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Differences Between Effective and Ineffective Teams

University: UKCBC College London

  • Unit No: 12
  • Level: Undergraduate/College
  • Pages 12 / Words 3000
  • Paper Type: Assignment
  • Course Code: H/508/0525
  • Downloads: 1
Organization Selected : BBC

INTRODUCTION

In any organization, an internal environment plays a vital role in developing organizational culture. It is because the internal environment consists of employees, management, etc. who together form organizational culture.

Besides this, it is the responsibility of management to control it so that goals and objectives can be achieved easily (Gupta, Agarwal, and Khatri, 2016). In addition, a better and positive working condition leads to effective performance. Moreover, it reduces conflicts and enhances employee efficiency.

This report will throw light on the organizational culture of the organization. It will show motivational techniques, theories, and differences between effective and ineffective teams. Furthermore, it will show how the productivity of a team can be increased and the barriers that are involved in it. For the present report organization selected is BBC. It belongs to the mass media industry.

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TASK 1

P1 (A) Earlier business environment in BBC as per Handy culture theory

Organisational culture refers to the values, beliefs that are being followed by employees. It includes policies, roles and responsibilities, etc that control the working environment in an organisation (Taştan and Davoudi, 2017).

According to Handy, there are four types of organisational culture that can occur in business. These are as follows:-

1- Power 

It is a type of culture that is dominated by power. In this, the power of taking decision, developing policies, etc remain in hands of few people. Generally, it is done by the top management, Board of directors; once the decision is taken then subordinates or employees must follow it.

2- Task

Here, culture depends on the tasks assigned to people. Usually, people with same interests are assigned similar tasks. In this way, they contribute equally in achieving goals and objectives. They also come up with innovative ideas. In this, there are only 4 to 5 people.

3-Person

It is a type of organisational culture in which employees are given more importance. Due to this, organisation suffers as employees work to earn money (Su, Baird and Schoch, 2015). In addition, they are not loyal towards company as results, goals or objectives are not achieved.

4- Role

it is completely role based culture. On the basis of qualification and skills, employees are assigned roles. This helps in effective communication between manager and employees. In addition, employees can take their own decisions.

In context of case study, it can be observed that the culture at BBC was power culture. It is because decisions was taken by only few people. Due to this it resulted in conflicts among them. Also, due to this there has been negative impact on employees behaviour. The decision taken by some people has not been followed by employees. So goals are not achieved. Employer employee relation is affected so there is lack of communication between them (De Vos and Van der Heijden, 2015). In addition to this, due to power culture employees are not involved in decision making process. This has created a feeling among them that they are not a part of BBC.

P1 (b) Affects of culture, power, and politics on BBC

In context to the case, in BBC, power culture is followed. Therefore, decisions taken by top management has to be followed by others. They do not have any other options. Besides this, employees are not allowed to take part in decision-making process. This demotivated them and reduced their efficiency. They did not work enough to achieve goals. Moreover, due to rise in conflicts, employees’ behaviour got changed. They felt frustrated and were terminated by management. In addition, many left the job that increased the workload.

At present, BBC culture is better. Now management involves employees in decision- making process. Rules and regulations are implemented properly. In addition, they are properly followed in entire BBC. This has resulted in building effective and better relationship with management.

Moreover, there has been a proper procedure to solve conflicts between management and employees (Karsh, Waterson and Holden, 2014). Each employee is assigned role according to his or her skills and qualities. Besides this, several standards are set to measure the performance of employees. By this, appraisals are given to them who did excellent work in their field.

Apart from this, different culture is followed in BBC. It is described below:-

Power

it refers to developing strategies in BBC so that equal opportunities can be provided to employees for growth and development. Due to power culture, BBC faced various challenges. This affected employee’s behaviour as well as organisational culture. They got frustrated as there were rise in conflicts. It also affected their performance.

Politics

This affected BBC culture. It is because employees were not allowed in decision-making as they took their own decisions (Mitchell and Schmitz, 2014). Due to this, goals were not achieved. In addition, it changed their behaviour.

TASK 2

P2 (a) Content and process theories of motivation

It is very important to motivate employees so that goals and objectives are achieved effectively. Also, it helps in bringing positivity in working environment. For motivating employees content theory is implemented. This theory emphasis that employees must be motivated in order to fulfil their needs. It states the importance of motivating employees. In this there are several other theories such as Maslow theory, Herzberg theory, etc. The Malsow theory is explained below:

This is the most common theory that is used to motivate employees. It is because this theory focuses on fulfilling basic human needs. In this Maslow has described it into five categories (Lamprakis and Grivas, 2018). These are psychological needs (food, clothes and shelter), safety needs (security from theft), love needs (society, friends), esteem needs (dignity, recognition) and last self actualization needs like self fulfilment.

The process theory reflects on how behaviour of employee is changed. This is because change in employee behaviour will affect the overall working environment. Basically, there are four process theories that can be followed.

Reinforcement focuses on positive and negative behaviour of employees. It states that how this can affect their performance and BBC culture.

Expectancy theory describes the relations between outcome and performance. It helps in measuring the performance with set standards.

