ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 12: Organizational Behavior

Submission date 5 May 2020 Date Received 1st submission

Re-submission Date Date Received 2nd submission

Nguyen Ngoc Uyen

Student Name Student ID GBD18320
Nhi

Class GBD0703B Assessor’s name Alelie C. Zaragoza

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I certify that the assignment submission is entirely my own work and I fully understand the consequences of
plagiarism. I understand that making a false declaration is a form of malpractice.

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P3 P4 M3 M4 D2
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 ASSIGNMENT BRIEF 2
Qualification BTEC Level 5 HND Diploma in Business

Unit number Unit 12: Organizational Behavior

Assignment title Team dynamics and Organizational Behaviors

Academic Year 2018 – 2019

Unit Tutor

Issue date 21 April 2020 Submission date 5 May 2020

IV name and date

Submission Format:

Format: A simulated in-class activity, in groups of 3 – 5 students that demonstrates effective teamwork
and co-ordination, followed by an individual self-reflection of the various skills and theories
applied. You must use font Calibri size 12, set number of the pages and use multiple line
spacing at 1.3. Margins must be: left: 1.25 cm; right: 1 cm; top: 1 cm and bottom: 1 cm. The
reference follows Harvard referencing system. The recommended word limit is 2.000-2.500
words. You will not be penalized for exceeding the total word limit. The cover page of the
report has to be the Assignment front sheet 2.

Submission Students are compulsory to submit the assignment in due date and in a way requested by
the Tutors. The form of submission will be a soft copy posted on
http://cms.greenwich.edu.vn/

Note: The Assignment must be your own work, and not copied by or from another student or from
books etc. If you use ideas, quotes or data (such as diagrams) from books, journals or other
sources, you must reference your sources, using the Harvard style. Make sure that you know
how to reference properly, and that understand the guidelines on plagiarism. If you do not,
you will definitely get fail .
Unit Learning Outcomes:

LO3 Demonstrate an understanding of how to cooperate effectively with others.

LO4 Apply concepts and philosophies of organizational behavior to a given business situation.

Assignment Brief and Guidance:

In the second assignment, you will have the opportunity to demonstrate your ability to work with others,
based upon the understanding of group and group dynamics.

In small groups (3 – 5 members per group) you are required to participate in an in-class activity to test
group and teamwork theories (for example, Belbin, Tuckman and hard or soft skills) and their
effectiveness. The reflective report identifies the challenges and obstacles encountered during the activity,
and it contextualized to a specific work environment. During this process, you also are required to analyze
various factors and skills that assist or hinder effective teamwork. You also have to consider appropriate
philosophy regarding team performances and the impact on behaviors.

After the in-class activity you will individually reflect on the various concepts and theories in a reflective
statement of your team performance, analyzing team dynamics, team members’ roles and behavior as
well as contribution. The specific activities in the class are upon the decision of lecturers for each class.

Structure of the assignment:

(1) An introduction of your team activities.
(2) Critically analyze facilitators and obstacles that your group faced to during the group work, and
how your team leaders and members managed them.
(3) Critically analyze your team experience with theories and concepts of team dynamics and
organizational behaviors.
(4) Widening your knowledge by critically analyzing and evaluating the relevance of team
development theories in context of organizational behavior concepts and philosophies that
influence behavior in the work place. Accordingly, you are advised to choose a company to discuss
the effectiveness of teamwork and/or the role of the leader on its performance
Grading criteria

LO3 Demonstrate an understanding of how to cooperate effectively

with others

P3 Explain what makes an effective M3 Analyze relevant team and LO3&LO4

team as opposed to an ineffective group development theories to D2 Critically analyze and
team support the development of evaluate the relevance of team
dynamic cooperation. development theories in
LO4 Apply concepts and philosophies of organizational behavior to a context of organizational
given business situation behavior concepts and
M4 Explore and evaluate how philosophies that influence
P4 Apply concepts and philosophies of
concepts and philosophies of behavior in the work place.
organizational behavior within an
OB inform and influence
organizational context and a given
behavior in both a positive and
business situation.
negative way.
 Team dynamics and
Organizational Behaviors

Organizational Behaviors
Nguyen Ngoc Uyen Nhi

GBD18320 | WORD COUNT:

 Table of Contents
I. Introduction: .............................................................................................................................................1

I. Methodology: ............................................................................................................................................1

II. Analysis: ....................................................................................................................................................1

1. Demonstrating an understanding of how to cooperate effectively with others: .................................. 1

1.1 An introduction of team activities: ................................................................................................1
1.2 Applying team theories of an effective team or ineffective team to analyze success factors and
obstacles that the group faced to during the team activities, and how the team leaders and members
managed them: ..........................................................................................................................................2

