(Tiểu luận) topic analysing and reflecting group’s development through the course

Role of individuals Shakespeare said: “All the world’s a stage, and all the men and women are merely players.” Based on that, in a group, all the members are actors, each playing a certa

NATIONAL ECONOMICS UNIVERSITY

NEU BUSINESS SCHOOL

GROUP REPORT

Topic: Analysing and reflecting group’s

development through the course

Subject: Organizational Behavior

Ha Noi, 2023

Table of Contents

1 Introduction 3

1.1 Role of individuals 3

1.2 Norm 4

1.3 Status 4

1.4 Size 5

1.5 Cohesiveness 5

1.6 Diversity 5

2 Analyses relevant team development theories to support the development of team cooperation 6

3 A reflection on the application of concepts and philosophies of organizational behavior in your team situation and an evaluation of how they inform and influence behavior within your team 7

3.1 The relationship between Attitudes and Behavior 7

3.2 Job Attitudes 8

3.2.1. Job satisfaction 8

3.2.2. Psychological empowerment 10

3.2.3. Organizational commitment 11

3.3 Situation strength theory 11

3.4 Perception 12

3.5 Decision Making in Organizations 13

3.6 Social Identity Theory 13

3.7 Team Processes 13

3.8 Diversity 14

3.9 Communication 14

3.10 Filtering theory 14

3.11 Leadership 15

3.12 Behavioral theory 15

3.13 Situational theory 15

4 An explanation of factors that make your team effective/ ineffective 16

4.1 Overconfident and procrastination 16

4.4 Team achievement 17

4.5 Conflict levels 17

5 Motivation 18

5.1 Motivation of the organization 18

5.2 Motivation of each individual 18

6 A discussion of the relationship between the effectiveness of teamwork and goal achievement in the workplace 20

6.1 Internal 21

6.1.1. Communication 21

6.1.2. Effective work allocation 22

6.1.3. Creating a positive environment 22

6.1.4. Sense of self-consciousness 23

6.1.5. Concentration improvement 23

6.2 External 23

7 Team’s contribution 24

1 Introduction

The study of teamwork is very popular today and shows its importance for organizations such as universities, companies, corporations, etc Every workgroup has some characteristics that shape the group's behavior toward each member In addition, it is possible to explain and predict a large part of the phenomena and performances not only

of the group itself but also of individuals Using the concept of group traits, we analyze six aspects: role, norm, size, status, cohesion, and diversity

1.1 Role of individuals

Shakespeare said: “All the world’s a stage, and all the men and women are merely

players.” Based on that, in a group, all the members are actors, each playing a certain

is identifying the role that a person is playing.

In the concept of role, role expectations are how others believe a person should act in

a given situation Studying the expectations that members have for each other is vital

because it can show the instant trust and admiration of a team member towards the leader

or manager Through the working process, we have made some changes to the group

model due to role expectations At first, we appointed one manager and two leaders for two small teams But after several days of working together, the manager doesn’t meet the expectations of team members in his role He has the ability to work more emotionally and try to understand the subordinates, which is more suitable for the role of a leader And also the opposite of the two current leaders, who worry mostly about productivity That’s the reason our team decided to modify the model to have one leader and two managers based on the behavior of three of them.

1.2 Norm

According to common classes of norms, it can be seen that performance norms appear in

our team And there are two reasons for that The first is because of the reward for completing the course with high scores, while the second is that we have two managers

who always put the most attention on productivity

1.3 Status

Status is a significant motivator, and all groups, no matter who they are, will show the

difference in members' status over time According to status characteristic theory, each member’s status in our team is derived from an individual’s personal character and the way it relates to group interaction It’s considered after several discussions to solve

some business cases in class time Some of our team members tend to speak out more often, criticize more, and state more commands for every idea or solution They want

to show their knowledge, and be more assertive, while the remaining (lower status)

person participates less and usually chooses to follow the high-status person.

However, that mix proved advantageous to group productivity because we could come

up with ideal ideas in cases with limited time.

1.4 Size

The size definitely has some effect on the group’s behavior but depends on what the dependent variables are The group size of 10 members is an ideal number when engaged in problem-solving but seems to be less productive in multiple tasks process

Because group results cannot be attributed to any single person, the relationship between an individual’s input and the group’s output is clouded So among the time

of finishing this report, our team has been divided into two smaller teams, to be able to

evaluate individual performance and contribution more accurately

1.5 Cohesiveness

Our group has high cohesiveness because members have spent a great deal of time studying and even confiding together and for some outer reason Due to the relationship between cohesiveness and group performance-related norms, it can be said that we have high productivity (it can be proven in practice) with high cohesiveness and high-performance norms.

