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People and Organization Integrated Group Assignment

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People and Organization Integrated Group Assignment

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My leadership style would be the Participative Leadership style but however, I would value the inputs of my members before deciding our decision together.

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Our team is comprised of 3 members which are experts at our own abilities, skills and talents. I, Vanessa, am the Creator-Innovator who initiates and provides creative ideas during our projects, tasks and works.

Aneesa is the Reporter-Adviser. She would encourage our team to search for more information from various sources to widen our knowledge.

Jie Xing, who is the Thruster-Organizer, is the one who provides the structure for the team. She would be incharge of allocating tasks and works evenly to maximize our time.

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Our team has communicated via several means such as WhatsApp, Email, Facebook, WeChat, Telegram, Skype, Viber and so on. With these means of communication, every time we did not meet up for discussions and meetings, we will communicate with each other for our projects, tasks, works and etc.

We would usually meet up once a week for any upcoming important projects. Other than that, we don't really meet up much.

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Please watch this link for our video trip to National Museum. (It's interesting)

https://www.youtube.com/watch?v=a6EWTlUm_2g

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Mikoluk, K. (2015) Interpersonal Communication Skills: What They Are and How to Improve Them?. Udemy [blog]. 12 October. Available from: https://blog.udemy.com/interpersonal-communication-skills/ [Accessed: 2 December 2015]

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Executive Velocity (2012) 7 Team Types That Make Business Possible. Available from: http://www.executive-velocity.com/7-team-types-that-make-business-possible/ [Accessed: 2 December 2015]

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Johnson, R., 5 Different Types of Leadership Styles. Available from: <http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html>. [Accessed: 2 December 2015]

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Brounstein, M.,Ten Qualities of an Effective Team Player. Available from: < http://www.dummies.com/how-to/content/ten-qualities-of-an-effective-team-player.html>. [Accessed: 2 December 2015]

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Garfinkle, J. (2012) 5 Qualities that Make a Good Team Player Great. Career Advancement Blog [blog]. 31 May. Available from: http://careeradvancementblog.com/positive-relationships-team-members [Accessed: 2 December 2015]

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1. Gera, S. (2013) Virtual teams versus face to face teams: A review of literature. IOSR Journal of Business and Management [online]. Volume 11, Issue 2, pp. 2-3 [Accessed: 2 December 2015]

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As a conclusion, face-to-face teams are much better compared to the virtual teams. This is because the members of face-to-face teams are more satisfied with the outcome of their meetings and/or discussions, supportive and also has innovative solutions. In contrast to that, the virtual team members are more likely to face conflicts such as different time zones, less satisfied with the outcome of their virtual meetings via video conference and have an inferiority in decision making.

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The interpersonal communication recommended is listening and communicating effectively. “Effective listening builds up authenticity, respect and trust. Listening also forms a sense of ownership among the team that allows the team member’s reports to feel as if that their opinions matters.” (Mikoluk, 2015).

Through listening and communicating effectively, leaders can understand their followers better and can know what they are thinking or suggesting. By delivering their point across the team, followers can have an opportunity to speak up on their ideas, thoughts, suggestions and solutions.

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The interpersonal communication recommended for leaders is seeking opportunities to lead. This is because “great leaders are often known as great communicators. Taking up a leadership opportunity does not mean going after titles” (Mikoluk, 2015), but instead it means taking the initiative to lead, direct and guide people.

“By forming teams, taking charge of projects, works, events and solving problems” (Mikoluk, 2015), they can learn how to communicate with several different people of various different backgrounds, religions and races, and thereby enhancing and improving their interpersonal communication skills.

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5. Recommend practical interpersonal communication for leaders and followers in therm of effective leadership.

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5. Recommend practical interpersonal communication for leaders and followers in therm of effective leadership.

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These teams are made up of members who are “not located in the same physical place and they may be in different cities, states, or even separate countries” (Executive Velocity, 2012) with different time zones.

