If this is present within a group of people, then their performance will be enhanced by their mutual support (both practical and moral)" (Blair 2008). Groups, and members of a group, must have strong interpersonal and managerial skills, to become self-managing units. A group must exercise collective leadership, not merely be lead by a single individual (Blair 2008).
Even if one person may be designated as a leader, the group must agree upon a particular way to organize meetings, plan, set goals, and monitor and review performance. Having a mission statement can help give clarification and focus to all of these duties. If the mission statement becomes a point of contention, it at least encourages the articulation of issues in a clear and directive fashion and may even establish that disagreement is 'okay' within the group, early on. Having a formal feedback procedure ensures not only that the group is less likely to go off-task but helps to generate an atmosphere in which criticism is neutral rather than focused upon personality (Blair 2008).
Managing team diversity
In today's workforce, teams are more likely to be diverse, ethnically, geographically, and in terms of age and gender than ever before. Depending on their cultural as well as personal orientation, team members may have different levels of conflict tolerance, and more direct and indirect means of articulating their opinions. Fostering sensitivity towards such cultural differences, as well as personality differences, is a positive goal for a team leader or member. This can be quite difficult, causing Geert Hofstede to tartly note: "Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster," given that individuals with different backgrounds may have trouble communicating, due to their different levels of respect for individual vs. group identity, respect for power hierarchies, and avoidance of uncertainty ("Geert Hofstede Analysis," 1999, International Business Center).
The dangers lie in requiring too much confrontation, which can result in certain members of the group becoming overly reticent, and stifling their input, or requiring so much agreement that possible areas of creative contention are smothered. Different areas of expertise will also add to a different character of team composition, as someone from a company's it department, for example, may have different assumptions about how to work and the right way to approach problems than someone with a human resources background. Soliciting the input of both individuals can make the solutions stronger, and encourage more effective task balancing. Being aware of the differences in orientation and outlook is required at the outset, to ensure that miscommunication does not take place, and that there is sensitivity shown to different communication styles.
Perhaps more importantly than anything else, listening is important. Listening when a member of a diverse or a homogeneous team is required to make maximum use of all the interpersonal as well as technical resources at hand for the team. Ideally, group diversity and the processes of group functioning will make achieving a goal more efficient and effective, but these processes must be managed correctly by every team member with humility and bravery lest things grow awry, discordant, or fall into a pattern of groupthink.
Blair, Gerard M. (2008). "Groups that work." The Art of Management. Retrieved March 14, 2008 at http://www.see.ed.ac.uk/~gerard/Management/art0.html?http://oldeee.see.ed.ac.uk/~gerard/Management/art0.html
Famous models: Stages of group development." (2001). Chimaera Consulting.
Retrieved March 14, 2008, at http://www.chimaeraconsulting.com/tuckman.htm
Geert Hofstede analysis." (1999). International Business Center.
Retrieved March 14, 2008, at http://www.cyborlink.com/besite/hofstede.htm
Kratzer, Jan Roger, a.J. Leenders & Jo M.L. van Engelen. (2005, Summer).
Stimulating the potential: Creative performance and communication in innovation teams." Creativity and Innovation Management. 46. 4. 7. Retrieved March 14, 2008, at http://sloanreview.mit.edu/smr/issue/2005/summer/01/
Missico, Anthony. (2001, Oct 26). "Lessons from geese"
Retrieved March 14, 2008, at http://www.missico.com/personal/thoughts/lessons_from_geese.htm. Mohamed Yusope, Rauf. (2008, March 13). "Discover how you can learn about working well as a team." EzineArticles. Retrieved March 14, 2008, at http://ezinearticles.com/?Discover-How-You-Can-Learn-About-Working-Well-as-a-Team&id=1044742
The other person will feel inferior; the complex will increase from having a feeling of injustice. In this way you will turn to be a hard task master than a cooperative Boss who tends to understand the people and their abilities. 3.5. Conciliatory Approach: This is the approach that helps in retaining the long-term relations where sometimes you agree with people and sometimes make them agree with you. Human behavior has
Other positive leaders in this regard are the "priestly" ones, who bring continuity and hierarchy to the goal, delegating to the most powerful and differentiating individuals; the "elected" leaders, who gain authority by being chosen; and the "missionaries," who have a certain kind of mission to achieve -- economic, religious, political or social service (Stewart). The way that leaders work with individuals in both sports and at work will also
Business Communication Communication is a necessity in a firm for ensuring effective interaction between employees and the management (Hartley & Bruckmann, 2001, pg 345). Communication also determines the code of ethics in a business and should be observed strictly (Mehrabian, 2007, pg 234). A firm's business revolves around people in the external environment, the employee team as well as its clients. Every individual in the firm must be accorded respect and
Within my team of Americans are several African-Americans and three Latinos. In the book Intercultural Communication: A Reader (Samovar, et al., 2008) the authors point out what scholars, sociologists and alert journalists have known for a long time: "…Although Latinos are generally aware of the Black experience, there is little understanding of Black culture. Equally problematic is the lack of awareness among Blacks about Latino culture" (Samovar, p. 183). Albeit
This is again an illustration of how awareness of types and subtypes can prove useful. Steady types are introverts who seek stability and show intense organizational loyalty. They are the backbone of many work teams and workplaces, enforcing rules and mutual respect through a good personal example. However, this can put them at odds with the more daring dominant types, although steady types like to follow a leader. Some steady
The corporation or seller could benefit by developing marketing strategies prior to consumer reviews being available online. Seller Response to Novice and Expert Consumers Before allowing consumers to post product reviews on a corporations or sellers website, the seller should consider the size of the segments of expert consumers and novice consumers. For example, the seller may benefit from selling certain products if a significant number of expert consumers exist, especially