1.6 Diversity

Team members have a certain diversity of personalities, working styles and also their

consciousness when receiving knowledge according to the MBTI analysis Sometimes this leads to conflicts within the group but usually not too big and can be resolved in ashort time

2 Analyses relevant team development theories to support the development of team cooperation

Effective team cooperation is essential for achieving organizational goals and objectives.There are several team development theories that can support the development of teamcooperation, including:

Tuckman's stages of group development: This theory, developed by psychologist Bruce

Tuckman, is a well-known model that outlines the stages of group formation anddevelopment, suggesting that there are four stages that teams go through to achieve highperformance: forming, storming, norming, and performing

- Forming: In this stage, team members are getting to know each other, andthere is often a sense of excitement and anticipation about the task ahead Team memberstend to be polite and reserved during this stage

Our group had a few meetings to talk, get acquainted at places like classrooms or cafes tolearn about and discover about each other's personalities From there, everyoneunderstands each other better and can feel less shy when working together

- Storming: This stage is characterized by conflict and tension as team members start to assert their opinions and ideas This can be a difficult stage for teams, but it is

important to work through these conflicts and come to a resolution

Due to the communication using the wrong words, leading to misunderstandings aboutthe meaning of the sentence, there was a pretty big conflict between Mai Anh and Bach.Besides, Thai and Bach also had a slight misunderstanding that led to a quarrel when theyencountered a problem of confusion in assigning each other's roles in the group

- Norming: In this stage, team members start to come together and work as a cohesive unit There is less tension and conflict, and team members start to develop trust

and respect for one another

In this stage, our team members began to show comfort in asking for help and providingconstructive feedback We realized that the variety of opinions and experiences makes the

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team stronger and constructive criticism is also welcome There was also more frequentand close conservation and communication.

- Performing: In the final stage, the team is fully functional and is able to achieve its goals Team members are able to work together effectively and efficiently to

achieve their objectives

At this stage, we all felt quite satisfied with the team’s process Some members even took

on various roles and responsibilities as needed We also made significant progresstowards our goals We helped each other to deepen our knowledge and skills includingworking to continuously improve team development

Tuckman's theory can be useful in supporting the development of team cooperation byhelping team members understand the stages of team development and the challenges thatmay arise in each stage By recognizing and addressing the challenges that arise in eachstage, teams can work towards greater cooperation and effectiveness

3 A reflection on the application of concepts and philosophies of organizational behavior in your team situation and an evaluation of how they inform and influence behavior within your team.

3.1 The relationship between Attitudes and Behavior

Instances where attitudes change to match behavior demonstrate the impact of

“cognitive dissonance” It is impossible for any person to evade experiencing such inconsistency Our group is no exception Girl members fully comprehend that cruddy

junk food sold at the street vending in front of the school gate is not good for digestivehealth and facial skin but they still absorb it every day when they go to school and hopenothing bad happens Or some group members are cognizant of the ramification of doingpersonal matters while the teacher is endeavoring to deliver a lecture to students, butthey still go for fugitive joys Or through the working process, our group of ten has beenassigned to complete different tasks together And one thing is definitely unavoidable isthat one group member strongly believes that their approach is the best way to completethe task, but other members have different ideas This situation creates “cognitive

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dissonance” because the group member's belief about the best approach conflicts with the

other members' beliefs The urge to decrease inconsistency is influenced by three factors, which include the significance of the “dissonance” factors and the level of control we perceive we have over them People tend to be more driven to diminish

inconsistency when their attitudes are significant to them, or when they perceive that theycan exert control over the source of the inconsistency In terms of our girls devoting theirmoney, and potentially, their health to street vendors, their dissonance can be ascribed tothe deliciousness and affordability of cruddy street food They appreciate the importance

of those elements and they succumb to the irresistible lure of junk food and therefore theyhave an insubstantial power to control over those elements The third factor is the rewards

of dissonance; high rewards accompanying high dissonance tend to reduce tensioninherent in the dissonance The third element is the “rewards of dissonance”, where ifthere are significant benefits linked to the substantial “dissonance”, the accompanyingtension caused by the inconsistency tends to lessen When the teacher organized anexperimental game to demonstrate the role of a leader in helping to plan the workeffectively and leading to better outcomes, there were two rounds of the game After thefirst round ended, we were given the option to participate or decline Initially, our groupdid not seem to like the game, so we all declined to participate However, after hearingthat the teacher would award some money to the winning team, the members becameexcited and decided to participate This high reward can lessen the mental distressinherent in the dissonance The group member may feel that the reward justifies theirattitude toward the game As a result, they will feel less cognitive dissonance

3.2 Job Attitudes

3.2.1 Job satisfaction

An individual experiencing high job satisfaction has favorable emotions towards theirjob, whereas someone experiencing low job satisfaction experiences unfavorableemotions

personality are two crucial elements in our small group:

- Job Conditions: we are provided with many conditions of a good teamwork

environment Here are reflections throughout our working process with each other:

“Social interactions”: We have positive interactions with internal and external

peers Our conversations have become more positive than ever because the content of ourinteractions is not just about studying, but also about the stories around us We also chitchat and have fun together to relieve the pressure of studying, such as playing cards,online horse race chess, and so on

