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Importance of teams and groups in organizations

Question:

Discuss About The Moving Toward A Dynamic Temporal Framework?

Exploring the literature review of a chosen subject is the integral part of a particular research project. In this study, the study would discuss the effectiveness of teams and groups within an organisation. It is notable that the working in teams or groups is essential to generate new ideas and improve the organisational cohesiveness. The obtained ideas from the theoretical background developed in this literature section would present the insightful knowledge about the subject matter. Based on the identified conceptual ideas, the further section of the study would present the evaluation of the personality judgment. The identification of the weakness would be address in the personal development plan.

According to Britton (2015), teamwork depicts the idea of working together towards a common vision or organisational goals. The team development directs the individuals to accomplish the business objectives. The effective team building allows the common people to attain the fruitful and uncommon results. On the other hand, De Jong, Dirks and Gillespie (2016) defined that the effective teamwork is formulated when the team members work collaboratively to execute a set of activities. They can easily interact with others face-to-face and much frequently (Meslec & Cur?eu, 2015). The contribution of the individual member from different cultural background brings the innovative business ideas. The cohesiveness maintained in the team activities is quite appreciating to accomplish the determined goals (Hoch & Kozlowski, 2014). The self-managed teams are always adaptive towards changes, willing to take more responsibilities, and focused on exploring the innovative procedures. The individuals associated within a group understand the assignments and have the clear values and goals. They have the open communication skills and they operate within the basic climate of trust.

The recent research on the team development process identifies the various classifications of the teams into some of the categories. Daspit et al., (2013) opined that teams are categorized depending on the functional differences. Some of these specific categories are:

  • Virtual teams
  • Work teams group
  • Task forces
  • Project Teams
  • Committees and Cross-functional teams
  • High performance teams

In previous times, the teamwork was operated in a face-to-face environment, regular meetings, and postponing interventions (Ruch et al., 2016). However, it is notable that due to the emergence of the globalization and global competition level, the companies have improved the business techniques and operational methods. It has created an environment where the teams are scattered logistically and they have been operating in the same time zones. The virtual teams thus can communicate with each other through virtual network (Colbert, Barrick & Bradley, 2014). The development of the information technologies has also transformed the organisational functionalities. The high performance team is associated with the individuals who have been performing well and contributing to the profitable parameter of the organisation. Hence, the categorization of the team is necessary for the organisational development process.

Classification of teams

The extensive research based on the team development process is providing the knowledge about the theoretical concept. This section of the study would discuss the theory-based analysis of the organisational teams performing the different roles. The theoretical analysis is presented below:

In developing the conceptual knowledge about the team role within an organisation, Belbin’s team role theory is much helpful. He has conducted the extensive research on the team performance process (Mathieu et al., 2014). Finally, he has identified that nine specific roles are necessary to build up to form a complete group. The absence of any of these roles would not formulate the group activity. In analyzing the team role model, it is necessary to establish the tendency to contribute, behave, and interrelate with others in a significant way (Beer & Vazire, 2017). The theory enables the development of the self-knowledge by communicating and coordinating with each other. The synopsis of Belbin’s role is divided into three clusters, such as action oriented, people oriented and cerebral roles. The implementer, shaper, and completer-finisher belong to the group of action-oriented team. On the other hand, the team worker, coordinator, and resource investigators belong to the people-oriented group. Finally, the plant, specialist, and monitor evaluator are included to the cerebral roles.

‘Plant’ is the group of people who are much imaginative, creative, and unorthodox. They usually take the active participation on resolving the difficult problems. They even communicate with others with much efficiency. On the other hand, the mature, confident, and good chairperson is the group of people who always take part in the active decision making process. The implementers are the reliable, disciplined and much efficient to clarify goals and objectives. The monitor evaluators are the ones who undertake the strategic decision accurately. The complete-finishers are often reluctant to delegate and they search for the omissions and errors (McAbee & Connelly, 2016). Therefore, it is notable that the contribution of the people with different skills is beneficial enough in developing the team cohesiveness. It is notable that due to the emergence of the globalization and global competition level, the companies have improved the business techniques and operational methods. It has created an environment where the teams are scattered logistically and they have been operating in the same time zones. Accordingly, the mismanagement of the team can lead towards failure to achieve the organisational goals.

