Organizational Workgroups and Teams Management Essay (Essay Sample)
As happens on occasion, there were some factors that had an effect on company profits, but the Chief Executive Officer (CEO), Jared Smith, was in a position to focus on several internal strategic areas, including structure, work design, motivation, conflict, and company culture as a whole. To stay profitable, the company had to eliminate several management positions in an effort to flatten the organizational chart. Many of the responsibilities fell to the employees, and many people resisted the change.
As the economy recovers, CMA continues to rebuild. Since 2012, the company has been divided into a functional structure that includes four departments: Research and development (R&D), marketing, production, and finance. Each department is headed by a vice president who has responsibility over each of the functional areas. The company currently sells components to computer manufacturers. As technology continues to advance, the CMA R&D department and its vice president, Kevin Adams, are feeling pressure to keep up with the competition. However, because of the differentiation and separation between the departments, the CEO is concerned that communication is hampered.
You as the OB consultant had a training and development session about teams with the managers that went very well, so well that the participants expressed a desire to have some of the information that you discussed to be available in writing so they can reference it, as needed. One person wrote the following in the post-session questionnaire: The information I got during this training was very good. I'd like to have something I can read about the different types of workgroups and teams you talked about during the training session. Also, could you give us something that compares and contrasts the various types of teams? Jared, the CEO also wants your recommendation on which types of groups and teams you think would work most effectively at CMA.
Organizational Workgroups and Teams
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Organizational Workgroups and Teams
The previous two decades have seen a remarkable face of transformation in terms of organizational structures globally. Despite the technological, strategic, and economic imperatives motivating this revolution, one of its most captivating elements is the progressing shift jobs that are organized individually to structures which are based on teams. The increasing global innovation, consolidation, and competition pose pressures which are capable of impelling the rise of teams as the basis foundations for organizations. These kind of pressures cause a persistent need for experience, expertise, and diversity in skills which are proponents of teams. This retrospective paper seeks to assess the various categories of teams and workgroups, compare different types of teams, and recommend the best teams and groups applicable at CMA.
Categories of Teams and Workgroups
From the perspective of an organization, there are usually two basic forms of groups. They include the informal and formal groups.
A group is termed as formal when its main purpose of formation is the accomplishment of organizational task or objective. It is usually modified for some set resolution by a formal authority (Sinha, 2019). It is possible for a formal group to be a functional or command group which indicates some relative permanency and encompasses subordinates and their managers who frequently meet to deliberate on specific and general ideas of improving services and products. A formal group is designed to function under one supervisor.
Opposed to formal groups which are generated by the organization, informal groups are created by group members by their own. They naturally materialize, in reaction to the collective organizational members’ interests. They are created instinctively, deprived of any formal description, and with similar likes e.g. social interaction, assistance at work, and self-defense (Sinha, 2019). Informal work groups are founded on reasoning and support that is socio-psychological, relies on interaction of members, social contacts, dislikes, personal likings, and communication in and outside the emblems of the organization.
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