They use the modern technology to connect and communicate with each other, and have several individual or specific skills to achieve their common task or goal. They tend to be more “task oriented, project oriented and care less about social interaction.” (Executive Velocity, 2012)

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These types of teams are made up of groups of people with different “expertise from different areas in an organization” (Executive Velocity, 2012), such as in marketing, engineering, sales or human resources, working together toward a common goal.

They can multitask several tasks with their skills and talents, and they are usually about the “same hierarchical level as employees in an organization. They can also make decisions without involving the higher management.” (Executive Velocity, 2012). These type of work teams are often temporary.

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Q4. Propose suitable types of work teams in the related working environment.

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Q4. Propose suitable types of work teams in the related working environment.

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The transformational leadership style is a type of leadership style which “depends on high levels of communication from management to meet those goals.” (Johnson) Leaders must motivate employees to “enhance and increase the output, productivity and efficiency through communications.” (Johnson).

This style of leadership requires the management to be involved to meet those organization goals. These leaders focus on the big picture within an organization or think outside the box and allocate the smaller and simpler tasks to the teams to accomplish goals.

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Managers who use the transactional leadership style will “receive certain tasks to perform and provide rewards or punishments to team members” (Johnson) based on their individual performance results. Managers and team members’ work together to discuss and set future goals together, and “employees have to agree to follow the direction and leadership of their own manager to accomplish those future goals.

These managers possesses the power to review the output or productivity and train or correct their employees when team members fail to meet goals.” (Johnson). When employees accomplish their task or goal, they will receive rewards, such as promotions or an increase in their salaries.

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This leadership style is often called the democratic leadership style and “it values the input of their team members and their peers” (Johnson), but the final decision lies with the participative leader and it is his or her responsibility to do so. Participative leadership can “boosts employee morale because the employees make several different contributions” (Johnson) and ideas to the decision-making process.

It causes them to feel as if their ideas and opinions matter to the body of the organization. “When an organization needs to make changes, the participative leadership style” (Johnson) is the right leadership that can help employees accept these changes easily.

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The Autocratic leadership style is a style which allows the managers to make the decisions alone without other’s inputs. The managers possess total authority and impose their will on their employees. The autocratic leader’s decisions is final and no one can or should challenge him or her.

An example of the country which has the autocratic leadership style is North Korea. This is a leadership style that “benefits the employees who require close and familiar supervision.

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Laissez-faire leadership is a type of leadership style that produces no leadership and/or supervision efforts from managers. This can lead to poor production, lack of control among the organization and an increase amount of costs.

This type of leader lacks direct supervision of employees and fails to give regular feedback to the employees which are under his or her supervision. The experienced and trained employees that requires little supervision fall under the laissez-faire leadership style category.

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Q3. Suggest the types of leadership styles

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Q3. Suggest the types of leadership styles

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Cooperation is the “act of working with others and acting together to accomplish” (Brounstein) thework. Being in a team means that cooperation is very natural in the team. Team players should be able to cooperate with one another and compromise when they reach an argument.

Good team players also must figure out ways to work together to solve problems and get work done quickly. They will “assist anyone who needs the help” (Brounstein) and “willingly offer their hand or take the initiative to help” (Brounstein) out with his or her part of work.

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Good team players are happy to receive their overall score for their teamwork knowing they did the best they could. They wouldn’t blame anyone for the mistake they did in receiving their score.

They will come to meetings and discussions with the commitment and intention of giving more effort in the doing the next group work. Being “committed to the team means that players must give it their all” (Garfinkle, 2012) in doing their work and giving an extra more effort to the next project.

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Being able to adapt to “changing situations one after another and often drive positive change themselves” (Garfinkle, 2012) are the traits of good team players. They don’t complain about it too often but they are “flexible and good in finding back their own feet in whatever situation thrown to their path” (Garfinkle, 2012), be it harsh or simple.

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Those who are actively participating in the discussions during meetings are the ones who are good team players. “They come prepared for team meetings to participate, listen and speak up in discussions” (Garfinkle, 2012) as well as suggesting ideas, answers and solutions to the answers.