The literature study provides the theoretical ideas about the team and group development. It is noticeable that the employee efficiency helps in accomplishing the organisational goals and objectives. The development of the theoretical ideas in this literature section determines that the team development or group cohesiveness is essential for managing the complex organisational functionalities. Based on these ideas, the further section of the study would discuss the development of personality tests. The obtained ideas from these tests would be helpful enough in structuring the personal development plan further in this study.

Team role theory: Belbin's nine specific roles

The results derived from the Johari Window test provide the clear diagnostic report regarding my personality traits. I have observed that I have few traits that are known to others and me as well. For example, I am quite adaptive, trustworthy, and sensible. I am much cheerful, happy, and confident that are known to self but not to others. The other people know my characteristic as a very helpful, intelligent, and caring, which is a blind sport to me. Apart from these characteristic, some of the unknown traits are also visible in me. For instance, I can establish a good bonding with my associates for which they can feel comfortable and share their concerns with me. These traits are quite necessary in gathering the adequate ideas about the conflicting scenario and resolving the issues immediately. The extroverted behaviour has helped me in establishing the clear communication with the associated staffs. On the other hand, I pay attention towards others’ emotional state of mind. Hence, I can recognize their standpoint before I presume any scenario or undertake any decision. However, it is important for me to concentrate on the professionalism a. my weak-point is I easily trust people that may create the negative results. I need to concentrate on others’ intentions and judge the scenario well before undertake any particular decision.

The analysis of the competency skills through Thomas Khilman’s Conflict Questionnaire describes that I have five most distinct traits. First is competing, which ensures my confidence and determination towards fulfilling any activity. I take the active participation in the challenging situations. Second is avoiding, which determines that I may ignore some of the situations that are not worth discussing during any conflict resolution process. I believe that avoiding these situations would develop the better consequences. Third is accommodating, which specifies that I am quite giving and sacrificing. If any of the consequences would demand giving up on my priority agenda, I would prefer to do so. I am adjustable according to the situation. Fourth is collaborating that ensures my ability to communicate with others and work together. I can collaborate with other associate to make any relevant decision. Fifth is compromising, which determines that I can compromise if the situation seek for any determined decision. In this case, I have recognized my weakness in being less analytical. I need to understand the situation and the after consequences before I make any compromise. It is necessary for me to make the wise decision before sacrificing at the crucial scenario.

Personality judgment through Johari Window test

The Big 5 Test is another diagnostic tool for identifying the competency skills. After the test, I have gathered knowledge about some of the specific traits of mine. The openness determines the tendency of a person to think beyond the situation to deal with the complex scenario. I have scored 73% in openness that is strongly inclined towards the cultural values and interests of others. This midrange score ensures that I am neither conservative nor very imaginative. I score 78% in conscientious that determine the possibility of being successive in the career. I have the high level of self-control that helps me in resisting impulses. I scored 68% in extraverted that ensure that I am highly motivated to thrills or experience. The score in agreeableness is 78%, which is quite high and develops the idea about tendency of forgiving and maintaining the good relationships. I scored 38% in neuroticism that is much moderate. It depicts that I response quite intensely towards the negative emotions. I act like the other average people who are responsive towards their emotions, be it sad or happy. In these cases, I have observed that I am a person who is easily driven by the emotional consequences.  I need to strengthen the emotional state of mind while undertaking any fruitful business decision. Moreover, I need to be much considerable towards my priorities.

The above results recognize the two major areas that I need to improve. First, I trust people much easily that may develop the negative situation. In literature review, it is discussed that building trust among the team members is essential. However, it is even necessary to judge the scenario accordingly. Second is taking control of my emotional state of mind while making decision. As per the literature review study, the self-control is essential for making any important decision. The next section of the study would develop the personal development plan for improving these areas of concerns in my personality. 

