The Role of Effective Communication and Power in Building a Successful Team: the Case Study of the Dream Team (Group 22)
MANAGING ORGANIZATIONS (ORGANIZATIONAL BEHAVIOUR)
INDIVIDUAL REFLECTIVE ASSIGNMENT
TOPIC: The Role of Effective Communication and Power in Building a Successful Team: The Case Study of the Dream Team (Group 22)
Presented By: Peter Dickson RMBA10050076
DECLARATION
I hereby declare that, I have undertaken this work herein submitted.
Date................................................................. Signature........................................... Peter Dickson
DEDICATION
This project is dedicated to my parents Mr. William Dickson and Helen Kwakye and my beloved brothers David and Paul.
ACKNOWLEDGEMENTS
I am grateful to God Almighty for His protection, provision and grace that has brought me this far. I would also appreciate the immense contribution of Rev. Linda Addo, Mr. Fortey, David Gyimah Asante and all my friends and loved ones. Your words of encouragement helped a lot. God richly bless you all.
TABLE OF CONTENTS
EXECUTIVE SUMMARY
INTRODUCTION
In the beginning, God made an individual, and then he made a pair. The pair formed a team, together they beget others and thus the team grew to fulfil its objectives of managing a garden (Saha, 2006). So it is in this age of optimized productivity and performance that work teams are becoming more relevant, since they generate positive synergy through coordinated effort. Thus, the individual efforts result in a level of performance that is greater than the sum of individual inputs. The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in inputs. However, effective teams are of certain common characteristics. The contextual factors involving the presence of adequate resources, effective leadership, a climate of trust and a performance of evaluation and reward systems that reflects team contributions. These teams have individuals with technical expertise as well as problem-solving,
INDIVIDUAL REFLECTIVE ASSIGNMENT
TOPIC: The Role of Effective Communication and Power in Building a Successful Team: The Case Study of the Dream Team (Group 22)
Presented By: Peter Dickson RMBA10050076
DECLARATION
I hereby declare that, I have undertaken this work herein submitted.
Date................................................................. Signature........................................... Peter Dickson
DEDICATION
This project is dedicated to my parents Mr. William Dickson and Helen Kwakye and my beloved brothers David and Paul.
ACKNOWLEDGEMENTS
I am grateful to God Almighty for His protection, provision and grace that has brought me this far. I would also appreciate the immense contribution of Rev. Linda Addo, Mr. Fortey, David Gyimah Asante and all my friends and loved ones. Your words of encouragement helped a lot. God richly bless you all.
TABLE OF CONTENTS
EXECUTIVE SUMMARY
INTRODUCTION
In the beginning, God made an individual, and then he made a pair. The pair formed a team, together they beget others and thus the team grew to fulfil its objectives of managing a garden (Saha, 2006). So it is in this age of optimized productivity and performance that work teams are becoming more relevant, since they generate positive synergy through coordinated effort. Thus, the individual efforts result in a level of performance that is greater than the sum of individual inputs. The extensive use of teams creates the potential for an organization to generate greater outputs with no increase in inputs. However, effective teams are of certain common characteristics. The contextual factors involving the presence of adequate resources, effective leadership, a climate of trust and a performance of evaluation and reward systems that reflects team contributions. These teams have individuals with technical expertise as well as problem-solving,
References: Saha, M. Jayantee, (2006), Management and Organizational Behaviour. (1st ed.) New Delhi: Anural Jain, pp 54-56, 318 Robbins, P Katzenbach, J. (2000), “What Makes Teams Work?” Fast Company, pp 110. 4. J. E. Mathieu and W. Schulze, (2006), “The influence of Team Knowledge and Formal Plans on Episodic Team Process-Performance Relationship,” Academy of Management Journal 49, no.3, pp. 605-619. 6. E. Weldon and L. R. Weingart, (1993) “Group Goals and Group Performance,” British Journal of Social Psychology, pp. 307-334. 7. See for instance T. R. Mitchell, (1997) “Matching Motivational Strategies with Organizational Contexts,” in L. L. Cummings and B. M. Staw (eds.), Research in Organizational Behaviour, vol. 19, Greenwich, CT: JAI Press, pp. 60-62. 8. A. Maslow, (1954), Motivation and Personality, New York: Harper & Row. 9. R. De Charns, (1968), Personal Causation: The Internal Affective Determinants of Behaviour, New York: Academic Press. 10. K. M. Sheldon, A. J. Elliot, and R. M. Ryan, (2009), “Self-Concordance and Subjective Well-being in Four Cultures,” Journal of Cross-Cultural Psychology 35, no. 2, pp. 209-223 11 12. H. J. Klein, M. J. Wesson, J. R. Hollenbeck, P. M. Wright, and R. D. DeShon, (2001), “The Assessment of Goal Commitment: A Measurement Model Meta-analysis” Organizational Behaviour and Human Decision Processes 85, no. 1, pp. 32-55. 14. R. Wageman, (1997) “Critical Success Factors for Creating Superb Self-Managing Teams,” Organizational Dynamics, pp.55.