ORGANISAL BEHAVIOURS
ORGANISATIONAL BEHAVIOUR
Introduction
The study of human behaviour in organizational settings, the human behaviour interface and the organisation itself constitute organizational behaviour. Organisational behaviour researchers contemplate individual behaviour essentially in their organisational roles (Kitchin, 2017). The main purpose of organisational behaviour is to reinvigorate organisational theory and advance a superior approach to organisational life. This assignment will throw light on the effective and ineffective team and theories, concepts and philosophies are applied to organisational behaviour also students will learn through reflective assessment the team building activity of their choice.
About the organisation
Oldrids and Downtown is the chain of retail and clothing supermarket that offers varieties of product to the customers. It is considered one of the oldest departmental stores in the United Kingdom, it was founded in the year in 1806 and the official headquarter of the organisation is in Lincolnshire, England. The organisation offers their products in the market of United Kingdom and tends to improvise their product quality so that they can offer a range of products to their customers (oldrids.co.uk, 2021). The numbers of employees are always increasing in the organisation and recently the organisation has a total number of 235. Apart from this, in the last financial year the organisation has earned approximately 46 million British pounds (oldrids.co.uk, 2021).
PART A
Explain what makes an effective team as opposed to an ineffective team
Some of the characteristics of the effective team as opposed to the ineffective team are:
Underlying goals
Effective teams: The members understand and accept the task of the objective of the group
Ineffective team: It is difficult to comprehend what the objectives or group tasks are from the things which are said (Olson et al., 2018).
Listening
Effective team: Every idea is heard and each team members are listened to
Ineffective team: There is no listening of people amidst each other. They are overridden and disregarded (Filippova& Trainer, 2017).
Member contributions
Effective teams: Everyone participates in the discussion virtually. It remains relevant to the group task.
Ineffective teams: a few people dominate the discussion. Their contributions are often irrelevant (Oliver & Kothari, 2019).
Decision making
Effective team: In the form of consensus most decisions are reached. It is comprehensible that everybody agrees.
Ineffective teams: Before the real issues are resolved and examined, actions are taken prematurely (Smith &Solms, 2018).
Conflict resolution
Effective teams: If there is a disagreement, the group is enjoyable and to avoid conflict no signs are shown.
Ineffective team: The group does not deal with the disagreements effectively. This may result in open warfare because of suppression by the leader (Lane et al., 2017). This can be intended on by a vote in which a minority is hardly compact than the majority.
Self-evaluation
Effective teams: Of its operations, this group is conscious. It will take short gaps to inspect how well it is faring. Alternatively, what may be impeding with its operations.
Ineffective team: For its maintenance, the group tends to avoid any discussion (Swart et al., 2019).
Leadership
Effective team: The group chairperson does not influence it. Nor does the group mention excessively to him or her.
Ineffective team: The group chairperson remains the leader. That will always sit at the head of the table irrespective of him being strong or weak (Chiru, 2020).
Division of labour
Effective team: Clear assignments are accepted and made when action is taken
Ineffective team: There are unclear action decisions. Who is going to do what stays unclear?
Some of the more characteristics of effective teamwork are:
Clear directions: Sometimes there is such a hurry to move on their projects by the organisation that groups of people are pulled together on deciding desired outcomes and goals. In the Oldrids, the team requires a clear sense what it needs to achieve and what is to be accomplished by the employees and the definition of a successful outcome to congregate the appropriate group of people to reach there (Fletcher &Sottillare, 2018).
Open and honest communication: In order to structure a sense of friendship amongst members communication is important. The effectiveness of a team is determined by how frequently and freely team members communicate. The managing team of Oldrids always try to share a greater level of comfort so that the employees can work together and allow each other’s ideas and insights if fellow team members are talked freely to (Heide, Platen &Simonsson, 2018). Listening is the most important aspect of communication. Other than just finding out things, it is a form of respect.
Underpin risk-taking and change: Appropriate risk-taking and experimentation for change are supported by a good team, the leading head of the Oldrids try to analyse the risk understand the seriousness of the issues that can create a trouble for the organisation.
Defined roles: Once the team is assembled roles might shift somewhat. The team requires comprehension of thinking styles and skillsets. If a new product is to be developed for the market a detailed oriented person may be required who can keep the team on track and is methodical., The Oldrids executive team works set their employees accordingly so that they can understand their roles clearly (Cooper, 2019). Once the basics are planned for the members to carry out the project strongest team members have to be chosen.
Mutually accountable: As an individual and as a team responsibility should be accepted. For failures and team mistakes, each other cannot be blamed. In personal justification, nobody should spend useless time. The HRM department of the Oldrids always appreciate their staffs and they try the recognise special performances of the employees and celebrate the success of the employees together (Zaim, Demir&Budur, 2021).
Common goals: Above individual interest members should place a common goal. At Oldrids when ascending personal target is superior for personal morale work with the common purpose should be appreciated and understood.
