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Homework answers / question archive / College of Banking and Financial Studies Assignment Brief – BTEC Higher National Diploma in Business (Level 5) Student Name /ID Number Unit Number and Title Unit 12 - Organizational Behaviour Academic Year Spring 2020-21 Unit Assessor Dr

College of Banking and Financial Studies Assignment Brief – BTEC Higher National Diploma in Business (Level 5) Student Name /ID Number Unit Number and Title Unit 12 - Organizational Behaviour Academic Year Spring 2020-21 Unit Assessor Dr

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College of Banking and Financial Studies Assignment Brief – BTEC Higher National Diploma in Business (Level 5) Student Name /ID Number Unit Number and Title Unit 12 - Organizational Behaviour Academic Year Spring 2020-21 Unit Assessor Dr. Mythili Kolluru I. V. Name Ms. Sujata Suresh, Member, LIVT Assignment Title Team dynamics and organizational behaviour Issue Date 25 April 2021 Formative Submission Date 25 May 2021 Summative Submission Date 8 June 2021 Submission Format: ASSIGNMENT information PLEASE READ: 1. The submission is in the form of an individual written report. 2. The report should be written in a concise, formal business style using single spacing and font size 12. 3. You are required to make use of headings, paragraphs, and subsections as appropriate, and all work must be supported with research and referenced using the Harvard referencing system. 4. The written report file must be saved in the format: student ID-OB-Formative/Summative-A2 5. The recommended word limit is 2000-2500 words, excluding the bibliography. Assignments which exceed the word limit will not be evaluated. 6. In case of extenuating situations, the relevant college policies apply. Unit Learning Outcomes: 1 Source: Customized by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5 LO3- Demonstrate an understanding of how to co-operate effectively with others. LO4- Apply concepts and philosophies of organizational behaviour to a given business situation Assignment Brief and Guidance: The assignment is to be completed individually based on your professional / personal work experience. For employed students: Based on work experience in your organization. For Full time students: Based on your school, college, or personal experience. Guidelines: The Youth Entrepreneurship Support Initiative (YESI) of CBFS aims to provide support to the youth and to develop and motivate students to take up various business initiatives. YESI’s Entrepreneurship Club organised a seminar on the topic “Team dynamics” for the students in December 2020. You attended the seminar as a member of the YESI. The Co-ordinator of the club has asked you to write a report on the topic “team dynamics and organisational behaviour” to reflect on your experience. You are expected to critically analyse and evaluate the relevance of team development theories in the context of OB concepts and philosophies that influence behaviour in the workplace to improve business performance and productivity. 2 Source: Customized by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5 Learning Outcomes and Assessment Criteria Learning Outcome Learning Outcome PASS MERIT DISTINCTION M3 Analyse relevant team and LO3- Demonstrate an P3- Demonstrate an group developmental understanding of how to co- understanding of what makes theories to support the operate effectively with an effective team as opposed development of development others to an ineffective team of dynamic co-operation LO3 &LO4 D2 Critically analyse and evaluate the relevance of team development theories in the context of OB concepts and philosophies M4 Justify and evaluate a that influence behaviour in LO4- Apply concepts and P4 Apply the concepts and range of concepts and the workplace to improve philosophies of philosophies of OB within an philosophies in how they business performance and organizational behaviour to a organizational context and a inform and influence productivity. given business situation given business situation behaviour in both positive and negative way 3 Source: Customized by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5 Students - PLEASE READ THIS PAGE CAREFULLY TO ENSURE YOU COVER WHAT IS REQUIRED TO SATISFY THE GRADE Learner Assessment Submission and Declaration When submitting evidence for assessment, each learner must sign a declaration confirming that the work is their own. Please list the evidence submitted for each task. Indicate the page numbers where the evidence can be found or describe the nature of the evidence (e.g. video, illustration). Task ref. Evidence submitted Page numbers or description LO 3 and LO 4 Additional comments to the Assessor: Learner declaration I certify that the work submitted for this assignment is my own. I have clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice. Learner signature: Date: 4 Source: Customized by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5 ASSESSMENT RECORD SHEET – FORMATIVE FEEDBACK Programme BTEC HND BUSINESS LEVEL 5 Student name Assignment title Team dynamics and Organizational Behaviour Assessor name 12- Organizational Behaviour Targeted learning aims/assessment criteria Unit no. & title Dr. Mythili Kolluru