Mechanisms For Initializing Efficient Collaboration Within Organisations

Prepared By: Sheik Shami Ullah Chowdhury (ID-2012121015) Raju Kumar Saha (ID-2012121012) Shaida Yesmin (ID-2012121008) Rony Ghosh (ID-2012121011) Md. Saddam Hossain (ID-2012121026) Tasnuba Islam (ID-2012221012) HND Business Intake 1, 2012

Prepared For: Mr. Abu Syed Adjunct Faculty School of Business BAC

(Lo 4.1) Nature of groups and group behaviour within organisations:

Nature of groups and teams in organizations: A group is a compilation of two or more people who work with one another frequently to achieve common goals. Groups: Help organizations carry out important tasks. Help to preserve a high-quality workforce by satisfying members needs. Most activities of the organization necessitate at least some degree of co-ordination through the operation of groups and teamwork. People in groups persuade each other in many ways and may grow their own hierarchy and leaders. Formal Groups and Informal Groups: Formal Group: A formal group is the planned and methodical grouping of people in an organization so that organizational goals are better achieved. The total number of people working in an organization is separated into smaller groups (teams or sections or departments) and each group is liable for satisfying a task which would ultimately contribute to fulfilling the organizations goal. This increases the efficiency of the organization. Ex: We all know that there is a larger goal of teaching students for the engineering profession in University. But within this larger goal, an education centre want students to be trained for computer engineering, electrical engineering, mechanical engineering, etc. Thus this larger goal is divided into departments (example computer department), which is a formal group in this larger organization. So, all the departments together achieve the goal of efficiently training the students for engineering purpose. Informal Group: Informal groups are the natural and spontaneous combination of people whenever they work jointly over a period of time. Whenever people interact and work together over a certain period of time, its very ordinary for them and it comes very spontaneously for them, that they shape informal groups. Purpose of teams The reason for creating teams is to offer a framework that will amplify the ability of employees to contribute in planning, problem solving and decision making to better serve customers. Increased participation promotes: Improved understanding of decisions, More support for and participation in implementation plans, Increased contribution to problem solving and decision making, and More ownership of decisions, processes, and changes.

In order for teams to execute their intended role of improving organizational effectiveness, it is crucial that teams develop into working units that are focused on their goal, mission, or reason for existing. Selecting team members Building the right team is very important for the success of any project. A project needs a diversity of skills and qualities which are not present in any individual. However, as a workaround, a team should be built of people with a variety of skill sets to fulfil the project need. The main benefit of choosing team members with a mix of personality types is that it provides a wider range of views towards a project or any specific action item in the project, e.g. : requirements, design, development, testing or even implementation. Different views allow for a broader angle to a problem and solution minimizing the risk of missing requirements or misunderstanding them. Some of the personality traits that are essential to any project are: a) Aggressive go getter, contrary, a calm patient and more laid back personality b) Risk taker, contrary, a cautious personality c) Strategic, contrary, analytical personality d) Lateral thinking Different situations in a project are handled better by different personality types and therefore a perfect mix of personality types is vital for any project to complete successfully. Multidisciplinary team: A group composed of members with varied but complimentary experience, qualifications, and skills that contribute to the achievement of the organization's specific objectives. Roles within groups Roles are parts that individual members of a group play. The parts are determined partly by the anticipation of the management through job descriptions and partly by the expectations of the others in the group. In formal groups, parts are mostly allocated in combination with job functions. In informal groups, roles are likely to spring from: - The appropriate knowledge or skills possessed by individuals. - Personal qualities that have a stronger influence on informal groups where for Example, a natural leader may materialize. Belbin Team Roles Dr. Meredith Belbin is well known for his team roles concept. The team roles identified by Belbin are based on certain patterns of behaviour that people display within teams. These patterns of behaviour can potentially have an impact on the performance of the team. The basic premise of the Belbin team roles theory is quite simple. When individuals become aware of their own strengths and abilities, and understand the role that he or she is capable of playing within a team, it helps them to deal better with the demands of the team environment.