"Supervision": Initially, poor supervision led to confusion and a lack of

initiative among group members The leader and manager in our group did not provideregular support, clear expectations, guidance, or feedback, which resulted in a lack ofdrive and enthusiasm among members Hence, our members just want to get it donewithout much self-motivation or dedication

"Independence": Our group has a high level of independence because

members have the autonomy to control how they carry out their work without anyconstant direction or oversight from the supervisor However, this also leads to a lack ofcohesion among individual performances within our group

"Social support": Although our good social interactions create a positive work

environment, social support is not very high A concept of Perceived organizationalsupport (POS) relates to this element People perceive their organizations as supportivewhen rewards are deemed fair, when employees have a voice in decisions, believe theorganization values their contributions and cares about their wellbeing and when they seetheir supervisors as supportive As mentioned earlier, everyone only wants to get theirtask done as soon as possible and the leader was initially inattentive, so mutual support isobviously very low and seems to be non-existent This can lead to job dissatisfactionamong group members Obviously, job dissatisfaction would stir up inefficient workperformance for everyone

- Personality: In this factor, there is a concept called Core Self-Evaluations (CSEs)

that has helped us assess to what extent our members believe in their inner worth andbasic competence, which in turn determines whether they can see more challenges intheir jobs and actually attain more complex jobs In our case, it is believed that allmembers of our group, except for An and Na, have moderate to positive core self-evaluations Therefore, the group leader of our small group, which includes An and Na,assigns them simpler tasks and duties

Overall, our group needs to improve the supervision, social support, and CSEs of An and

Na to increase job satisfaction for the entire group for the purpose of enhancing group

performance To achieve this, Bach and Mai Anh have applied the neglect framework, a theoretical model used to respond to job dissatisfaction.

exit-voice-loyalty-In our context, Bach and Mai Anh chose “VOICE” as a constructive and active response

As for the other members, despite their lack of motivation and enthusiasm leading to jobdissatisfaction, they chose “LOYALTY” instead of opting for “EXIT”, “NEGLECT”, orengaging in counterproductive work behaviors (CWBs)

Although Thai as the manager was initially negligent, he later still listened to ourimprovement suggestions and implemented them However, the empowerment initiativesthat he carried out to foster members were not very effective, resulting in relatively lowlevels of psychological empowerment among the members overall.

of these stem from the fact that we have a strong sense of group loyalty and attachment

3.3 Situation strength theory

“Strong situations” make it clear what behavior is appropriate, prompt us to display it,and discourage inappropriate conduct; while “weak situations” give individuals more

freedom to express their personality through their behavior As a result, personality traits have a more significant impact on behavior in weak situations than in strong ones Scholars have examined the strength of a situation in organizations based on four

factors:

- Clarity: Jobs that have high levels of clarity tend to create “strong situations”, as

individuals can easily ascertain what is expected of them In our context, at thebeginning, the level of clarity may not be high since work duties have not been clearlyand specifically outlined, resulting in a "weak situation" Consequently, individuals arefree to express their personality and behavior and may easily deviate from the expectedpath since the leaders have not made sufficient efforts to tightly integrate the tasks

- Consistency: Jobs that exhibit high consistency create “strong situations” because

all the cues align towards the same expected behavior The level of consistency within thegroup is not high since the group's tasks vary depending on the situation, requiring

adaptability rather than a fixed approach The working process of our group also differsfrom other groups because the process of working in each group is not entirely identical.

As a result, this leads to a "weak situation”

- Constraints: Jobs that have numerous constraints represent “strong situations”

since individuals have limited autonomy In the case of our group, Since the level ofconstraints within the group is very low, it is expected to result in a "weak situation”

- Consequences: Jobs that carry crucial consequences are considered “strong

situations” because the surroundings are likely structured to prevent errors Since everyaction of each member in the group, no matter how small, can influence the group'sperformance to some extent, this factor predicts that the group will have a "strongsituation”

Through the analysis, it is believed that the work environment of the group is currentlybased on a "weak situation" where members operate freely and where personality traitsare expressed more clearly

3.4 Perception

Our behavior is influenced more by how we perceive reality than by objective reality

itself Managers should devote time to comprehending how each person perceives reality, and when there is a notable discrepancy between someone's perception and the actual state of affairs, attempt to rectify the distortions.

On account of the low level of clarity in work duties and responsibilities, there was notransparent direction to work effectively and efficiently that all group members couldfollow This leads to some tasks being overstaffed while others are understaffed, as thesubleader does not understand the workload required for each task This will cause anoverload and lack of motivation for some team members Recognizing this, to ensure fairand reasonable task allocation, Mai Anh spoke up, but Bach, as a manager, believed thatthe tasks only needed to be simplified and did not need to be analyzed in detail, so therewould be no overload The difference in perception between Mai Anh and Bach caused

an escalating conflict Therefore, everyone should consider the issue from the perspective