The Role of Effective Communication and Power in Building a Successful Team: the Case Study of the Dream Team (Group 22)

Topics: Team, Organizational studies, Goal Pages: 12 (3753 words) Published: January 27, 2011

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


I hereby declare that, I have undertaken this work herein submitted.

Date................................................................. Signature...........................................
Peter Dickson

This project is dedicated to my parents Mr. William Dickson and Helen Kwakye and my beloved brothers David and Paul.

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.


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, decision making and interpersonal skills and the right traits, especially conscientiousness and openness (Robbins and Judge 2009). These attributes promote trust and effective communication. Team members are committed to the purpose and accomplishment of set team goals irrespective of their diverse backgrounds, capabilities and likelihood of generating conflicts. Thereby, team mates coordinate their various forms of power advantages.

It is against this background that this report seeks to discuss the role of effective communication and power distribution in the building of a successful team as evident in the Dream team (Group 22).

This report is in four (4) parts. Part one looks at the profile and overview of the group which includes the diverse backgrounds of members. Part two focuses on the organisational behaviour issues and challenges faced by group 22 especially those related to power and communication. Part three talks about the effects of effective communication and power distribution on the Dream team. Finally, part four looks at the recommendations for improving communication and power distribution in improving team performance.

Syndicate Group 22 also known has The Dream Team has the objective to help members achieve academic excellence by coordinating their skills and strengths and leveraging to improve performance. The Dream team with a team size of eight qualifies as an effective team as stated by AOL Technologies president “the secret to a team is to think small. Ideally, your team should have seven to nine people” (Katzenbach, 2000). Evidence supports this statement. However, the most effective teams have five to nine members. Experts have also suggested that using the smallest number of people who can do the task is best. With a minimum number of four views and skills of diversity are well nurtured. But, when teams have excess members, cohesiveness and mutual accountability decline, social loafing...

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
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.
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