Belbins team roles are based on a study that examined personality traits, intellectual styles and behaviours within teams. The team roles evolved from the clusters or patterns of these that emerged during the study. Initially defined as 8 roles, the Belbin model now sports 9 roles, the new one being the Specialist. The 9 team roles are usually further classified into Action oriented, People oriented and cerebral roles. Given below are the 9 roles outlined in the Belbin team roles model and the descriptions that explain the scope of each role: Action Oriented Role: Implementer The implementers strength lies in translating the teams decisions and ideas into convenient and practical tasks or actions. Shaper The shapers strength lies in being goal directed. The shaper is a dynamic individual who boldly challenges others during discussions, can handle work pressures and has the courage to prevail over obstacles. Completer/Finisher - The completer/finishers strength lies in thoroughness, attention to detail and the ability to meet deadlines. People Skills Oriented Role: Co-ordinator - The co-ordinators strength lies in enabling and facilitating interaction and decision making. Team worker - The team workers strength lies in being a good listener, being collaborative, co-operative, easy going and tactful. Resource Investigator - The resource investigators strength lies in being an extrovert who can develop contacts, communicate well, explore new ideas and opportunities, and bring enthusiasm and drive to the team effort. Cerebral/Intellectual Role: Planter - The planters strength lies in problem solving and out-of-the-box thinking. Monitor/Evaluator - The monitor/evaluators strength lies in good judgment and good strategic thinking ability. Specialist The specialists strength lies in being a dedicated and focused individual who likes to learn and constantly build his or her knowledge. The specialist likes to dig deep and is therefore a good resource who can contribute information and knowledge in a team situation. Stages in team development Stage 1 Forming This refers to preliminary formation of the group where tasks have to be understood, resources and information acquired, individuals have to get to know one another and there is considerable dependence on the leader. Stage 2 Storming It represents the phase when problems begin to be faced more openly than in the earlier stage. Individuals begin to question or challenge the task and have to confront emotional issues between and among themselves.

Stage 3 Norming This period of relative upheaval moves into a more considered stage where conflicts are settled, new standards are developed and owned by the members. Cooperation really takes off. Stage 4 Performing This stage opens the way for the most fruitful moment when the group is working effectively both in terms of goals and its internal relationships. Teamwork develops and solutions are found. Stage 5 Adjourning This stage underlines the fact that a groups life will eventually come to an end as people move on elsewhere in the organization or as original purpose is attained and the job is completed. Commitment to shared beliefs There is need for any group to have an suitable mix of skills; knowledge and talents, for these symbolize its main resources. Groups with specific purpose or under pressure will need adequate common values among members; otherwise they will fall apart and be unable to complete their objectives. A substantial degree of commitment to the groups tasks is needed if the tasks are to be achieved successfully. Part of the individual motivation has to be the thought that the others are relying on him/her and that the teams performance is just as decisive as individual performance. Team-spirit is an aspect of group cohesiveness. (Lo 4.2) Factors that may promote or inhibit the development of effective teamwork in organisations: Group norms Norms are the standards adopted by a group. Most of these standards will be enclosed in written policies and operating manuals. They will also be emphasized by the personal behaviour of managers and supervisors. The role of the managers is to insist on devotion to official norms. Part of the function of the organizational culture is to encourage adherence to organization-wide norms e.g. attention to quality. In a new group where fresh standards have been introduced, there is a period when the norms come to be challenged by individuals and the group. Unofficial norms are those norms which arise from amongst the group members.

However management cannot stop unofficial norms from developing but what they can do is to: - Recognize them when they arise; - Encourage them if they are in line with organizational interests; - Aim to transform them if they appear to be working against the organization's interests. Ultimately management has the authority to disband and reform groups, if they appear to be getting too far out of line. Decision-making behaviour Although some day-to-day decisions are made by individual managers and employees, there are certain kinds of decisions which are usually handled by groups. These tend to be the kinds of decisions that require a number of minds to wrestle with them either: - Because of their complexity; or - Because they need to be acceptable to a majority of those accountable for implementing them. Group cohesiveness A cohesive group has strong bonds that bind the members in loyalty to and support for each other. A cohesive group develops clear standards of behaviour (norms) which are acknowledged by the members. Sometimes this can be a positive thing, where true teamspirit and partnership are the order of the day. It can also not negatively affect the groups standards to a point of oppressing individual members, especially those seeking changes in the groups behaviour. Cohesiveness develops over time. New groups usually lack this quality specifically because they are a new assembly of people who know very little about their task and each other. An important aspect of the group leaders task is to attain a measure of cohesiveness. Other factors that influence the degree of cohesiveness are as follows: - Similarity of task in achieving group goals; - Interdependent operations; - Leadership capabilities of the selected leader; - Extent to which group goals are shared by group members; - Extent to which members want to work together; - Prospect of rewards for group achievements; and - Prospect of threats from external sources etc. Groups which are very cohesive are insulated against external forces, and change is unlikely to be accepted if imposed from outside. In such groups, change must come from within. Thus, cohesive groups, both formal and informal, can embody a threat to managements corporate aims and authority.