First Submission Deadline Targeted criteria Date submitted Criteria achieved Assessment comments P3 P4 M3 M4 D2 General comments Assessor declaration Assessor signature I certify that the evidence submitted for this assignment is the learner’s own. The learner has clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice. Date Date of feedback to learner Resubmission authorisation Date 5 Source: Customized by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5 by Lead Internal Verifier* * All resubmissions must be authorised by the Lead Internal Verifier. Only one resubmission is possible per assignment, providing: ? The learner has met initial deadlines set in the assignment or has met an agreed deadline extension. ? The tutor considers that the learner will be able to provide improved evidence without further guidance. ? Evidence submitted for assessment has been authenticated and accompanied by a signed and dated declaration of authenticity by the learner. **Any resubmission evidence must be submitted within 15 working days of receipt of results of assessment. ASSESSMENT RECORD SHEET - RESUBMISSION – SUMMATIVE FEEDBACK Date submitted Deadline Targeted Criteria criteria achieved Assessment comments P3 P4 M3 M4 D2 General comments Learner Declaration Learner signature Assessor declaration Assessor signature I certify that the evidence submitted for this assignment is my own. I have clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice. Date I certify that the evidence submitted for this assignment is the learner’s own. The learner has clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice. Date Date of feedback to learner 6 Source: Customized by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5 7 Source: Customized by CBFS@PSD@HND based on Pearson BTEC format: Annexure 5 Unit 12 – Organisational Behaviour UNIT CODE: H/508/0525 ASSESSOR: DR MYTHILI KOLLURU Professional Studies Department Organisational Behaviour MODULE LEVEL: 5 CREDIT VALUE: 15 UNIT TYPE: CORE Professional Studies Department Organisational Behaviour LEARNING OUTCOME: 4 LEARNING OUTCOME: APPLY CONCEPTS AND PHILOSOPHIES OF ORGANIZATIONAL BEHAVIOR TO A GIVEN BUSINESS SITUATION TOPIC: ORGANIZATIONAL MODEL Professional Studies Department Organisational Behaviour Five Models of Organisational Behaviour 1.Autocratic model ? It gives the owners and manager’s power to dictate and form decisions while making employees obey their orders. ? This model asserts that employees need to be instructed and motivated to perform while managers do all the thinking. ? The whole process is formalized with the managers and authority power has the right to give command to the people. ? Use of punishment, force, fear or threats sometimes are used as means to get the results from the employees. Organisational Behaviour Professional Studies Department 2. Custodial Model ? This model is based around the concept of providing economic security for employees – through wages and other benefits – that will create employee loyalty and motivation. ? A successful custodial approach depends on providing economic security which many companies are now offering as high pay scale, remunerations in the form of health benefits, corporate cars, financial packaging and many other forms of incentives. ? This approach induces employees now to show their dependency and loyalty towards the company and not to the boss or managers or supervisors. ? The employees in this environment are more psychologically contended and preoccupied with their rewards but it is not necessary they would be strongly motivated to give the performance. Organisational Behaviour Professional Studies Department 3. Supportive Model ? This model emphasis on motivated and aspiring leader. ? It states that employees are self-motivated and can generate value that goes beyond their day to day role or activity. ? This climate for the employees to develop, form their own thinking and take an initiative. ? The supportive model is being widely accepted chiefly in the developed nations where the needs of the employees are different as it fulfills many of the employees emerging needs. But this approach is less successful in the developing nations Organisational Behaviour Professional Studies Department 4. The Collegial Model ? The structure of an organization is developed in a way that there is no boss nor subordinates, but all are colleagues who have to work as a team. ? Manager’s role is here like a coach whose function is to guide the team to perform and generate positive and motivating work environment, instead of focusing on his own personal growth. ? Depends on the management’s ability to foster the feeling of partnership between the employees. ? The manager is oriented towards the team performance while each employee is responsible for his task and towards each other Organisational Behaviour Professional Studies Department 5. The System Model ? The most emerging model of the today’s corporate era is the system model. ? In the system model, the expectations of the managers are much more than getting the work done by the employees. The managers have to show their emotional side, be more compassionate and caring towards their team and they must be sensitive towards the needs of the diverse workforce ? Managers