Managing teams and groups within organizations
In this perspective, the behavior for each member is assessed. As for a group, it is devoid of oneness. The group is not self-managed, and this exposes the organization to internal threats such as conflict which in turn may jeopardize an organization’s decision-making process. That said, systems management is all about strategic thinking. The top managers, for instance, should propose frameworks facilitating accurate decision-making. It is common in a centralized leadership style. It fails to discuss adequately alternative courses of action (Manz, 1995). In a healthcare organization, for example, the surgical department can recommend the purchase of ultramodern surgical equipment to obtain improved patient outcomes. The finance department can ignore that request by failing to budget for the machine. In two years, the hospital registers increased mortality cases because of a failed coordination between members of the financial department and that of the surgical department.
Establishing an Effective Communication and Interactive Forum In an organization, active engagement and involvement are mandatory. A workable communication platform provides a large margin for the group members to embrace positive change through persuasion. For some organizations, things can be working out perfectly well, but still, there is a feeling for a change. As Manz is putting it, group members’ self-censorship constitutes a feature of groupthink (1995). A new company which fails to analyze the behavior and decisions of each member critically can enjoy success at the moment, but this can be a looming disaster. If members fail to acknowledge the roles played by other group members, a possibility for conflict becomes inevitable. It should be noted that self-managed teams are cohesive (Manz, 1995).
Here, the members fail to adhere to the common goal as required by the organization. Today, many organizations such as International Business Machines have become successful because of the smooth transition of work from one department to another. Under the leadership of Martin Jetter and Mark Foster, IBM boasts of Global Technology Services as well as Global Business Services, and notably, both divisions have been useful. In that regard, the decision-making process was one-sided, falling short of group consensus. The new CEO also reached out to his employees with the principal purpose of salvaging the troubles as a unit. “One current viewpoint suggests that many psychological problems stem from dysfunctional thinking. ” (Manz, 1995). In this case, the members through the existing communication platform should appreciate the input of others.
Here, the beliefs of the dominant group are screened and in turn challenged through an open forum (Manz, 1995). As for the inner leads, it focuses on bolstering the mental capacity of the team members. It is all about managing personal beliefs. The team manager can identify the weakness of each member, and with time, the gap is converted to strength (Glinow, 2004). Through constructive criticism, psychological ego will be obtained. Multicultural leadership: The costs of its absence in organizational conflict management. International Journal of Conflict Management, 19(1), 4-19. Connerley, M. L. , & Pedersen, P. Can we talk, and should we? Managing emotional conflict in multicultural teams. Academy of Management review, 29(4), 578-592. Halverson, C. B. , & Tirmizi, S. Palmisano, S. J. The globally integrated enterprise. Foreign affairs, 127-136.
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