2. Applying concepts and philosophies of organizational behavior within the chosen organizational
context: .............................................................................................................................................................. 5

III. Conclusion: ............................................................................................................................................8

Bibliography ......................................................................................................................................................9

Table of Firgures

Figure 1: Tuckman's team development model ................................................................................................2

Figure 2: GRPI model .........................................................................................................................................5
Figure 3: Compare between GRPI model and Google model ............................................................................6
I. Introduction:
Organizational actions can be broken down into three key categories of the company's people, groups
and processes. Each level is crucial to the business because it enables the organization to have greater
influence over other sectors. In addition, they also assist one another in achieving the best benefits for
the client. This team was formed to experience the facts with the studies of different theories for
further understanding of the second stage. Evidence will be provided in this report for supporting the
theories being applied, followed by logical conclusion.

II. Methodology:
In order to provide a clearer understanding of how activities take place within a team, an experiment
was performed under a group of five members to provide observations and data to support this study.
In fact, theories are recognized under the reality that the participants were taken in. In the end,
personal observations may be used to perform a survey.

III. Analysis:
1. Demonstrating an understanding of how to cooperate effectively with others:
1.1 An introduction of team activities:
A team of five members, named 525_NGHIEP2, and the theme was chosen to join the PUBG mobile
game that is very popular around the world. With this topic, the team members are required to take
part in a game in the game, within about 20 minutes, and four people try to rank top 1, the other one
will observe the group's entire activity to fight. price. The work that we started to do before
participating in the game is discussion. Our team discussed where the parachute would drop and who
would be the captain. The group of five decided to jump into Bootcamp, because there were so many
tools we needed and chose Nguyen as the captain, because she was the best at it. After that, as
planned, we went to Bootcamp, followed a group of four people to help each other get the necessary
tools, because this place was filled with enemies. Next, the team worked together, guarding each corner
of the house to kill the enemies to get to the center of the battle. When approaching the center, two
members of the group had to sacrifice to stay outside the area to watch the enemy, helping the other
two members to run into the mind. At the final destination, we snip to kill them one by one. And finally,
thanks to the rhythmic coordination, we were ranked top 1. In addition, the activities that happened
were carefully scheduled to fit the time that each member could spend on the project. Not only that,
the team members know how to respect each other for the end result and there is no conflict. Back to

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the activities, all of the individual skills as well as rhythmic coordination have been incorporated into this
process. Finally, after completing the match in the game, the gaming process was recorded and
presented to the teacher and class immediately for about 20 minutes.
1.2 Applying team theories of an effective team or ineffective team to analyze success factors and
obstacles that the group faced to during the team activities, and how the team leaders and members
managed them:
Following the process of working together as a group, the way in which the team manages to maintain
efficiency is quite similar to some teamwork model theories. The model from Tuckman’s team
development Model fits perfectly with the team and the members too. The research under the
Tuckman’s model structure will be represented through the graph below.

Figure 1: Tuckman's team development model

In 1965, Bruce Tuckman presented his model of team and community growth. This pattern has laid the
groundwork for many future strategies. This supports the worldwide executives, company owners,
leaders and team members. He outlined 4 stages, necessary for teams to develop and grow: Forming,
Storming, Norming and Performing. (Kukhnavets, 2018)

The first stage, Forming is the stage about how the members get to know each other. Here, everyone
will understand the strengths and weaknesses of each group member as well as their purpose when
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joining this group. Moreover, the members will understand what each of them will play in the project
(Kukhnavets, 2018). However, for our group, since all five members are in the same class, everyone is
familiar with each other. But about the ability to in the game of each person, no one knows. So before
participating in the official match, we played before a match to confirm the ability of each person to
take on any role in the game. Because this is a virtual match, so all members have a common goal of
being ranked top 1. This shows that it will be very easy for the members to work together if all five are
directed. about a common goal. Moreover, because it was an early stage to seek teamwork, there were
no conflicts among the team members. Therefore, each one is helpful in this project.

The second stage is Storming, where people start feeling happier and more comfortable with their tasks.
Members will push boundaries and there'll be conflicts. Excitement and indignation will happen and
have a negative effect on team results (Kukhnavets, 2018). It must be affirmed that the game that our
team proposed for the project is too familiar to each member, so each member of the group will still
have its own ego. Shortly after phase one, we had a small conflict between the team leader and all four
team members. The leader made a decision that all four members disagreed with. She jumped into a
safe area on the map to avoid enemy encounters right at the start of the game. This decision is very
safe. But really, there were no tools necessary for the group. This results in a loss of time to acquire the
necessary items as well as improve the chances of being killed early in the game. Our group, because of
an inconsistent decision, had to rank in the top 34. After that, a group of five people opened a discussion
to resolve individual conflicts. As a group, there must be agreement on opinion and force us to follow
the majority. This helps us maintain the group as well as to make better decisions and directions for the
group to move forward.