also try to foster two main concepts; authenticity and transparency and social intelligence. Organisational Behaviour Professional Studies Department References ? Ibarra, H., and Andrews, S.B. (1993). Power, Social Influence, and Sense Making: Effects of Network Centrality and Proximity on Employee Perceptions, Administrative Science Quarterly, 38(2), 277-303. ? Inkpen, A.C., and Tsang, E.W.K. (2005). Social Capital, Networks, and Knowledge Transfer, The Academy of Management Review, 30(1), 146-165. ? Nahapiet, J., and Ghoshal, S. (1998). Social Capital, Intellectual Capital, and the Organizational Advantage, The Academy of Management Review, 23(2), 242-266. ? Putnam, R.D., Leonardi, R., & Nanetti, R. (1993). Making democracy work: civic traditions in modern Italy, Princeton: Princeton University Press. ? Schein, E.H. (1985). Organizational culture and leadership, San Francisco: Jossey-Bass Publishers. ? Stein, D.S., Wanstreet, C.E., Glazer, H.R., Engle, C.L., Harris, R.A., Johnston, S.M., Simons, M.R., and Trinko, L.A. (2007). Creating shared understanding through chats in a community of inquiry, The Internet and Higher Education, 10(2), 103-115. ? Wang, C.L., and Ahmed, P.K. (2003). Structure and structural dimensions for knowledgebased organizations, Measuring Business Excellence, 7(1), 51-62. ? Editor: Derin Cag Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour Unit 12 – Organisational Behaviour UNIT CODE: H/508/0525 ASSESSOR: DR MYTHILI KOLLURU Professional Studies Department Organisational Behaviour MODULE LEVEL: 5 CREDIT VALUE: 15 UNIT TYPE: CORE Professional Studies Department Organisational Behaviour LEARNING OUTCOME: 4 LEARNING OUTCOME: APPLY CONCEPTS AND PHILOSOPHIES OF ORGANIZATIONAL BEHAVIOR TO A GIVEN BUSINESS SITUATION TOPIC: PEOPLE Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour Individual Differences in Person Perception There are individual differences in perceptual abilities. Two people may perceive the same stimulus differently. Organisational Behaviour Professional Studies Department Organizations as Social Systems ? An organization of individuals into groups or structures that have different functions, characteristics, origin or status. For example, a social system might break a larger population down into family groups, races, religious affiliations, gender, wealth categories and social classes These demographic distinctions can be used by the marketing department of a business to better target their promotional and sales efforts. Organisational Behaviour Professional Studies Department Organizational ethics ? Organizational ethics are the policies, procedures and culture of doing the right things in the face of difficult and often controversial issues. • • • • Uniform Treatment of All Employees Corporate Social Responsibility Financial and Business Ethics Taking Care of Employees Organisational Behaviour Professional Studies Department Organizational ethics ? Uniform Treatment of All Employees ? Corporate Social Responsibility ? Financial and Business Ethics ? Taking Care of Employees Organisational Behaviour Professional Studies Department References ? https://www.educba.com/organizational-behavior-model/ ? https://www.slideshare.net/gunjankukadiya/ob-factor-affecting-perception-ppt ? https://saylordotorg.github.io/text_mastering-public-relations/s07-02-systemstheory-approach.html ? https://link.springer.com/chapter/10.1007/978-3-8349-9809-5_3 ? https://www.myorganisationalbehaviour.com/five-models-of-organisationalbehaviour/ Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour Unit 12 – Organisational Behaviour UNIT CODE: H/508/0525 ASSESSOR: DR MYTHILI KOLLURU Professional Studies Department Organisational Behaviour MODULE LEVEL: 5 CREDIT VALUE: 15 UNIT TYPE: CORE Professional Studies Department Organisational Behaviour LEARNING OUTCOME: 4 LEARNING OUTCOME: APPLY CONCEPTS AND PHILOSOPHIES OF ORGANIZATIONAL BEHAVIOR TO A GIVEN BUSINESS SITUATION TOPIC: PHILOSOPHIES Professional Studies Department Organisational Behaviour LO 4 ? LEADERSHIP Organisational Behaviour Professional Studies Department Leadership Leadership is the ability of an individual or a group of individuals to influence and guide followers or other members of an organization. Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions. Organisational Behaviour Professional Studies Department Characteristics of Leadership ? It is a inter-personal process in which a manager is into influencing and guiding workers towards attainment of goals. ? It denotes a few qualities to be present in a person which includes intelligence, maturity and personality. ? It is a group process. It involves two or more people interacting with each other. ? A leader is involved in shaping and moulding the behaviour of the group towards accomplishment of organizational goals. ? Leadership is situation bound. There is no best style of leadership. It all depends upon tackling with the situations. Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour LEADERSHIP THEORIES ? 1. Path- goal leadership theory ? 