Essays on Barriers to Effective Group Functioning Coursework

Download full paperFile format: .doc, available for editing

The paper "Barriers to Effective Group Functioning" is an outstanding example of management coursework.   Workforce dynamics have changed significantly over the year, which has resulted in major changes in organizational behavior. One major change inherent in today’ s workforce environment relates to globalization, motivation, employee relations, values, and similar topics which have changed as time has passed. The paper looks to present a thesis on the way apart from work habits other factors such as “ skills, knowledge and learned behavior” (Hunt, 2006, p. 123) all of which influence a firm’ s social culture and bring a change in behavior.

The thesis looks towards identifying it through various research & studies and the present the manner it has on group effectiveness. Various research studies that have examined diversity management have highlighted that work habits are influenced by the changing global environment (Hunt, 2006). Globalization is considered one of the major factors that have increased the role of diversity in the workplace. The world began to witness globalization during the 1990s when the world began to become more integrated as the borders between countries began to blur.

Different economies started to share resources such as intellectual capital, goods, and services and so on (McShane, Olekalns & Travaglione, 2010). This led to a situation in which trade between countries was considered essential for growth. Economies like the Middle East countries united and started to function as a single unit on matters that required amalgamating knowledge. This causes such economies to look toward employing a workforce that was representative of different cultures, socioeconomic classes and gender, thereby increasing participation of the workforce in important decision making and ensuring diversity in the workplace. Research has shown that employees come from different cultures and castes and the manner of influencing them differs.

This makes it difficult for management to identify a single way to influence the entire workforce, often resulting in delayed decision making (Hailey, Ferndale & Truss, 2005). This situation has made it difficult for the organization to ensure that diversity in the workforce actually helps the organization achieve the best results. Another study by Katz (1974) supported this notion stating that managers need to look into different aspects of workforce diversity and employ managers who can guide employees to ensure that they work together toward a common goal.

This has increased complexity for the organization, however, because finding an effective leader who is able to lead a diverse workforce is difficult. Another problem organization’ s experience when dealing with diversity in the workforce is that it creates inequity among employees thereby affecting employees’ growth (Davidson, Simon, Gottschalk, Hunt, Wood & Griffin, 2006). This study found that when an employee does not perceive equity, this perception is reflected in the work culture.

When the employees do not perceive equity performance is affected. This decreases productivity and creates disharmony among the workforce and leading to multiple problems. Cultural globalization has argued that capital investments made to develop projects of large magnitude have resulted in growing the local economy (Kotler, 1990). This has been substantiated by a finding stating that in Europe; approximately 60% of the products consumed are imported and have not resulted in cultural changes (Kotler, 1990). Developing countries that rely on the external world for investments fall in the trap of cultural changes because looking towards accomplishing the development brings mass changes in the cultural environment.

This has been supported by the fact that most Western multinational companies look to make changes in the cultural environment so that organization is able to grow (Hunt, 2010). This problem is more significant for products that are essential and producing those means integrating cultural changes, which brings about cultural globalization and subsequently impacts the local culture.


Akande, W. (2002). “The drawbacks of Cultural Globalization”. Global Policy Forum. Retrieved October 21, 2011 from

Davidson, P., Simon, A., Gottschalk, L., Hunt, J., Wood, G. & Griffin, R. (2006) Management: Core Concepts and Skills, Milton, Queensland, John Wiley & Sons

Hunt, J. (2006). Key Components in the Development of Senior Executives in Australia. The Business Review, 5 (1): 121-131.

Hunt, J. (2010). Leadership Style Orientations of Senior Executives in Australia. Journal of the American Academy of Business, 16 (1): 207-217.

Hailey, V.H., Farndale, E. and Truss, C. (2005). The HR Department's role in organizational performance. Human Resource Management Journal 15(3):- 49-66.

Katz, R. (1974). The Skills of and Effective Administrator. Harvard Business Review, 52 (5), 90-102.

Kotter, J.P., (1990). What Leaders Really Do. Harvard Business Review, 68 (3), 103-111.

Mintzberg, H. (1975). The Manager's Job: Folklore and Fact. Harvard Business Review, 53 (4), 49-61.

McShane, S., Olekalns, M. & Travaglione, T. (2010). Organisational Behaviour on the Pacific Rim, Chapter 3, Sydney, Australia, McGraw Hill

Marcel, J. (2003). “Fast Food Fascism”. Global Policy Forum. Retrieved October 21, 2011 from

Wasserstorm, J. (2003). “A Mickey Mouse Approach to Globalization”. Global Policy Forum. Retrieved October 21, 2011 from

Zaleznik, A. (1977). Managers and Leaders: Are they Different? Harvard Business Review, 55 (3), 67-78.

Download full paperFile format: .doc, available for editing
Contact Us