Inspire differences in opinions: It is essential on agreeing on common goals. But alternative ideas and opinions should not be suppressed. Team performance is enhanced having varying opinions. The Oldrids, has a competitive advantage for a diverse team. Imagination and new ideas are stirred by diverse opinions (Escobar, 2017). Creativity is stirred by new ideas and imagination. Out of the box, ideas can come only if the status quo is questioned or threatened.
Collaboration: By every successful team close collaboration is a trait shared even if it is a Apple leadership team, Jordan Pippen of Chicago Bulls and Lennon Mccartney of Beatles. Therefore creation is feasible of collaboration and communication.
Team trust: team members who do not trust one another or who do believe in the processes or goals seldom find Success. Solving problems is the function of the effective team. For effective communication, trust is an adjunct. If the team members allow airing, their views without any inhibitions there can be a trust (Stanton et al., 2017). This is the reason why team-building exercises are undertaken by the organisations that place the team members in the position of trust. The HRM department of Oldrids, try to initiate the working staffs and create a healthy working condition so that they can coordinate with each other and build a trust among each other.
Some of the more characteristics of ineffective teamwork are:
For gaining consensus there is no process: Overt and covert discussions and team conflicts are continuing happenings. This makes cooperation impossible and difficult. It is evitable that the manager has lost all regulations of the team (He, Eguren&Luu, 2017). At Oldrids, the longer this persists getting back on track becomes more difficult.
Lacking a commitment to the goal by team members: For the goal, there is no emotional attachment. There is no real drive for the team without the goal focus. At Oldrids, there are no successful outcomes in ownership of tasks and pride (Kings, Moulding & Knight, 2017).
Lack of friendship: The team members feel they are ousted from the team. Team members start fulfilling their desires. This makes the team head in a bad direction as it can engender rouge behaviour and action (Bapuji, Ertug& Shaw, 2020). The Oldrids has also causes straying away from one's tasks and produces conflicts.
Lack of trust and openness: Everybody keeps their interests in the foreground. Truthfulness and openness signify bowing down to someone revealing susceptibilities and caving into a competitive advantage (Silva, 2017). At Oldrids, this causes a significant decline in the sharing of ideas and if one wants to be a part of the successful connected team it is not a wise decision.
Vague role definitions: Unclear are the responsibilities and reporting structures which give rise to conflict. Often power struggle and territorial disputes occur. If this occurs the project manager is completely responsible., the project manager of Oldrids is the ultimate authority on assignments, communication, authority, delegation and definition of project roles (Tonchia, 2018).
No cohesiveness or commonality: Unorganised grouping of people is a team. Sense of community is not felt by anybody. Other than meeting periodically for work there remains no common ground. Lost synergy is the outcome of this. In this scenario, the person may take an active role in leadership and the rest of the team is unfocused (Smith, Haslam & Nielson, 2018). The managing team of Oldrids, with this problem cannot reach the completion of the successful project.
Conformity and mind protection: People have the fear of being ostracised or different therefore insecurity seeps in them. Unless the behaviour and thoughts are reinforced people do not share information and speak. At Oldrids productivity may be sacrificed in the long run if openness and creativity are not cultivated (Manstead, 2018).
Unduly pessimistic or negative: These people are pessimistic and gloomy and do not keep to themselves. A cynical comment that it won't work is met with. At Oldrids without understanding what has involved any move to be different is met with resistance.
Lack of sensitivity: They are not concerned about the feelings and needs of other team members. They anticipate that the colleagues should be extremely cautious about trampling upon their feelings. At Oldrids the ineffective team members do not have any timing sense, the issues are brought up at a wrong time and perceived insults are overstated where there are none (Edmondson, 2018).
Apply concepts and philosophies of organisational behaviour within an organisational context and a given business situation
Basic concepts of organisational behaviour are:
Individual differences: Just like each person’s DNA is different each person is different in many ways. Psychology determines the idea of individual differences. The organisation Oldrids observes that, each person is unique since the day of birth and personal experiences after birth make people even more different (Schwartz & Graham, 2020).
Perception: When an object is seen people’s perceptions differ. At the same object, two people can differently present it. According to the lifetime and accumulated value the person organises and translates it. At Oldrids the employees see the work differently as the demographic factors personalities and social surroundings and experience differ (Anwar et al., 2017).
A whole person: Working life and personal life of an employee is inseparable. Therefore, the manager of the Oldrids has to treat the employee as a whole person.
Motivated behaviour: There are many needs present within an employee. The needs need to be fulfilled. Therefore the performance was utmost in the organisation. At Oldrids in order to enrich the quality of work motivations are necessary. In order to enhance the quality of works the part towards increased fulfilment is a better way (Licorish, George & Owen, 2017).
