The paper 'Improving Group Productivity in Crystal Production Group" is a great example of a management case study. Crystal Production Group (CPG) is an audiovisual production and entertainment group with over 10 years experience in the entertainment market. It provides services to a range of markets including, theatre, film, television, special events, tradeshows and corporate events. Its main areas of specialization are to supply entertainment and events technology. CPG provides integrated services as well as hiring and operating equipment for its different markets. CPG services include scenery and automation systems, staging, lighting, and audio and video production which are highly dependent on creativity and innovation.
The production and entertainment industry requires the staff to work in groups for high productivity. One of the highest challenges in this company is to manage the people to work together cohesively since almost everyone is budding with ideas of what needs to be done. There has been a decline in the productivity of the group especially the audio-visual departments. There has been complaining that projects take longer than expected and they do not follow production schedules.
Staff members complain that their ideas are not being implemented and there is discrimination. Adding group members have not been able to solve the problem. There has been a problem of efficiency especially in covering events and several clients have reported that the way some of their events were covered is not effective. Adding more resources and improving the equipment used has not improved productivity. This calls for the evaluation of group productivity in order to improve productivity with the team already in place. Any organization faces the continuous challenge of improving its productivity and profitability in order to maintain or increase its competitive advantage.
Research on CPG’ s groups has revealed that productivity has been inhabited by four major group problems. They include role conflicts within groups, communication problems among group members, lack of cohesiveness in groups with diverse members and excess intergroup conflict. Role Conflicts within groups Tang and Chang (2010) say that individuals working in organizations undergo role stress as a result of a disparity of the roles expected to be carried out and what is perceived differently.
This definitely affects the productivity of the group since members carry out the roles they perceive rather than what is actually expected of them. This is attributed to role ambiguity which means that there is no clear indication of the exact roles a person is expected to play. Basically, for a group to realize optimum productivity, it has to exploit the expertise of every member in the group towards the production of the desired result. This means that if the members do not perform the roles they are expected to, productivity is inhibited.
Each member’ s creativity is required in a team and when people’ s roles are taken by others, their creativity is inhibited and their motivation goes down. Role ambiguity and role conflict are the two major components of role stress (Tang and Chang, 2010). Role ambiguity means there is a lack of specificity and predictability on the role (responsibility and functions) an employee is expected to play. This affects productivity in an organization since people are not accountable for what is expected on them. In addition, it is hard to hold people accountable for mistakes done and there is a lot of blame-shifting among members of the group.
Role theory attributes role conflict to different sets of conflicting demands. When a group member is expected to play different conflicting roles, his or her productivity is hindered.
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