The process of Norming is the stage where the strategy works together. All team members decide on
the strategy, the schedule and who will be contributing to the strategy. They start to see more clearly on
the strengths and weaknesses of other members (Kukhnavets, 2018). At this stage, after resolving the
issues and clarifying the contradictions, the team worked very well together, resulting in a better
outcome. All have been agreed on the sequence in the game as well as the location and the role of each
individual. Therefore, the strengths and weaknesses of each individual were observed more clearly. And
there will be ideas from each member for the group to overcome the weaknesses and improve them in
the future. However, conflicts can still occur because of unexpected incidents occurring within the
game. But in general, the team is starting to work effectively.

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The group's performing successfully in the final point, Performing. The team was cohesive, and
consistent about the goals. Everyone is evolving and following team workflows. They are inspired and
they get the work don (Kukhnavets, 2018). For our group, things gradually progressed on the positive
side. The proof is that we can rank top 1 easily. All members of the group have become more receptive
to the strategy of fighting, as well as taking a good role and supporting their teammates at the right
time. Therefore, all this gives the team a practical motivation to complete the game.

In addition to the four main stages listed above, a fifth step, Mourning, was added by Bruce Tuckman in
1977 with Mary Ann Jensen. It's about having goals wrapped up and party farewell. It can sometimes be
intense, like a true mourning. It is time for a good leader to help by working with team members to plan
their future and what's next (Kukhnavets, 2018). Currently, the five of us have no intention of doing this
stage because the group is still having fun supporting each other to win the game. Moreover, each
member joined the group in addition to the purpose of ranking the top 1, they can also practice fighting
skills, improve teamwork in the game and know more about teamwork.

However, some minor obstacles still occur because there are some discussions taking place without the
participation of some members due to the time issue. Moreover, because the game was created with a
limit of only four players, one was forced to stay outside to watch the match. Talking about the
members, Ha Nguyen is the leader and the person who sets out the plans for the group. Huy and Nhi,
they are the ones who organize and rearrange the plan logically for the whole group. Quynh is in charge
of collecting the most necessary items for the group, as she is very good at finding items. Finally, Khai,
he is the only member outside to observe the match. Although it may seem simple but without him, the
project may collapse. Because Khai is an outsider, he can assess the match in the most objective way
and give the most practical suggestions for the group. In general, each member plays an important role
in the group supporting each other, thanks to the respect that each individual has for the members, the
project ended successfully.

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2. Applying concepts and philosophies of organizational behavior within the chosen
organizational context:

A company of international stature and also a very familiar name that is Google. This is a company
known for a huge business culture. Google has succeeded in building a culture through building an
effective team framework. Moreover, leadership from managers is also an important contribution to the
effective team. Therefore, Google has researched and applied the concepts and philosophies of effective
team building (Van, 2016). Not only theory, Google also tasked a team to find the secret to creating a
more effective team. And Google has drawn out five main characteristics of teamwork and individuality
to contribute to the company's success, namely safety psychology, reliability, structure and clarity,
meaning and and ultimately impact (Burnison, 2019). Although the aforementioned factors may not be
directly applicable from Rubin, Plovnick and Fry's GRPI Group Effect Model, it will respond at some
point.

Figure 2: GRPI model

The model used by Google and the GRPI Team Effectiveness Model will be compared and contrasted by
the table below to provide an overview of the comparison between them, and also to demonstrate the
relation. Not only that, it also gives a more comprehensive view of each model and its features, thereby
adding the effectiveness of teamwork.
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 GRPI model (Czernik, 2016) Google model (Merrington, 2018)
• Goals: • Psychological safety:
Clarity of objective, target and priorities. Psychological safety is about risk-taking and being
Full understanding by all team members. comfortable with vulnerability. It means feeling
All members committed to set standards and same confident about admitting mistakes, asking
expectations questions, or offering new ideas.
Precise deadlines.
Goals that fit in with atmosphere and environment.
• Roles: • Dependability:
Clear roles and responsibilities On dependable teams, members reliably complete
Individual responsibilities match team goals quality work on time. They don’t avoid their
All members aware of every other members responsibilities and they take them seriously,
individual responsibilities helping to keep the team on track.
Understanding of boundaries
• Procedures: • Structure and Clarity:
Procedures working correctly A team has clear roles, goals and plans. Individuals
Clear levels of authority and coordination of understand what’s expected of them, what they
workload and their team is aiming for and how they are all
going to get there.
• Interactions: • Meaning:
Healthy climate of well-respected colleagues For individuals on a team, finding a sense of
Trust and flexibility purpose in their work or its output is vitally
Culture of frequent feedback important for team effectiveness.
• Impact:
The findings of your job are crucial to the
teams, the subjective assessment that your job is
changing.
Figure 3: Compare between GRPI model and Google model

