1. ABSTRACT
The script highlights the ‘plant’ member of the team as a perspicacious and pragmatic individual who is a source of innovativeness and unconventional thoughts. A discussion on the positives and negatives of a plant member is attempted. It describes the controversial decision to entertain competition among team members. The phases of conflicts, cooperation and professionalism as part of the group dynamics of the team in focus are elaborated. Forming and storming are categorised as phases of conflicts. Norming and performing are identified as stages of cooperation and professional behaviour. The script highlights the phases of cooperation and relates it to “ethnorelativistic learning”. Ethnic diversity is perceived as an advantage in terms of the knowledge pool and its function as a morale booster. Professionalism is viewed as a semi permeable membrane functioning as a panacea to convert all conflicts into healthy competition. The ineffectiveness of student groups as self-managing team without an influential leader who has genuine authority over the members is emphasised. Further it mentions the frustration due to inclusion of sub-standard team members and inadequacy of a student’s group to effectively deal the issue. It ends with the discussion on negatives of unethical professionalism which tends to wipe out values and relations.
2. Review of the applicability of Belbin profiling on the individual.
a. Positives
Belbin’s profiling technique –BTRSPI (Belbin’s team-role self perception inventory) categorised the student in focus as a ‘PLANT’. A learned person with intelligent and innovative thoughts, problem solver, being unconventional are few characteristics associated to those who...
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Working in teams can be well-defined as when a group of people are brought together for the aim of a mutual objective. Each member in a group puts their abilities to accomplish the goals. Groups make exertion to complete the project, but not necessarily the project is achieved every time. Within a group, every member participates in a position to accomplish the group’s intentions. These positions add new and significant dimensions to physics of group colleagues. Bruce Tuckman’s team development theory provides a way to challenge the duties of assembling a squad through the achievement of an assignment. On the whole, each group associate played a vital responsibility to complete the project at the end of Client-Focused Business Solutions.
According to Northouse (2012), team leadership has become one of the most popular theories of leadership research. A team refers to a group of employees within an organization, who are interdependent of each, and share a common goal which can only be realized through coordination of their activities. Actually, this can be attributed to the fact that team members typically have dissimilar and unique roles that represent critical contributions to collective action. It goes without mentioning that a team can either be virtual or non-virtual (Tiffan, 2014).
The formation of the team is the first stage of the model. A person’s behavior is driven by the desire for acceptance, and to avoid conflict or controversy with other people (Judge & Bono, 2000). Grave feelings and issues are avoided, with people focusing on keeping themselves occupied with routines such as duty allocations, team organization and the venues of the meetings during this period. At this stage, individuals gather impressions and information about each other, and the aims of the group and how to advance towards them. This stage is comfortable, but the avoidance of conflict translates to little being done. The team learns about opportunities and challenges, reaches a consensus on goals and starts to handle the task. The team may be motivated, but usually, they are ...
According to former American Businessman, Henry Ford, he describes working as a team as, “Coming together is a beginning; keeping together is progress; working together is success.” When working with a group there will always be struggles and roadblocks that could lead your group to any form of success. However, it takes a successful group leader who is able to keep the group working together to reach the common goal as working as one. This paper will demonstrate the integration and understanding of group dynamics and structure. I have selected the Delta Alpha Pi Honor Society to discuss the following five main principles in each group: the purpose of the group, the individuals and their roles of the group, the structure and the norms that
Teams have become integral parts and driving forces of success in organizations. A key common attribute among highly
Effective teams must be developed, not just formed. A group is not a team. Members of a group may sometimes work together, but members of a team always work together. The team need not all be in the same place to be working together. “With a group, the whole is often equal to or less than the sum of its parts; with a team, the whole is always greater” (Oakley, Brent, Felder and Elhajj, 2004). A team, as defined above, has certain characteristics that make it effective. Not all of these traits are present when a team is in the forming stage. Tea...
Keogh, Jack. "International Teams: Beyond Cultural Difference." www.jackkeogh.com. Keogh and Associate Consulting, LLC, n.d. Web. 6 May 2012. http://www.jackkeogh.com/Multicultural team article by JK.pdf
The purpose of creating teams is to solve a problem or issue through the use of diverse ideas and solutions. There are many times in life, whether at work or at school that one will encounter a diverse mix of personalities. Workplace diversity is everywhere, from the small corner business to the fortune 500 company, and is one of the most important challenges facing companies today. This mix of diverse personalities, gender, race, experience, and culture is what makes a team successful. This is an example of a heterogeneous team. On the other hand, a team with the same make-up, or homogeneous, has limitations on creativity, viewpoints and ideas. This paper will look at cultural diversity and demographic characteristics, specifically age, gender, expertise/ experience and how each plays an integral part in the construction of a high performance team.
Project managers working in a global environment must recognize the various ethnic and sociopolitical challenges involved.
After a review of my performance in the assigned group, I have learned a great deal about myself and behavior in the team-setting situation. This is not the first experience in a team-setting. Previous team setting experiences were conducted in sporting and recreational environments rather than academics. While the setting and the environments were indeed different, there were many commonalities and correlations between the team settings I previously experiences and the current academic team-setting experience for this academic course project.
Each member is comfortable in finding their place and can feel a sense of belonging within the team. As a team member, I portrayed the roles of a team player and a researcher. I may not be the brain of the group, but I was very eager to help and became a reliable member that follows-through on tasks to resolve conflicts. Also, I became a researcher too, at some point. I formulated various questions and gathered the information and data from the group. According to Sussex (2013), a researcher “is always asking a question and then finding their own answers.” She also stated in her blog that a team player is someone that the team could rely on because they are eager to help and resolve a conflict in a very calm way. I based my personality as a team member according to her seven types of a well-rounded team member in her blog. Each team member has different tasks to do. In our team, we focused on what the content should be and briefly discussed about the structure of the mind map. My biggest contribution would be completing my task, being creative and being able to contribute purposeful ideas to the team. Through teamwork, I learned to develop my strong points and found a way around to my
Tarricone, P., & Luca, J. (2002). Successful teamwork: A case study. (pp. 640-646). Milperra: Higher Education Research and Development Society of Australasia, Inc. DOI: www.herdsa.org.au
A group of people working on a team means a group of different sets of minds working together. Thus, it is inevitable that there may arise conflicts on a certain topic within the team, as certain viewpoint may seem right for the circumstances for some teammates and may different for others. However, it is not that they are not solvable.
Skills and knowledge possessed by every member is also important for a team to become high performance. Although it is among the most important factors, however, it must be coupled with a good working relationship with every team member and good collaboration with every team member. The members who possess the good skills and wide knowledge will be a useful resource to the team if that team member can share their strengths with the other team members and vice versa. It is usually misconstrued that having skillful and intelligent team members is already enough to make a team work right. This kind of thinking is the reason why most teams, despite all of those competent members they have, fail to achieve their goals. A team should establish one common goal, not to think that way and develop a good working relationship with each member. (retrieved from: http://www.strictlysuccess.com, August 18, 2005) This can be done by self awareness exercises, like the DISC assessment and other assessments or any other kind of self awareness exercises regarding communication style differences. Then these factors and important pieces of information should be taken into full consideration before the actual project is begun. These exercise or assessments can be great ice breakers and mark the difference between a group of individuals merely assigned to a team, as opposed to functioning as...
A team is a group of people with a full set of complementary skills required to complete a project. Team members work toward a common goal. A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members. Team members not only need clear goals, they needs roles to help facilitate