The above result determines that my weak-point is I easily trust people that may create the negative results. Moreover, I lack conscience and driven away by emotional state of mind. Hence, I need to work on these areas to make improvements. The action plan is structured below:

  • I shall remain in command of self-choice to deal with any conflicting scenario. It is necessary to me to pay attention towards the conscience communication.
  • It is essential for me to remain aware and careful towards the major triggers. The valid emotions are needed to be accepted
  • It is important for me to acknowledge my anger and maintain the emotional balance.
  • It is essential for me to follow through the action for expressing the feelings. Judgment should be based on the proper scenario analysis.

Following these consequences and actions would develop a clear understanding between right and wrong. Hence, it is necessary for me to develop my personality accordingly. The maintenance of these personality tests would be helpful for me to build an efficient teamwork. The cohesiveness maintained in the team activities is quite appreciating to accomplish the determined goals. The self-managed teams are always adaptive towards changes, willing to take more responsibilities, and focused on exploring the innovative procedures. Therefore, I shall be able to maintain the proper coordination and yet much aware of the consequences before undertaking any relevant decision.

Competency skills evaluation through Thomas Khilman’s Conflict Questionnaire

References

Batenburg, R., van Walbeek, W., & in der Maur, W. (2013). Belbin role diversity and team performance: is there a relationship?. Journal of Management Development, 32(8), 901-913.

Beer, A., & Vazire, S. (2017). Evaluating the predictive validity of personality trait judgments using a naturalistic behavioral criterion: A preliminary test of the self-other knowledge asymmetry model. Journal of Research in Personality, 70, 107-121.

Britton, J. J. (2015). Expanding the coaching conversation: Group and team coaching. Industrial and Commercial Training, 47(3), 116-120.

Colbert, A. E., Barrick, M. R., & Bradley, B. H. (2014). Personality and leadership composition in top management teams: Implications for organizational effectiveness. Personnel Psychology, 67(2), 351-387.

Daspit, J., Justice Tillman, C., Boyd, N. G., & Mckee, V. (2013). Cross-functional team effectiveness: An examination of internal team environment, shared leadership, and cohesion influences. Team Performance Management: An International Journal, 19(1/2), 34-56.

De Jong, B. A., Dirks, K. T., & Gillespie, N. (2016). Trust and team performance: A meta-analysis of main effects, moderators, and covariates. Journal of Applied Psychology, 101(8), 1134.

Hoch, J. E., & Kozlowski, S. W. (2014). Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of applied psychology, 99(3), 390.

Lehmann-Willenbrock, N., Beck, S. J., & Kauffeld, S. (2016). Emergent team roles in organizational meetings: identifying communication patterns via cluster analysis. Communication Studies, 67(1), 37-57.

Manning, T., Manning, T., Robertson, B., & Robertson, B. (2016). A three factor model of followership, part 2: research on the three factor model and its application to team roles. Industrial and Commercial Training, 48(7), 354-361.

Mathieu, J. E., Tannenbaum, S. I., Donsbach, J. S., & Alliger, G. M. (2014). A review and integration of team composition models: Moving toward a dynamic and temporal framework. Journal of Management, 40(1), 130-160.

Mathieu, J. E., Tannenbaum, S. I., Kukenberger, M. R., Donsbach, J. S., & Alliger, G. M. (2015). Team role experience and orientation: A measure and tests of construct validity. Group & Organization Management, 40(1), 6-34.

McAbee, S. T., & Connelly, B. S. (2016). A multi-rater framework for studying personality: The trait-reputation-identity model.

Meslec, N., & Cur?eu, P. L. (2015). Are balanced groups better? Belbin roles in collaborative learning groups. Learning and Individual Differences, 39, 81-88.

Oke, A. E., Olatunji, S. O., Awodele, A. O., Akinola, J. A., & Kuma-Agbenyo, M. (2016). Importance of team roles composition to success of construction projects. International Journal of Construction Project Management, 8(2), 141.

Omar, M., Hasan, B., Ahmad, M., Yasin, A., Baharom, F., Mohd, H., & Darus, N. M. (2016). Applying Fuzzy Technique in Software Team Formation Based on Belbin Team Role. Journal of Telecommunication, Electronic and Computer Engineering (JTEC), 8(8), 109-113.

Ruch, W., Gander, F., Platt, T., & Hofmann, J. (2016). Team roles: Their relationships to character strengths and job satisfaction. The Journal of Positive Psychology, 1-10.

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