Organisational Behaviour for Managers

  Description: These two files I attached are answers from other students for this question 'Research indicates that there is a growing popularity of teams in organisations. M a manager, discuss what constitutes the qualities of a successful team and how teams can be established to maximise productivity of both the team and the organization' which already my assignment order number "2085266789" done by the writer ID "121142". The second part of this assignment I have to write 150 words critical analysis of each submission. History shows us that being part of a team is the key to success. For thousands of years men and women have lived in small hunting and gathering teams and later lived in small farming and fishing teams. However, with the advent of industrial capitalism we began to see a division of labour and close direct supervision. Recent years, job structure of extensive specialisation and hierarchical work organisation structure have identified that this format can be ineffective. (Bratton 2010) A team is a group of two or more people whom work together as an entity. There complementary skills assist to achieve a common and accountable outcome. (Wood, et al. 2010) The metrics of a successful and effective team is a group “who produces outputs that meet or exceed standards of quantity, quality and timeliness. While enhancing the well-being, satisfaction of its members and their capacity for working together interdependently”. (Kalliath, et al. 2014) Studies show the ability to work in a group/ team environment is highly important aspect for employers. As such, companies place an emphasis on young recruits to be team players, thus affecting the success of the organisation. (Wood, et al. 2010) Recent survey information of workplace employers identified communication and teamwork skills key elements to develop in young recruits. (Buchanan 2017). This is also evident in my current workplace as it has a particular focus during the recruiting phase on good communicators and group orientated work conditions. There is also continued workplace training to develop team work integration and success. A successful and productive team structure variables include: The differing personalities of team members in conjunction with their ability, the distinct allocation of roles within the group, the diversity of each member, the size of the team and the members liking for teamwork. (Robbbins 2014) References Bratton, John. 2010. Work and Organizational Behaviour. 2nd. New York: Palgrave McMillan. Buchanan, David: Huczynski, Andrzej. 2017. Organizational Behaviour. 9th. Harlow: Pearson Education Limited. Kalliath, Thomas, Paula Brough, Michael O'driscoll, and Mathew Manimala. 2014. Organisational Behaviour - A psychological Perspective for Asia-Pacific. 2nd. Sydney: McGraw Hill. Robbbins, Stephen. 2014. Organisational Behaviour. 7th. Sydney: Pearson. Wood, jack, Rachid Zeffane, Michele Fromholtz, Retha Wiesner, and Andrew Creeed. 2010. Organisational Behaviour - Core Concepts and Applications. 2nd. Milton: John Wiley and Sons. Contemporary management practice has shifted towards the use of teams in order to maximize productivity of both employees and the organization (Alliger et al. 2015; Buchanan and Huczynski 2013; Clodgo 1995). A recent study of employers by the Chartered Institute of Personnel and Development (2015) identified teamwork as the second most important key skill to develop in their employees. There is an increasing belief that when employees work together in a team in order to achieve important business objectives, whether constructed formally or developed through informal interactions, that the potential to create something extraordinary exists, as well as that job satisfaction and productivity greatly increases (Coutu 2009 in Buchanan and Huczynski 2013; Montebello and Buzzzotta, 1993; Haas and Mortensen 2016). It is therefore critical as a manager to understand the essential elements of a successful team and how they can be established successfully within an organization to maximize productivity. Qualities that underpin successful teams and their effectiveness, should incorporate four fundamental conditions that J. Richard Hackman, a pioneer in the field of organizational behaviour, states are essential for a team to thrive and develop and is more influential than members’ various personalities, attitudes or behavioural styles; a compelling direction to work towards that members are motivated by, a strong team structure with the correct number and mix of members, a supportive context for the team to work within and a shared mindset amongst all team members (Haas and Mortensen 2016; Buchanan and Huczynski 2013; Bushe and Coetzer 2007). When teams are established effectively, research supports that there is increased morale among staff as they are more committed to their job performance, as well as fewer layers of management required which has significant benefits for an organization and its productivity (Montebello and Buzzotta 1993). Regardless of whether a team is inherited or created under one’s management, understanding the importance of these conditions to help establish a successful team will ensure that regardless of the various backgrounds and individual characteristics of a working team, which can often be a complex and challenging aspect of establishing teams, employees are given an opportunity to engage in enriching work that will help them achieve business objectives (Montebello and Buzzotta 1993; Haas and Mortensen 2016; Bushe and Coetzer 2007). References Alliger, George M., Christopher P Cerasoli, Scott I. Tannenbaum and William B. Vessey. 2015. “Team Resilience: How Teams Flourish Under Pressure”. Organizational Dynamics. 44 (3) 176 – 184. https://doi.org/10.1016/j.orgdyn.2015.05.003 Buchanan, David A. and Andrea A. Huczynski. 2013.Organisational Behavior. 9th ed: Harlow, UK: Pearson Education. Bushe, Gervase R. and Graeme H. Coetzer. 2007. "Group Development and Team Effectiveness: Using Cognitive Representations to Measure Group Development and Predict Task Performance and Group Viability." The Journal of Applied Behavioral Science 43 (2) 184-194,196,198-202,204-212. https://search-proquest-com.dbgw.lis.curtin.edu.au/docview/236254180?accountid=10382. Chartered Institute of Personnel and Development. 2015. Annual Survey Report: Learning and Development. London, UK: Chartered Institute of Personnel and Development. https://www.cipd.co.uk/Images/learning-development_2015_tcm18-11298.pdf Clodgo, Bryan. N. 1995. “Teamwork and Empowerment: Keys to Productivity?” ProQuest Dissertations & Theses Global. 304227831. https://search-proquest-com.dbgw.lis.curtin.edu.au/docview/304227831?accountid=10382 Haas, Martine and Mark Mortensen. 2016. “The Secrets of Great Teamwork”. Harvard Business Review. 94. (6) 70-76. http://web.a.ebscohost.com.dbgw.lis.curtin.edu.au/ehost/results?vid=0&sid=dbc4f65f-abca-4e71-8fa3-de829242945e%40sessionmgr4006&bquery=%28SO%2B%28Harvard%2Bbusiness%2Breview.%29%29AND%28DT%2B2016%29AND%28TI%2B%2522%2522the%2Bsecrets%2Bof%2Bgreat%2Bteamwork%2522%2522%29&bdata=JmRiPWJ0aCZ0eXBlPTEmc2l0ZT1laG9zdC1saXZl Montebello, Anthony R. and Victor R. Buzzotta. 1993. "Work Teams That Work." Training & Development. 47, no. 3 (03, 1993): 59. https://search-proquest-