They are fully committed to work in the team. They would be the ones who will take the initiative to help make things happen and will volunteer to work on parts of the work. They do not sit quietly on the sidelines, watching the rest of the team work.

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Q2. List the traits of good team players.

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Q2. List the traits of good team players.

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Good team players might get the work done but is “too shy to speak up. They will have to communicate their ideas honestly and clearly and respect the views and opinions of others on the team” (Garfinkle, 2012) so their voices can be reached across other team members.

These team members should not be shy and must make their point in the best way possible, which is in a “positive, confident and respectful manner.” (Brounstein)

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Being constantly reliable is what makes a good team player. We can rely on them to get the task completed, “meet deadlines, provide good work and keep their word. They develop positive work relationships with team members and will keep the team on track.” (Garfinkle, 2012)

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Last difference is the conflict. “More conflict can happen in virtual teams compared to face-to-face teams. This is due to the diverse nature of the teams.” (Gera, 2013, p. 3).

These conflicts will tend to escalate fast if left alone. Virtual team members will take it personally if anyone disagreed with them through emails because they lack information about the other person.

Whereas compared to face-to-face teams, members can resolve their conflicts by confronting one another and assess the situation. Thus, face-to-face teams are better at resolving conflicts than to virtual teams.

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The third difference is trust between each members in each team. In this part, face-to-face teams “plays a larger role in facilitating the development of trust and collaborative behaviors than virtual teams.” (Gera, 2013, p. 3) This is because virtual team normally communicated through social media, so they do not trust each other more compared to face-to-face teams.

Without trust, tension, suspicions can arise among the team which lead to conflicts and eventually, the disbanding of the team. Face-to-face team members have always met one another and had countless of meetings over time to work on projects and tasks and so members in these teams can trust one another to handle a part of the task given.

In contrast to that, since the virtual team used social media to communicate among themselves, they wouldn’t know if they could trust one another because they don’t know each other and have never really meet up. Therefore the face-to-face teams is much better at trusting one another than the virtual teams.

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Second is the performance of each team. Virtual teams tend to have an overall performance that are much better compared to the face-to-face teams because these virtual teams achieved “higher task performance in rich media than the face-to-face teams communicating through the less rich media.” (Gera, 2013, p. 2).

This means that virtual teams perform their best in media, electronic communication or anything technology related. However, since face-to-face teams have met up most of the time and communicate orally, they do not use the technology 24/7 or most of their lives. Thus, virtual team is better at the performance area.

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First and foremost, the difference is the working styles of the two teams. Because “face-to-face team can score higher on self-actualizing style, they can provide more creative and innovative solution” (Gera, 2013, p. 2) while doing their work together. Besides that, they also “scored higher on humanistic encouraging style” (Gera, 2013, p. 2).

For example, they can have a good affiliative style because while they are doing their work together, they are being committed to one another and will do their best accomplish their task. “On the other hand, virtual team are more prone to defensive, passive or aggressive that will lead to inferior decisions.” (Gera, 2013, p. 2).

A face-to-face team can score higher in interaction marks than virtual teams using video conferences. Therefore, face-to-face teams are better than virtual teams in the working styles.

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Mok Jie Xing

0323350

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Nur Aneesa Shahila Bt Ali Shukree

0323326

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Vanessa Chee Zhiao Shan

0324182

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Q1. Contrast Virtual and Face-to-Face Teams

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Q1. Contrast Virtual and Face-to-Face Teams

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Virtual Team: these are teams whose members interact and communicate through electronic communications such as mobile phones, video conferencing, emails and etc. These members may be within the same building or across the continents with different time zones. Our team has communicated via Facebook, WhatsApp and Email and WeChat on numerous occasions for meetings, projects and discussions.

Face-to Face Team: these are teams that hold physical meetings, do their work together and have more of a face-to-face interaction and discussion where they can voice out their objections or disagreements out loud.

The differences about virtual teams and face-to-face teams are the working styles, performance, trust and conflict.

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HRM30105

People & Organisation