2. Contingency theory of leadership Organisational Behaviour Professional Studies Department PATH GOAL LEADERSHIP THEORY ? A theory of leadership based on expectancy concepts from the study of motivation. ? It states that leaders effectiveness depends on the degree to which a leader enhances the performance expectancies and valences of their subordinates ? It emphasizes a leaders effects on subordinates goal and the path used to achieve those goals Organisational Behaviour Professional Studies Department PATH GOAL LEADERSHIP THEORY Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department PATH GOAL LEADERSHIP THEORY ? Path-goal theory of leadership indicates that a leader is responsible for clarifying the subordinates about the actions and behavior; which if followed, will lead to goal attainment. ? The goal is to increase your employees' motivation, empowerment, and satisfaction so they become productive members of the organization ? According to this theory these styles are not mutually exclusive ? The same leader can adopt different styles at different times and at different situations Organisational Behaviour Professional Studies Department PATH GOAL LEADERSHIP THEORY ? This theory implies that leaders might need to treat individuals within one same unit or assignment ? This theory is states that leaderships style vary based on the situation ? The basic concept of this theory is that subordinates will react favorably to leaders who are perceived as helping them to make progress towards goals by clarifying the path to reach their rewards There are two sets of situational factors: 1.Subordinate characteristics Important personal characteristics include the subordinates’ perception of their abilities and their locus of control. 2. Work environment characteristics Task structure, interpersonal relations in the group, role conflict and role clarity Organisational Behaviour Professional Studies Department Path goal leadership theory ? Effective leaders clarify the path to help their followers achieve goals and make the journey easier by reducing roadblocks and pitfalls. Employee performance and satisfaction are positively influenced when the leader compensates for the shortcomings in either the employee or the work setting. ? This theory focuses on several types of leader behavior and situational factors ? The main type of leader behavior are as follows: ? Directive leadership: it is characterized by implementing guidelines, providing information on what I expected. Setting definite performance standards and ensuring that individuals follow the rules ? Supportive leadership: main feature here is friendliness and concern for individuals well being, welfare and needs ?. Achievement oriented leadership: characterized by setting challenging goals and to seek to improve performance ? Participative leadership: A participative leader always consults with subordinates, asks suggestions, and allows participation in decision making. Organisational Behaviour Professional Studies Department It’s Your Turn ? What do you think? What is your experience with the Path-Goal Theory of Leadership? Do you recognize the practical explanation or do you have more additions? What are your success factors for encouraging and supporting employees in achieving their goals? Organisational Behaviour Professional Studies Department Contingency theory Organisational Behaviour Professional Studies Department Contingency theory ? They contingency theory of leadership effectiveness was developed by Fred ? The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. ? Different leaders have different styles based on their motivational needs ? This theory states two needs ? Interpersonal relationship need ? Task achievement need Organisational Behaviour Professional Studies Department Contingency theory ? The importance of the need decides the leader’s style ? Identifying leadership style is the first step in using the model. Fiedler believed that leadership style can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale ? The model says that task-oriented leaders usually obtain LPC score. He said that low LPCs are very effective at completing tasks. Relationshipbuilding is a low priority. ? Relationship-oriented leaders usually obtain high LPC score. High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. They're better able to make complex decisions. ? which one of these styles is effective…..depends on the situation?? Organisational Behaviour Professional Studies Department Contingency theory ? This theory states that leaders can influence events in a straight way and work systematically towards the desired outcome ? Important situational characteristics that determine a leaders level of control: 1. Leader member relation This is the level of trust and confidence that a team has in a leader. A leader who is more trusted and has more influence within the group is in a more favourable situation than a leader who is not trusted 2. Task structure . This refers to the type of task followers are supposed to be doing. Tasks can for example be clear and structured or vague and unstructured. The degree to which the task can be broken down into easily understood steps or parts. Organisational Behaviour Professional Studies Department Contingency theory 3. Position power- The degree to which a leader can reward, punish, promote or demote individuals in the unit or organization ? The amount of control a leader has determines the favorableness of the situation. ? The