Equity model helps in comparing the employee performance with each other. With this it becomes easy to find which employee has performed well (Kokt and Ramarumo, 2015). Also, weak areas are identified and improved. This theory helps in creating a better working environment in organisation.

Goal setting model sets specific goals for each employee. It states that setting more challenging goals will automatically encourage employees to work hard. Also, it helps in giving an insight to employees on which task or activities they have to perform and provide them right direction. Moreover, if goals are not set then employee efficiency is affected.

In BBC this models and theories of motivation was followed in order to build a positive and better environment. Management must follow the goals setting theory so that each employee goals are set. Besides this, teams must be developed and goals should be set. By working together positive environment will be created (Cowley and Borys, 2014). Also, there will be no discrimination done on the basis of gender. Following the path goal theory will be beneficial for BBC. In this equity model can be followed. By this each employee can be treated equally. Also, rewards can be given by evaluating their performance.

P-2 (b) How improved levels of motivation within the BBC help to achieve its organisation’s goals

Motivation plays a crucial role in enhancing employee performance. It pushes employee to put more efforts in their work. The main aim of motivating them is to maintain their efficiency so that in any critical situation, their productivity is not hindered. Motivation is of two types that is positive and negative. It depends on organisation on what type they use to motivate employees.

In BBC there was some improvement in its culture. This resulted in bringing positively around BBC. There was also change in behaviour of employees. It improved their performance and motivated them to work hard (Grobler and Rensburg, 2018). When they got to know that rewards are given for doing excellent work. They started putting more efforts in order to achieve goals and objectives. Management also set specific goals and motivated employees. If employees are self motivated they will be confident that goals can be achieved easily. Furthermore, by giving them equal rewards employee can be motivated. Also, by giving them equal power they can be motivated.

Management can also take strict actions against those who bully other. This will result in reduction in those complaints. By this a positive working environment will be created. At every level motivation will enhance employee performance. By working together positive environment will be created. Also, there will be no discrimination done on the basis of gender. Following the path goal theory will be beneficial for BBC.

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TASK 3

P-3(A) Different types of teams in BBC

Every organisation works in a team so that goals are attained effectively. The team consists of different persons belongs to different caste, creed, etc. Working in a team is better because efforts are integrated to achieve goals (Gupta, Agarwal and Khatri, 2016). There can be various types of teams in an organisation. An effective team refers to team in which

Functional

This team is involved in different functions of BBC. They look after operations various departments such as finance, human resources, etc. they are important team they integrate functions of overall BBC to achieve goals and objectives.

Problem solving

This team was responsible for solving problems between employees and management. They act like a mediator in BBC and provide solution to different problems. Moreover, this team maintained and controlled the internal environment within abc.

Virtual team 

in this team the work was related to coordinate with various other teams. They are formed according to geographical areas. Also, they provide information related to technology so that it can be implemented in completing task.

Project team

This team was developed to complete a specific project. They were involved in various types of projects that was taken by BBC (Taştan and Davoudi, 2017). This team task was to complete a project or research related to a particular subject or topic.

It is very important to have different teams in organisation because there are different functions that has to be performed. So one team can not perform all those functions. Also, it is easy to work in team. It is because a team creates synergy that helps in achieving goals. Also, the overall team efforts is greater than individual efforts. If you are worried about assignment help please contact our experts.

P-3 (B) Features of effective team in BBC

Team is formed by implementing the model of tuckman. It contains several steps that helps in building an effective team. These steps are described below :-

Forming

It is a first stage in which team members meet for the first time. They get to know each other and share information related to background, education, etc. besides this they know about what task and activities they have to perform. Their roles are assigned to them. BBC must form team in different departments (Su, Baird and Schoch, 2015). It will bring together employees. This will create a better environment.

Storming

in this stage where a large number of conflicts occurs. It is because members try to compete with each other. Member may prefer to work according to their way. They may follow different working styles. BBC must be aware of how members are working in team. They must evaluate the performance of each member otherwise it can affect overall BBC culture.

Norming

It is a stage where conflicts are solved by member only. Sometimes a leader is appointed by them that helps in resolving conflicts. Also, they respect each other and try to build strong relations with each other. This lead to developing commitment towards goal. BBC must appoint a leader to look after the conflicts. It will help in solving disputes quickly and effectively.

Performing

It is a stage where team starts working towards goal. They develop a process through which goals can be achieved (De Vos and Van der Heijden, 2015). BBC must form team in which there are experienced people. They must develop a specific process through which team performance can be measured. It will help in motivating different team to perform in effective way and achieve goals in specified time period.

Adjourning

It is the last stage where team are finally dissolved after completion of a specific project. Colleagues who has build strong relation with others may find it difficult to work in another team in the future. BBC can adjourn team after the completion of project.

TASK 4

P-4(A) Path goal theory in BBC

This theory was developed by Robert that defines that leader must always support his or her employees so that goals are achieved effectively. The role of leader in organisation is very crucial. A leader supports and guides employees (Karsh, Waterson and Holden, 2014.). Besides this, employees must always follow his leader direction in order to complete individual goals. Also, employee will feel motivated when positive thinking is developed. In path goals theory there are various leadership styles that is followed. It is as follows :-

Achievement oriented leadership

in this leader sets high and challenging goals for employees. The focus is on improving employee performance. Leader continuous motivate employees so that they can achieve goals in time period. Along with this leader also evaluates employee performance and improves it. By following this style leader in BBC can set high goals. They can encourage employee to achieve them. This will help in increasing their productivity and overall efficiency of BBC.

