Organisational studies The effective of Team work and problems faced

Organisational studies The strong of Team work and problems faced1- IntroductionGroups and squads form a key part of life in work organization, coordination and cooperation be the just most activities taking place within organizations which is only chance ond by deal working together. We al ways work as collections in our families, communities and educational systems, neighborhoods. There is no skepticism that the success of organization depends on the proceeding of its groups and teams. And by mobilizing groups and team the organization can meet its competitive demand in the challenging environmentIn the last years competitive environment yield lead to the managers to concern and ensure more than on the groups and teams performance very well. By implementation teamwork in the organization its lead to reduce the costs and to increase the profits which atomic number 18 the key in all competitive market in todays economic climate.Managing groups is the approximately imp ortant aspect because most of the organization work d unmatched within group so to manage this group its requires Planning- Organizing- Leading- Controlling (P-O-L-C) functions.This paper illustrate sympathy the meaning of teamwork and groups and identifying the varied types of team and the three take of structure which are influencing teams and its importance in the organization behavior, encountering of tools and techniques that increasing the effectiveness of teamwork in organization. blossom analysis of group and team working. And critically important to downstairsstand how groups and teams contri scarcee to organization effectiveness. While their effect is potentially positive.2- Teams in OrganizationAt the antecedent of 1990s the use of teams within organization has been raised dramatic, such as the Miller Brewing Company increasing productivity 30% by utilize teams comparing with traditional organization.And too many organization they obtained benefits by using teams, Instruments in Malaysia to reduce defects from 100 parts per million to 20 parts per million. Furthermore, Westinghouse trim back its cycle time from 12 weeks to 2 weeks, and Harris Electronics was capable to achieve an 18% reduction in costs.(1)Many companies switch to use teams and they did good job standardised Square D, they changed to self-directed teams and found that overtime on machines, than the production increased because the setup operators were able to control the work in much more effective ways than a manager could say.(2)2.1. Definitions of Effective TeamsOne of the most popular definitions by Schein defines a group in psychological terms as any number of people who interact with one an early on(a) are psychologically aware of one an opposite and perceive themselves to be a group (3) apt confirms this more simple-mind as any collection of people who perceive themselves as a group (4) however both of this two definition doesnt summarize wherefore people work as a group, maybe this definition is better a group is a collection of two or more people who interact with one another regularly to achieve common goals. In the a group within this definition, membersAre mutually dependent on one another to achieve common goals andInteract regularly with one another to pursue those goals over a sustained period of time. (5)Effective group is a group achieves high level of task performance and human resource performance in the standers sense of quantity, quality and timeline of work tasks. And a group whose members look at that their participation and experiences are positive and meet important personal needs. (6)2.2. Types of groups (Formal and inner groups)In organization, the groups can classify by two basic types Formal and Informal Groups.Formal GroupIts an official group of people who designed to serve specific organizational purpose, and its contain of managers, subordinates, or both close relations among group members that influence the behav ior of individuals in the group.The head of the formal group is responsible for the groups performance, but all members contribute the required work. Managers are typically seen as playacting a key linchpin design that ties group horizontally and vertically with the rest of the organization.(7)Informal groupInformal groups are groups that appear unofficially and are not formally designed as parts of the organization, and contain of two or more individuals who are related with one another in ways not prescribed by the formal organization. And they occur through spontaneous personal relationships and specific interest. Not by organization support.Friendship group contains of a group of people which they have a good relation with natural affinities to each other. And they prefer to do work together and even smoking, eating luncheon and also socialize together.3- stops of Group DevelopmentThere is a robust model in 1965 which is still widely used today presented by American organizat ional psychologist Bruce Tuckman. He proposed a four stages map of group evaluation known as Forming- Storming- Norming- Performing Model.(8) and then he enhance his model by adding the fifth stage called Adjourning.Figure 1.1. Stages of a Group Development ModelForming StageIn the forming stage the group members maybe know each other for the first time or maybe there some members know each other, and the group come to gather for the first time so sign of this stage the group member start thinking about the future and the next stage, and member ask some question as he start up to identify with other group members and with the group itself, because the high level of uncertainty, and the member tend to act more polite and avoid conflict and observant.Storming StageIn the storming stage of group development is a period when the member sapidity save and feel included in the group, then the storming stage start enough more genuine and more confrontational. In this stage conflict ari se, hostility and infighting it may happen.And some members feel the tasks are unfair some harder and easier, and now the draw should identify the problems and work out for the solutions and looking to satisfied everyones goals.But in this stage the members become more authentic as they state their deeper thoughts and feelings, and start to understand interpersonal styles and effort made by each member to find the method to achieve group goals and in the same way satisfied groups needs.Norming StageThe norming stage at group development, at this stage the group start to come together as a group, and the group members feel more affiliated to the each other and for the group goals and tasks, and they start to establish their own norms and rules and their goals and operating procedures. Hopefully in this stage the team starts to come together and members tends to be more open, helpful, and respect to each other and they may to share their personal information.At this point need to be carefully managed and the leader should become more of a facilitator by letting the group presume more responsibility for its goals and tasks.Performing stageThe performing stage at group development, in this stage the team members should be more mature and bequeathing to solve any complex tasks. In this stage group develop, well in operation(p) group, organized, mutual assistant, creativity, understanding goals and consumptions, and independence, ancient challenges should contain to improve relationships and performance. Now the group members are motivated and generally satisfied.Adjourning stageIts an