Analyzing Teams and Groups Considerations

Teams/Groups Considerations According to Green et al. (2015), globalization has resulted to increased dealings amidst individuals coming from different backgrounds. Individuals no longer exist and work in a blinkered surrounding; they are now considered as part of a global economy in competition within an international framework. For this cause, both profit and non-profit organizations ought to become more diversified so as to stay competitive. Capitalization and maximization of workplace diversity is an essential management concern.

In general, diversity can be described as the identification, comprehension, and acceptance of other individuals' personal disparities regardless of their race, sex, ethnicity, age, class, religion, and physical ability, among others. Everybody is unique in their own way, but also share certain biological and environmental traits (Dike, 2013). Challenges of a Diverse Workforce Green et al. (2015) mention that there are various challenges associated with a diverse workforce. The leaders and directors of an organization could be challenged with loss in employee as well as work productivity because of discrimination and bias.

Adverse behaviors and attitudes could be obstacles to organizational diversity since they could destroy working relationships and even damage work productivity and drive as well. Some adverse behaviors and attitudes at the workplace include bias, discrimination, and stereotyping. For instance, particular members of a team come from a certain nation, which has a differing procedure in terms of working. They might be stereotyped or judged for working in a different manner compared to how the others are actually working. According to Heller et al.

(2010), an organization, which employs diverse personnel, should also establish a culture that supports respect and dignity so as to avoid any anxiety amidst the workers or members of a team. Additionally, communication might be negatively affected if the workers have a different first language. Therefore, one of the major challenges is language barrier. The existing workers might exit the organization if their individual biases hinder them from working with coworkers who are from different backgrounds.

As another challenge, investigation of the claims of workers on negative attitudes as well as harassment could take up a lot of management time. Factors Related to Internal and External Teams and How They Affect Organizational Behavior Internal and external teams are both quite important in any organization and how they function reveals itself in the productivity of the organization. Examples of these factors are differences and interpersonal disputes amidst the members of a team.

If workers or team members are incapable of working with one another and settling their own disputes, this shall definitely have a negative impact on the organizational behavior. The managers shall have to search for the most appropriate ways of solving this problem or be at risk of losing their workers. Another factor is the increased distance of the virtual members of a team. According to Heller et al.

(2010), this distance presents difficulties like absence of physical interaction, loss of one-on-one synergies, absence of social interactions, lack of trust, and a lot of concerns with reliability and certainty. These particular aspects could tremendously affect an organization and could even risk the organization's downfall. Management of Internal and External Factors According to Green et al. (2015), the management of diversity is an essential organizational challenge. It entails more than simply recognizing differences in individuals. It entails acknowledging the value of differences, fighting discrimination, and supporting inclusiveness.

Management of diversity is important since organizations that establish a peaceful and inclusive environment improve their status with job seekers, giving them a chance to lure the best workers in the market. Personnel that feel valued, rewarded, and included, are actually more driven and engaged. Developing a peaceful and inclusive environment is a major driver in personnel engagement as well as dedication, and greater personnel engagement results to increased yield (Ministry of ManPower, Singapore, 2015).

In terms of managing interpersonal disputes and differences, managers ought to respect the differences and maintain an open mind, establish the cause of the issue, and elaborate every group's position to avoid vagueness, enhance understanding of the other group, engage a neutral mediator to listen to the disagreeing groups without any prejudice, commit to the solution, and quickly resolve the disputes (Ministry of ManPower, Singapore, 2015). Heller et al. (2010) mention that when assessing virtual team performance, the organization ought to develop a thorough evaluation procedure, or a balanced scorecard.

Made up of that particular organization's values in the areas of profitability, growth, process enhancement, and client satisfaction, the scorecard is capable of monitoring every team's client satisfaction through yearly.