Directive

It is a style in which leader follows a specific leadership style. In this he or she directs each individual to perform a particular task (Mitchell and Schmitz, 2014). The task assigned by leader specifies roles, responsibilities, etc. that has to be followed by employee. In this leader have to identify the strength and weakness of employees so that task can be assigned accordingly.

Supportive

It is a style in which leader supports employee to a great extent. They are ready to help employees whenever needed. With this they build a strong relationship with them. It becomes easy to understand their problems. BBC leader can also provide support to staff. They can help them to attain goals and objectives. Also, there will be reduction in conflicts.

Participative

As the name suggests this theory allows employees to take part in decision making process. They become more comfortable with leader as they state their views and opinions. Also, it creates a feeling of belongingness among them. BBC should allow employee in decision making ( Lamprakis and Grivas, 2018). This will help in taking effective decisions. Besides this, employees will give creative ideas on how task must be performed. This will encourage others to get involved in this process.

P-4(B) Barriers of effective performance in BBC

In context to case study there was many barriers that occurred in BBC. It was due to change in employee behaviour that lead to change in overall BBC culture. These barriers are discussed below :-

There was a lot of harassment and bullying complaints in BBC. This was due to unequal distribution of power. Due to this employees were not able to perform effectively (Kokt and Ramarumo, 2015). This hindered their performance and ability to perform freely.

Too much focus on current event- this barrier can affect BBC employee performance. If BBC is focuses on current situations then it will hinder employee efficiency. They

The main barrier that affected the employee performance was centralised decisions making,. In this management was not able to take effective decisions. This hindered employee working. Also, they were not involved in decision making process. This made them frustrated and it created conflicts with management. Employees felt that they are not the part of organisation.

Another barrier was discrimination on the basis of gender. It was because there was difference in roles assigned to male and female (Cowley and Borys, 2014). Also, wages given to them was not equal. This created conflicts between management and employees. This created a negative image of BBC in the minds of employees. Also, it affected their behaviour and organisational culture.

The third barrier was unequal distribution of rewards between employees. This was also a reason that created a great impact on employee performance. This demotivated them and created conflicts. So employees didn't feel to complete their goals. Also, it demotivated them.

CONCLUSION

This report concluded that the organisational culture is affected by the type of culture followed or implemented. Organisational culture refers to the values, beliefs that is being followed by employees. It includes policy, roles and responsibilities, etc. It is very important to motivate employees so that goals and objectives are achieved effectively. Also, it helps in bringing positivity in working environment. Every organisation works in a team so that goals are attained effectively. The team consists of different persons belongs to different caste, creed, etc. The role of leader in organisation is very crucial. A leader supports and guides employees. There was many barriers that occurred in BBC. This affected employee performance.

REFERENCES

  • Cowley, S. and Borys, D., 2014. Stretching but not too far: understanding adaptive behaviour using a model of organisational elasticity. J Health Saf, Res Pract, 6(2), pp.18-22.
  • De Vos, A. and Van der Heijden, B.I. eds., 2015. Handbook of research on sustainable careers. Edward Elgar Publishing.
  • Grobler, A. and Rensburg, M.J.V., 2018. Organisational climate, person–organisation fit and turn over intention: a generational perspective within a South African Higher Education Institution. Studies in Higher Education, pp.1-13.
  • Gupta, V., Agarwal, U.A. and Khatri, N., 2016. The relationships between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behaviour and work engagement. Journal of advanced nursing, 72(11), pp.2806-2817.
  • Karsh, B.T., Waterson, P. and Holden, R.J., 2014. Crossing levels in systems ergonomics: a framework to support ‘mesoergonomic’inquiry. Applied ergonomics, 45(1), pp.45-54.
  • Kokt, D. and Ramarumo, R., 2015. Impact of organisational culture on job stress and burnout in graded accommodation establishments in the Free State province, South Africa. International Journal of Contemporary Hospitality Management, 27(6), pp.1198-1213.
  • Lamprakis, A. and Grivas, I., 2018. The Organisational Justice as a Human Resources Management Practice and its Impact on Employee Engagement: The case of the Prefecture of Attica (Greece). Scientific Annals of Economics and Business, 65(1), pp.65-79.
  • Mitchell, G.E. and Schmitz, H.P., 2014. Principled instrumentalism: a theory of transnational NGO behaviour. Review of International Studies, 40(3), pp.487-504.
  • Su, S., Baird, K. and Schoch, H., 2015. The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance. Management Accounting Research, 26, pp.40-53.
  • Taştan, S.B. and Davoudi, S.M.M., 2017. The relationship between organisational climate and organisational innovativeness: testing the moderating effect of individual values of power and achievement. International Journal of Business Innovation and Research, 12(4), pp.465-483.
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