Groups and Teams

Groups and Teams Paper

Organizational Behavior

Introduction

A team is a small group of people with complementary skills who work actively together to achieve a common purpose for which they hold themselves collectively accountable. In today’s society, there can be several different factors that are associated for a group of people to become a high performance team. For a team to achieve great performance, and deliver real benefits to the organization, they have to be able to distinguish their strengths and weaknesses. All teams need members who believe in team goals and are motivated to work with others actively to accomplish important tasks. A commitment to teamwork is found in the willingness of every member to listen and respond constructively to views expressed by others. High performance team has to give others the benefit of the doubt, provide support, and recognize the interests and achievements of others. These things are very essential for a team to be a high performance team in today’s competitive and changing business environment.

High Performance Teams

It takes a lot of work for a group of people to become a high performance team. High performance teams have special characteristics that allow them to excel at teamwork and achieve special performance advantages. A team that is going to be a high performance team has to consist of strong core values that help guide their attitudes and behaviors in directions consistent with the team’s purpose. Another thing that a high performance teams do is to turn general sense of purpose into specific performance objectives. Whereas a shared sense of purpose gives general direction to a team, commitment to specific performance results makes this purpose truly meaningful. Moreover, members of high performance teams should have the right mix of skills, including technical skills, problem solving and decision making skills, and interpersonal skills. Lastly, anyone can easily ague that for a team to be a high performance team they have to be creative. In the new workplace, teams must use their creativity to assist organizations in continuous improvement of operations and in continuous development of new products, services, and markets.

Diversity Climate

Improving the diversity climate of an organization is through the implementation of teams. To conceive a better perspective of how diversity climate applies to organizing a group of people, one must consider the three measures of diversity climate perceptions: employee perceptions of the company’s success in elimination of hostile work environment behaviors, success of the model work environment plan, and personal support for the model work environment vision. Teamwork and organization were consider to be controlling for minority status, gender, age, supervisory status, agency, job occupancy, and work setting. Working as a member of an occupational work team is related to improved perceptions of the diversity climate, but organizational differences do exist and one must compare differences to concord organizational goals. Overall, it appears that the size of the relationship between teamwork and diversity climate is influenced by the degree to which one focuses on specific behaviors versus higher-level judgments. Specifically, behaviorally focusing will show in a group a stronger relationship with teamwork and support for the agency’s diversity climate vision.

Dynamics of Diverse Group Behaviors

One way of managing role dynamics in any group or work setting is by role negotiation. This is a process through which individuals negotiate to clarify the role expectations each holds for the other. The dynamic diversity with group behaviors is eliminating a hostile work environment, which in turn evaluates the popularity of inappropriate behaviors in the workplace. They suggest that a group is likely to be more effective and organized when they have diverse skills to bring to the task at hand, but share common work related values (Katherine). For Katherine analysis, they have been recorded so that a high score represents low perceptions of inappropriate behavior. This measure provides an estimate of the level of inappropriate behavior that occurs in the respondent’s immediate work environment. Focusing on behaviors occurring in that environment could lead to better performance