leader’s effectiveness is determined by the interaction of the leadership style behavior and the favorableness of the situational characteristics Organisational Behaviour Professional Studies Department Breakdown of Most Effective Leader Style ? An example application would be the scenario of a new project where your team is supposed to design a machine. You have not worked with this team for more than two months and know that you aren’t normally open with them. The leader-member relations are therefore poor. ? The amount of information you have about the requirements is not enough thus the task is unstructured. However, you have strong positional power which you can use to direct the team. In this scenario, you would be the best kind of leader if you are a High LPC leader. Organisational Behaviour Professional Studies Department Leadership skills Organisational Behaviour Professional Studies Department Leading teams ? In today’s corporate world a tea leader is called upon to provide extra resources to empower the members to reach their mission ? They help the subordinates take responsibility for their own work ? The team leader role is different from that of a traditional leaders who generally commands and control ? Some guidelines for team leaders ? Instead of directing the team leader must build trust and inspire team work ? Instead of training the individuals the leader must concentrate on increasing the team capabilities. He must provide the team with the skills and resources required to complete the task Organisational Behaviour Professional Studies Department Leading teams ? The team leader must create team identify instead of focusing on individuals. ? They must work together and set group goals and help them to reach those goals ? Instead of reacting to change they must foresee influence change Organisational Behaviour Professional Studies Department References ? Ibarra, H., and Andrews, S.B. (1993). Power, Social Influence, and Sense Making: Effects of Network Centrality and Proximity on Employee Perceptions, Administrative Science Quarterly, 38(2), 277-303. ? Inkpen, A.C., and Tsang, E.W.K. (2005). Social Capital, Networks, and Knowledge Transfer, The Academy of Management Review, 30(1), 146-165. ? Nahapiet, J., and Ghoshal, S. (1998). Social Capital, Intellectual Capital, and the Organizational Advantage, The Academy of Management Review, 23(2), 242-266. ? Putnam, R.D., Leonardi, R., & Nanetti, R. (1993). Making democracy work: civic traditions in modern Italy, Princeton: Princeton University Press. ? Schein, E.H. (1985). Organizational culture and leadership, San Francisco: Jossey-Bass Publishers. ? Stein, D.S., Wanstreet, C.E., Glazer, H.R., Engle, C.L., Harris, R.A., Johnston, S.M., Simons, M.R., and Trinko, L.A. (2007). Creating shared understanding through chats in a community of inquiry, The Internet and Higher Education, 10(2), 103-115. ? Wang, C.L., and Ahmed, P.K. (2003). Structure and structural dimensions for knowledgebased organizations, Measuring Business Excellence, 7(1), 51-62. ? Editor: Derin Cag Organisational Behaviour Professional Studies Department References ? https://www.educba.com/organizational-behavior-model/ ? https://www.slideshare.net/gunjankukadiya/ob-factor-affecting-perception-ppt ? https://saylordotorg.github.io/text_mastering-public-relations/s07-02-systemstheory-approach.html ? https://link.springer.com/chapter/10.1007/978-3-8349-9809-5_3 ? https://www.myorganisationalbehaviour.com/five-models-of-organisationalbehaviour/ Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour Unit 12 – Organisational Behaviour UNIT CODE: H/508/0525 ASSESSOR: DR MYTHILI KOLLURU Professional Studies Department Organisational Behaviour MODULE LEVEL: 5 CREDIT VALUE: 15 UNIT TYPE: CORE Professional Studies Department Organisational Behaviour LEARNING OUTCOME: 3 LEARNING OUTCOME: DEMONSTRATE AN UNDERSTANDING OF HOW TO COOPERATE EFFECTIVELY WITH OTHERS. TOPIC: TEAMWORK DYNAMICS Professional Studies Department Organisational Behaviour LO 3 ? TEAMWORK Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour TEAM EFFECTIVENESS ? Team composition: consists of jobs, personalities, knowledge, abilities and experience ? Team performance strategies: these are deliberate plans that outline what we want to do. ? Team charter: shows how the team will share information and make decisions ? Effective team size: ranges from 2-25 ? Build trust among the team members ? Reward ? Collaboration ? competition Organisational Behaviour Professional Studies Department TEAM EFFECTIVENESS ? Team effectiveness cannot be measured only by the outcome. We need to understand other dimensions of team performance like knowledge dimension, affective dimension, outcome dimension Knowledge dimension: ? this refers to the extent the team members share knowledge and understand the team’s task, tools equipment and processes and also the characteristics of the team members. ? The team has to learn as a whole over a period of time. ? Team members have common expectations and agree upon the course of action Organisational Behaviour Professional Studies Department TEAM EFFECTIVENESS Affective dimension: ? This refers to the experiences of working in a team. ? The team to be effective must have a positive emotional tone. ? They must