important stage for temporary groups, and its an well integration group which able to disband when its work finished and provideing to work together in the future.And in this stage the group closure, symbolism, and they do some ceremonies, and emotional support.Figure 1.2. Stages of a Group Development ModelFormingAdjourningStormingNormingPerformingUncertainty about groups, str ucture and leadershiphipConflict confrontation among group membersMembers settle into TeamFully functional and acceptedEnd of team in case of task4- Nature of the group TaskThere are many tasks that the group asks to perform it but also demand different things on them. The social demands contain relationships members identify how to achieve the task and agreement. When the group faces a complex and technical task it will require a lot of information processing and solution. And the more the task complex the harder the group to perform more effective. (9)However if the group want to achieve goals they have to distribute their efforts broadly and actively, by this the group members will be highly satisfied with each other and accomplishments.5- Membership characteristicsThe characteristics of group members its an important inputs which may affect the way the group operates and achievements.The group must have high skills and competencies to solve and perform the problem and talents alone cannot assure good results.In solid groups, are groups whose members have akin(predicate) backgrounds, interests, values, and attitude etc. but they still facing the limitation of their collective skills.In Heterogeneous groups, are groups whose members have diverse age, gender, experience, backgrounds, etc and there is a wide range of talent and viewpoints for solving problem. But because of this diversity the group members will face difficulties in the short run or early stages of group development by defining problem, share information and deal with interpersonal conflicts .however, research confirms that diversity can be turned into enhanced performance potential. (10)The Diversity consensus dilemma refers to a tendency for diversity in group membership to make it harder for people to work together even though diversity itself expands a group problem solving capacity.(11)6- Group SizeGroup surface can also have an influence the on group effectiveness. By having large g roup members which will help increasing the performance and satisfaction by dividing up the work and accomplish tasks. Anyway, when the group continues growing in size a lots of problems will occur, communication and coordination problems set in, turnover, absenteeism and dissatisfaction. Even logistical matters, like to find a place to meet and also time, the large group will hurt the performance.(12) the most effective number of members of group is between five to seven members, the group with less than five its mogul be so teentsy to share the sufficient responsible. And with group members more than seven it might be hard to participate and offer ideas. And in big group it might be some members tend to act aggressive and to split into coalitions or subgroups.(13) groups with odd number it might be more effective and efficient because run of decision and using majority to resolve disagreements. But when careful discussions are necessary and the emphasis is more on agreement.7- The Effective direction and leadership systems accord to the Dr.Rensis Likert whichs did lots of research on human behavior within organization, especially in Industry sector, by establish a effective climate and a system of management that the key of good leadership and he confirmed that to reach the maximum profitability, high productivity and good relationships between the labors the organization have got to make the most advantageous use of their human assets.After he did a research for many years he identified four systems of managementSystem 1- Exploitive AuthoritativeSystem 2- Benevolent AuthoritativeSystem 3- ConsultativeSystem 4- ParticipativeExploitive AuthoritativeIn this system the responsible are the high levels of managements and the lower have almost nothing, and the decisions are on subordinates and the communication is very a little and no teamwork.Benevolent AuthoritativeLeadership is by a condescending form of master-servant trust, Where motivation is primarily r ewards, and just the managerial level feels responsible and lower levels do not, and also there is a small communication and teamwork,Consultativeleadership is by superiors who have substantial but not complete trust of their subordinates ,where a big amount of workers, especially those at high levels take responsible to accomplishing a organization goals, and some vertical and horizontal communication and a some of teamwork.ParticipativeIn this system where Likert found that it is the optimal solution, where the leadership is by superiors which they have full confidence in their subordinates and there are a economics rewards based on achieving the specific goals and high level on communication and significant amount of cooperative teamwork.8- Characteristics of participative management systemGroups work high effectively and linked together by other similar effective groups.High level of confidence between superiors and subordinates by depending and using on them.Superiors always a ttempt to tap ideas on subordinates and use them to achieve it.Workers feel responsible for organizations goals.High level of communications between groups and individuals to achieve organizations goals.The subordinates feel fully involved the decision making process.(14) (15)Role ambiguity, role conflict and role overload/ underloadits a common problem in groups when the team members feel unclear about their roles or experience distant role, and it can be managed when the leaders and team members identifies conflicts and ambiguities role and take procedures to explain role expectations.Role ambiguity arise when the worker feel uncertain or dont know exactly about his or her role. To do jobs perfectly, members should know what is expected from them, and in many new teams because the role ambiguity it create problem like some members work efforts are wasted or unappreciated by others in the team. Even in the mature group the fail to share expectation and listen to each other it may make similar lack of understanding.Role overloadArise when the worker has a lot of work to and too much expected, role under load arise when worker dont work too much, feels underutilized and too little expected. By having clear and realistic expectations about their expected tasks and responsibilities typically the group members will benefit from that.Role conflictArise when worker cannot meet the expectations of others. The worker understands what tasks and needs to be done but for some reason cannot fulfill, and can also reduce and effect satisfaction and relationships with group members.There are four common forms of the role conflictIntra-sender role conflict occurs when the same person sends conflicting expectations.Inter-sender role conflict occurs when different people signal conflicting and mutually exclusive expectations.Person-role conflict occurs when ones personal values and needs come into conflict with role expectations.Inter-role conflict occurs when the expectations of two or more roles held by the same individual become incompatible, such as the conflict between work and family demands. (16)Lists of ReferencesLikert,R.(1961), New Patterns of management, McGrawHill.Likert, R. (1967), The man Organization Its Management and Value, McGrawHill.