The desire for involvement: Every employee wants to get involved in decision-making issues and is actively seeking opportunities. They are keen on sharing what they know and assimilate from the experience. So a chance to express their opinions, suggestions and ideas should be provided by the organisation (Maroun, 2017). The administrative team of Oldrids has a mutual benefit for both parties in order bring a meaningful involvement.
Value of the person: From another factor of production like capital, land or labour, employees want to be treated separately (Stanford, 2017).Because they are the best creation of God they should refuse to accept the old idea that they are treated just like economic tools. At Oldrids, for this reason their employees and society they wanted to be treated with dignity and respect.
Organisations are social systems: Sociology has taught us that organisations are social systems. Therefore the social and psychological laws govern the activities. People have a social role and status just like psychological needs (Unanue et al., 2017). The managing head of Oldrids, has the group influences the drive as well as the behaviour. There are two types of social systems prevailing side by side in the organisations. It is formal and informal social systems.
Mutuality of interest: The statement that people needs organisation and organisation needs people is represented by mutual interest. There is a human purpose for organisations. Amongst the participants, they are formed and maintained by some mutuality of interests. Organisations are viewed by people as a stepping stone to achieve their success (Rother, 2019). Simultaneously organisations require people to achieve organisational objectives. At Oldrids, there is no sense of attempting to assemble a group and develop cooperation if the mutuality is lacking because the foundation on which to build is absent. A super ordinated goal is provided by the mutual interest that binds the diversity of needs that draws people towards an organisation. The outcome is that people are heartened to assault organisational issues rather than each other (Vargo, Guo&Amazeen, 2018).
Holistic concept: A holistic concept emerges when fundamental concepts of organisational behaviour are placed together. The people organisation relationship is interpreted by the concept in context to the whole group, the whole person, the completely social system and the whole organisation. At Oldrids, in order to understand as many as possible factors that impact their behaviour, it takes people from various backgrounds in the organisation to comprehend it. The issues are not viewed as total situation impacting them rather in terms of isolated events or issues affecting them (Donthu & Gustaffson, 2020).
Informal organisation theory
Group of people constitute the informal organisation. There are three categories of information group that is horizontal, vertical or mixed. The composition of groups is identified by these titles by the levels of the formal organisations where on basis of similarity of the work assignments the position of different members is defined.
Horizontal groups: Individuals who adhere to the similar levels of an organisation are affiliated to horizontal groups. All the members that are managers and non-managers in the same department constitute the informal groups. This also includes members across departmental lines because of the case of convenience. The inherent vertical barrier does not have to be crossed since all members function at a similar organisational level (Luang, Ding & Zheng, 2020). Due to the communication, equity, and common concern over security such groups are formed. Horizontal group membership is found to be mutually advantageous to persons as it offers mutual support and encourages information sharing. Similar problems, concerns and interests are shared by people in the same or related areas of work. Without taking the help of the boss for guidance and instructions hey attempt to solve the issues on their own. For instance between two departments interaction taking place for which rather than primarily the involvement is supportive. For instance, the members from marketing and sales, production, inventory, finance and quality and control share their problems and concerns over lunch at regular intervals (Heydari, Govindan&Basiri, 2020).
Vertical groups: Various employment relationship within a similar department or the result of an outside interest constitute the vertical group. On the formal levels of the hierarchy of an organisation, such people are included in different levels. Within the same work area, people voluntarily come together. For instance, a vertical group in the production department might include a supervisor or one of his assistants (Luan et al., 2019). On the other hand, a group of supervisor or supervisor might get affiliated with the bosses. Through skip level relationship such a group may be formed. The first level manager may find an association with the apex manager. Alternatively, a second-level manager may get connected with an operating employee.
Speedier access to issues may be provided by the relationships with this type of informal groups and appear in structure and allow enhanced communication. However, favouritism may arise out of this situation as the supervisor may lose objectivity (Zellweger et al., 2019).
Mixed groups: At different levels of formal organisation and in different work areas a mixed group may be formed by two or more people. For instance, the supervisor may like to establish a relationship with the director of IT for preferential treatment at work. For a similar reason, a production manager may try to advance a social, informal relationship with the marketing manager or director of maintenance (Khan, Wood &Tarba, 2019).These bonds are the result of forming outside the workplace for instance club membership, common interests, ethnic backgrounds and so on. The important point that the manager must realise is the function of the informal group is natural and is imbibed in the daily operations of the organisation. They are an inherent part of the communication culture of operating employees and managers.
Conclusion
In order to advance relationships amidst co-workers, building communication skills, and celebrating success team building activities are used. Time should be taken out to organise the details, communicate the anticipations set goals regardless of the event’s purpose. Positive experience and engagement are top priorities whether the event is occurring in a meeting room or a commercial event facility. As the ongoing part of the company culture incorporating team building is important. Lone events can be fun but better communication, higher productivity and improved morale are achieved by team building activities as a regular part of the operation.
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Appendix
Appendix 1: PPT Slides