feel positive, happy and satisfied with the work they have done Outcome dimension ? This refers to the quantity and quality of the teams output ? This also talks about the extent to which the team members can function with decline in performance. ? Generally after 4-5 years the team performance may decline due to various factors like group think (overly cohesive). Organisational Behaviour Professional Studies Department TEAM EFFECTIVENESS ? The other issues of team effectiveness are Team composition: ? This is important because it decides who the members are and the set of skills they bring to the team Team diversity ? This refers to demographic diversity of the team members. This can have both a positive affect as it brings various ideas and divergent thinking to the team, but it can also bring problems due to incompatibility of the diverse personalities Personality ? The relationship type have an affect on the team performance. This could be both positive and negative. Organisational Behaviour Professional Studies Department TEAM EFFECTIVENESS Team orientation: ? This refers to the extent to which the individual members of the team like to work and contribute to team goals. ? If the team members have a positive team orientation then it will result in better results else it will hinder team performance. ? Size: There is no perfect team size: ? Generally as the team size increases the skills and diversity increases so it can be assumed that the performance will also increase. ? But this cannot be assured as once the size begins to increase cohesiveness and coordination and team management need to increase. Organisational Behaviour Professional Studies Department Effective team- example ?The two-pizza rule and the secret of Amazon's success ?In the early days of Amazon, Jeff Bezos instituted a rule: every internal team should be small enough that it can be fed with two pizzas. The goal wasn’t to cut down on the catering bill. It was, like almost everything Amazon does, focused on two aims: efficiency and scalability. The former is obvious. A smaller team spends less time managing timetables and keeping people up to date, and more time doing what needs to be done. But it’s the latter that really matters for Amazon. ?The thing about having lots of small teams is that they all need to be able to work together, and to be able to access the common resources of the company, in order to achieve their larger goals. Organisational Behaviour Professional Studies Department Team structure Team structure: ? This refers to coordinated formal efforts of the team members, the appointed or formed leaders approach ? The rules, regulations and procedures adopted by the team ? Job description and individual task responsibilities Task structure: ? This is an important element for teams functioning and performance ? We need to consider 1) whether the task is divided into subcomponents ? 2)whether the task has quantity or quality goals ? 3) how individual inputs are used to achieve team output Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour Team structure Task structure Organisational Behaviour Professional Studies Department Task structure: Organisational Behaviour Professional Studies Department Communication: ? This is crucial for team performance. ? Formal communication processes like reports, statements, work schedules and meetings are essential ? Informal communication is also necessary. This is a natural consequence of a team ? Interpersonal skills are required as team members discuss both personal and job related issues with each other. Organisational Behaviour Professional Studies Department Skills of Team Members ? Listening ? Questioning ? Persuading ? Respecting ? Helping ? Sharing ? Participating Organisational Behaviour Professional Studies Department Team Effectiveness Model Organizational and Team Environment Team Design • Reward systems •Task characteristics • Communication systems •Team size •Team composition • Achieve organizational goals Team Processes • Satisfy member needs • Physical space • Organizational environment • Organizational structure • Organizational leadership Team Effectiveness •Team development •Team norms •Team roles •Team cohesiveness • Maintain team survival Organisational Behaviour Professional Studies Department Social loafing ? This is a phenomena wherein people put forth less effort when they work in teams than they when they work alone. ? This is evident in specially those teams that are not cohesive ? 1) team members feel that they can get away with poor performance because individual outcomes are not identifiable ? 2) members think some members will loaf so they reduce their efforts to establish team equilibrium ? 