective teamwork within culturally diverse multinationals such as Nestle is essential in organizational operation. However, effective teamwork is often difficult to attain within collaborative teams. In this regard, building a sense of identity and enabling the team to stay coherent is essential. The effectiveness of the team should also be measured to ensure its weaknesses and to optimize strengths. Understanding the stages of group formation as classified by Tuckman, Belbin team roles and how technology can be integrated to promote teamwork is also essential. References List Babu, B & Chakravarty, M 2014, "Impact of Cloud Computing on Small and Medium Enterprises in India," International Interdisciplinary Research Journal vol 2 no 1, pp.19-36 Barnett, T 2014, Group Decision Making, viewed 8 Sep 2014, Belbin 2014, Belbin Team Roles, viewed 8 Sep 2014, Charness, G, Cobo-reyes, R & Jimenes, N 2011, Efficiency, Team building, and Identity in a Public-goods Game, viewed 8 Sep 2014, Gaddini, A, Huyck, M & Gupta, N 2006, Measuring And Evaluating Teamwork Effectiveness In Undergraduate Project Teams And Evaluating Teamwork Enhancement Interventions, viewed 8 Sep 2014, Lee, S Magzuka, R, Liu, X & Bonk, C 2006, Interactive technologies for effective collaborative learning, viewed 8 Sep 2014, MindTools 2014, Belbin's Team Roles: How Understanding Team Roles Can Improve Team Performance, viewed: Noble, D & Letsky, M 2002, Cognitive-Based Metrics to Evaluate Collaboration Effectiveness, viewed 8 Sept2014, Brewer, W & Mendelson, M 2003, "Methodology and Metrics for Assessing Team Effectiveness," Int. J. Engng Ed. vol. 19, no. 6, pp. 777-787 Read More