Dysfunctional teams Dysfunctional teams exist in general practice in two forms. There are either individual teams that are not functioning or there is an `us and them' feeling between teams. Fundamental reason for such dysfunction is a lack of performance in the leadership functions brought on by a leader with insufficient confidence, knowledge or skills. When individual teams are dysfunctional it is often because: - Individuals have been allowed to behave inappropriately - There is an absence of appropriate standards for behaviour - There is no vision or purpose for that particular team - Roles are poorly defined and therefore argued over - There are no performance goals - Individuals' needs are not being met - Reward and recognition processes are not in place or are unfairly applied. When there is a feeling of `us and them' between teams in the practice, it is often because: - The needs of the team(s) are not being met - Because of poor relationships; which are typically due to a lack of trust. A team that has been led by compulsion for too long doesn't trust their leader to grant them a degree of independence. A team may also have experienced leaders who don't practise what they moralize or demonstrate double standards, creating a wellfounded lack of trust - The team has lost/been allowed to lose its focus on the vision of the practice and their role in supporting and realising that vision - A personality in the partnership or management team has become the focus of the practice rather than the vision and purpose. This allows room for personality clashes where a team may act with an attitude of `We don't like you, so we won't do XYZ' - The ego of the team has been allowed to take priority over the needs of the task. It is vital that the leader regularly reminds the teams of their interdependence and that no one team is more valuable or favoured than another - The team leaders are not fully committed to the decisions by the partnership/owner and convey their dissatisfaction to the team members when they pass on the information. This is a form of sabotage and team members are likely to lack commitment - A cohesive front is not provided by all members of the management team including team leaders. Any disagreements must transpire in private otherwise the strength of the management team is questioned allowing for favouritism and inconsistent standards of behaviour. (Lo 4.3) Impact of technology on team functioning within DBBL: Technology. Provides the means to get work accomplished. The right technology must be available for the task at hand. Work-flow technology can affect the way group members interact.

The use of new technologies can improve and in some cases hinder team functioning. As technology changes teams must update and maintain their knowledge in order to function effectively. Technologies which have improved team functions within DBBL are: e-mail mobile phones blackberry groupware computers E-mail allows a synchronous communication which means team members do not need to be in the same place at the same time in order to communicate effectively now. E-mail also has its negative aspects in terms of managing e-mail and the misuse of e-mail. Mobile phones have come a long way and there are now more mobile phones in the Bangladesh then there are people. Mobile phones allow teams to communicate even when team members are out of the office, on the road or otherwise unavailable. However, sometimes having always access to team members can hinder team functioning in proper manner. Phone technologies such as blackberry and 3G data cards allow team members to work and communicate remotely out in the field or with clients. By using this technology DBBL is building mobile group networks and virtual teams for various tasks. Groupware enables teams within DBBL to plan meetings, collaborate, delegate all within a virtual environment which can often be accessed remotely from anywhere in the world. Personal computers allow team members to carry out various tasks and communicate more effectively. Laptop computers allow members to do their work anywhere. They are now lighter, more powerful and a longer battery life. Personal Digital Assistants (PDA) now have much of the same functionality as laptop but are smaller, more portable and have a longer battery life. Many PDAs now have WiFi as standard and some are also phones (and some phones have many PDA features). All of these technologies are giving technical advantages to all members to groups functioning within DBBL. Moreover customers now use internet banking and telephone banking service to reach working groups within DBBL. It is also helping them to maintain a healthy cross-cultural relationship.

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