3) some members feel their contributions do not matter to the team Organisational Behaviour Professional Studies Department Conflict ? The process in which one party perceives that its interests are being opposed or negatively affected by another party ? A person can experience role conflict where in various demands in a person’s life compete for time and attention ? A person could also experience interpersonal conflict which could occur in groups or teams ? Conflict that is detrimental to organizational goals and objectives is called dysfunctional conflict ? Conflict that is beneficial to organizational goals and objectives is called functional conflict ? Organisational Behaviour Professional Studies Department Conflict ? Personal Conflict also arises out of personal and relationship differences between- differences in goals, values, personalities etc ? Conflict can occur over work content and goals. This is known as substantive conflict. ? Procedural conflict arises due to responsibilities and how work should be completed Organisational Behaviour Professional Studies Department Conflict outcomes ? In a situation of conflict there are five conflict outcomes ? Win-win: A conflict outcome where both parties get what they want ? Lose-lose: A conflict outcome where neither party get what they wanted initially ? Win-lose or lose-win: In this conflict outcome one party’s concerns are satisfied whereas the other party’s concerns are not satisfied ? Compromise: where both parties give up something in order to receives something else Organisational Behaviour Professional Studies Department WIN- WIN Organisational Behaviour Professional Studies Department WIN-LOSE Organisational Behaviour Professional Studies Department Lose- Lose LOSE-LOSE Organisational Behaviour Professional Studies Department COMPROMISE Organisational Behaviour Professional Studies Department Conflict resolution ? People respond to conflict in different ways. There are five potential ways to resolve or respond to a conflict: ? Competing ? Accommodating ? Avoiding ? Compromising ? collaborating Organisational Behaviour Professional Studies Department Conflict resolution Competing: ? one party attempts to win at the expense of the other ? This includes forcing and dominating ? This style is used when quick, decisive action is required Accommodating: ? in this case one party will forgo his concerns for the sake of the other ? This is used by a party when they feel they cannot win ? This style is adopted when the matter is of less importance Organisational Behaviour Professional Studies Department Conflict resolution Avoiding: ? A party avoiding a conflict neglects both her own concerns and the concerns of the other party as well ? It can be used when we want emotions on both sides to cool down Compromising: ? here one party tries to meet some of his own concerns and the concerns of the other party ? Each party gives up something and gets something in return ? This style is used when both the parties of relatively of equal power, the problem is complex and there is time pressure Organisational Behaviour Professional Studies Department Conflict resolution Collaborating: ? They are attempts made to fully meet the concerns of both parties. ? They parties must work together to identify solutions in which both parties can win ? This kind of situation results in a win-win situation Organisational Behaviour Professional Studies Department Benefits of teamwork: ? Synergy - where the whole is greater than the sum of its parts. ? Consensus building - support of the whole group gives power to decisions. ? Innovative solutions – the more diverse the team members are, the more creative and innovative the solutions are. ? Productivity – More work can be done in a shorter period of time. Organisational Behaviour Professional Studies Department Benefits of teamwork: ? More creativity leading to more ideas and better results ? Increased employee satisfaction ? The opportunity to develop and acquire new skills ? The speed at which things can be achieved ? A sounding board for testing out ideas and thoughts ? Development of a support network Organisational Behaviour Professional Studies Department Benefits of teamwork: ? Saving managerial costs ? Achieving higher quality and productivity ? Encouraging individual initiative and responsibility ? Enhancing organizational responsiveness ? Improving efficiency ? Encouraging employee involvement in decision making process Organisational Behaviour Professional Studies Department Risk associated with teamwork ? Unequal Participation ? Not Team Players ? Limiting Creativity ? Longer Process ? Indulging in blaming each other when things go wrong ? Clash of ideas ? One team member outshines another member Organisational Behaviour Professional Studies Department Team dynamics Team dynamics are a very important part of working life. They can have a big impact on: The profitability of an organization Whether people enjoy their work Team and individual performance ? Team dynamics are the unconscious, psychological forces that influence the direction of a team’s behavior and performance. ? Team dynamics are created by the nature of the team’s work, the personalities within the team, their working relationships with other people, and the environment in which the team works. Organisational Behaviour Professional Studies Department Team dynamics ? Team dynamics can make a significant different to team performance though unproductive conflict, mistrust, demotivation, the loss of skilled staff, and the loss of revenue. Here are some real examples ? Problem: There was an incompatibility between the personalities of the senior management of a customer and supplier. This was leading to a deteriorating perception of the service provided by the whole team. The customer decided to put the contract out for