In the GRPI Model, the relationships between individuals in a group are very close to psychological
security, as it is all about one person's dedication to being able to complete tasks in a group together.
This has parallels with Google's Dependence and Structure, and consistency of functions from the GRPI
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System. Both define responsibilities and duties, and also illustrate the obligation that each person in a
community must receive. Not only that, the GRPI model's Target dimension shows research close to that
in Google's Definition. This is how the party decides to go to the destination or route they will take to
effectively get the end result. Processes are implemented with the GRPI Model as the way everything is
done and further determines how things are going to work for the team. Meanwhile, Google have the
impact with the Google Model that the contribution of an person will make a difference for the
community.

However, success cannot be achieved without the dedication from the leader. According to the statistics
of the attributes of a good leader of Adam Enfroy shows that the most important qualities of a good
leader include integrity, responsibility, empathy, humility, resilience, vision, photo. enjoy and be positive
(ENFROY, 2020). Although in theory, they provide a lot of evidence with explanations for the required
attributes of a leader but Google helps managers to concentrate their attention on return on investment
in areas of development. Maximum by raising their list to 8 attributes and putting skills down to the top
(Murray, 2011):

- Be a successful coach.

- Activate your team and do not handle the microphone.

- Demonstrate the involvement and achievement of your team staff.

- Effectiveness and achievement orientation

- Listen to your team, be a great communicator.

- Helping employees with career development.

- Make the squad clear about their vision and approach.

- Recommend a squad with technical capabilities.

Furthermore, Google took the importance of technical awareness against its own cultural prejudice, and
pursued the information by putting this feature among the least eight. The features then are basic. They
do not require major changes in character, so progress can be made. Lastly, Google took the time and
energy to develop the most significant management characteristics for its society. The new executive
seller may have borrowed a list of skills but they did not. You overcome this challenge by optimizing
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your search results by analyzing your own knowledge and drawing your own conclusions (Murray,
2011).

IV. Conclusion:

In short, several factors within it affect an effective team. This involves inspiring, creating motivation
from good leaders as well as generating constructive contributions from team members. The
combination of these two items will produce good benefits for the team. Google is a perfect example of
this but in other situations successful team strategies can also be used to improve team efficiency.

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Bibliography
Burnison. (2019). Science of Success. Burnison.

Czernik, A. B. (2016, 8 25). accipio. Retrieved 5 3, 2020, from www.accipio.com:

https://www.accipio.com/eleadership/mod/wiki/view.php?id=1928 [Accessed 3 May2020]

ENFROY, A. (2020, 4 19). adamenfroy. Retrieved 5 4, 2020, from www.adamenfroy.com:

https://www.adamenfroy.com/leadership-qualities#Communication [Accessed 4 May2020]

Kukhnavets, P. (2018, 7 11). hygger. Retrieved 5 2, 2020, from hygger.io: https://hygger.io/blog/team-effectiveness-

model-will-make-team-perform-better/ [Accessed 2 May2020]

Merrington, N. (2018, 9). thinkwithgoogle. Retrieved 5 3, 2020, from www.thinkwithgoogle.com:

https://www.thinkwithgoogle.com/intl/en-gb/marketing-resources/content-marketing/five-dynamics-
effective-team/ [Accessed 3 May2020]

Murray, S. P. (2011, 3 11). realtimeperformance. Retrieved 5 4, 2020, from www.realtimeperformance.com:

https://www.realtimeperformance.com/the-8-most-important-qualities-of-leadership-at-google/ [Accessed
4 May2020]

Van, D. (2016, 3 1). cafebiz. Retrieved 5 3, 2020, from cafebiz.vn: https://cafebiz.vn/nghe-nghiep/teamwork-kieu-

google-van-de-khong-phai-ai-o-trong-nhom-ma-la-cach-cac-thanh-vien-tuong-tac-voi-nhau-
20160229152145722.chn [Accessed 2 May2020]