tender (worth £8m per annum). ? Solution: when the client recognized the cause of the dynamics, they changed how they managed the relationship. As a result, within three months the customer’s view of the service had changed so much that they decided to allow the current supplier to continue running the contract. Organisational Behaviour Professional Studies Department Team dynamics ? Problem : Poor team dynamics in a multi-cultural team based in Paris was caused employee dissatisfaction. As a result, 4 people from a 25-strong team resigned, and several more were looking for other jobs. ? Solution: Solution: a Team Health Check, run by an independent person, stemmed the tide of resignations in the short term, as it showed management recognized the issue and were taking action to resolve it. The organizational structure of the team was redesigned, which created better dynamics and a more motivating working environment. Organisational Behaviour Professional Studies Department References ? http://www.belbin.com/about/belbin-team-roles/ ? https://sail.gmu.edu/5stages.html ? http://www.gmu.edu/student/csl/5stages.html ? https://2012books.lardbucket.org/pdfs/an-introduction-to-organizationalbehavior-v1.1.pdf http://www.teamtechnology.co.uk/team/dynamics/definition/ Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour Unit 12 – Organisational Behaviour UNIT CODE: H/508/0525 ASSESSOR: DR MYTHILI KOLLURU Professional Studies Department Organisational Behaviour MODULE LEVEL: 5 CREDIT VALUE: 15 UNIT TYPE: CORE Professional Studies Department Organisational Behaviour LEARNING OUTCOME: 3 LEARNING OUTCOME: DEMONSTRATE AN UNDERSTANDING OF HOW TO COOPERATE EFFECTIVELY WITH OTHERS. TOPIC: STAGES OF TEAM FORMATION Professional Studies Department Organisational Behaviour LO 3 ? TEAMWORK Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour Bruce Tuckman-Model on stage of group development He developed this model in 1965. Later on he added another stage called “adjourning” ? Forming ? Storming ? Norming ? Performing ? Adjourning Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department 1.Forming ? This is the first stage of the group ? The members may know each other of be complete strangers to each other ? There is a level of formality, uncertainty, anxiety and a sense of caution as they are not ware about the group ? This stage the group members test the appointed leader or wait watch for a emerging leader ? There are abstract discussion regarding who will take what responsibility ? This stage is present for a short period of time ? They might have one tor two meeting for short duration Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department 2. storming ? Once members are settled in the group they enter the storming stage ? Members become more authentic and argumentative ? They begin to explore their power and influence and begin to differentiate themselves from their group members ? The group emotion is now competitive, defensive and jealous ? They begin to argue and get heated over the roles, duties and tasks allocated to group members ? This is a chaotic stage and a creative stage in which the member energies are exhibited ? This stage is difficult to cross some groups get stuck in this stage Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department 3. Norming ? This is the stage the employees are happy that they have survived the storming stage. ? The members are much more committed to the group goals and towards each other ? They are cooperative and more cohesive, and they begin to frame operating procedures and rules ? The leader takes the role of facilitator and lets the group assume more responsibility ? At this point the group energy is very high Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department 4.Performing ? The group has a high sense of unity and have a shared vision ? Members are more interdependent and individuality and differences are respected ? They get the work done and concentrate more on how to get the work done ? The group members are more competent, mature, autonomous and more insightful ? Group leaders develop into coaches and let the members grow in skill and leadership Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department 5.Adjourning ? Many of the groups formed in an organization are of a temporary nature ? The group that has started must all end as many of the groups are project oriented ? Also sometimes working groups may dissolve due to organizational restructuring ? Group leaders and members should handle exists respectfully and compassionately ? They should debrief, acknowledge each member contribution and celebrate the job well done. Organisational Behaviour Professional Studies Department Organisational Behaviour Professional Studies Department References ? http://www.belbin.com/about/belbin-team-roles/ ? https://sail.gmu.edu/5stages.html ? http://www.gmu.edu/student/csl/5stages.html ? https://2012books.lardbucket.org/pdfs/an-introduction-to-organizationalbehavior-v1.1.pdf http://www.teamtechnology.co.uk/team/dynamics/definition/ Organisational Behaviour Professional Studies Department Professional Studies Department Organisational Behaviour Professional Studies Department Organisational Behaviour

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