NAHZATUL SHIMA BINTI ABU SAHID

NAMAF5A

2022519651

Question 1

Team effectiveness is the capacity of a group of people, usually with complementary

skills, to work together to achieve a goal set by the ruling party, troop expert or troop
leader. Highly effective teams can motivate each other and work together to solve
problems, which leads to bigger decisions. The team effectiveness model helps us
understand the best management techniques to get optimum performance from our
troops. There are several important factors for achieving maximum group
effectiveness. Smart leaders and project managers must be aware of the unique
dynamics and relationships within their teams and create space for consistently
improving team performance. Google, a company known for its innovative model of
team effectiveness, spent years analyzing what makes some teams better than others.
Understanding these troop effectiveness models will help you figure out which troop
model will optimize your squad by explaining what is working and what needs to be
fixed.

Hackman (2002) states that one squad is most likely becomes effective when the
following conditions are present. According to Hackman (2002), the effectiveness of
the troops is measured by providing products or customer solemn hope, a growing
army ability from time to time, and meet the needs of team members.

Hackman (2002) goes on to describe five the necessary conditions for the
effectiveness. Hackman suggests evaluating team effectiveness on three criteria:
output, collaborative ability, and individual member development. We find that these
criteria are commonly used and recommend that leaders use them to calibrate their
teams from time to time.
To be successful, the team must have all the talent, knowledge, organizational
influence, experience and technical know-how needed to complete the task. An
effective team consists of people who will collectively bring all competencies forward.
Any weak or missing competence undermines the team's goals. In this case, teams
must strengthen weaknesses or recruit missing competencies - something successful
teams learn as they move forward.

First team essentials is Clear shared goals – with performance metrics: Have you ever
been part of a project team or group that didn't have a clear idea or goal? If anything,
you might understand why groups like this rarely succeed. It is nearly impossible to
succeed when team members cannot articulate clear and shared goals. Team goals
are usually handed down to higher management, who envision a problem or
opportunity and want the team to address it. Ideally, management identifies the goal
but leaves the means to the team. However, team members must share an
understanding of the goals. Otherwise, they will go in different directions, wasting
energy and resources. Conflicts and misunderstandings are guaranteed. Once they
reach a shared understanding of the goals, team members who are aligned with
management, must define them in terms of performance metrics.

Secondly is Commitment to common goals: A shared understanding of purpose is

important, but truly effective teams go further. Their members are committed to the
goal. There have difference between understanding and commitment. Understanding
ensures that people know the direction they need to work; commitment is a deep
quality that drives them to do the work and keep working when the going gets tough.
People should see their team's goals as very important and worth working for.
Commitment is also enhanced through rewards. If people understand that promotions,
bonuses or raises are linked to their success in achieving team goals, their
commitment will increase. If they understand that the boss will get the credit or most
of the money, their commitment will be lost.

Beside that is Practice for continuous improvement. Of the many improvement

techniques out there, believe the lean technique, In-Industry Training, is one of the
most effective. TWI provides supervisors with a critical methodology. This approach
involves a teacher-student relationship that allows for rapid and consistent team
training to recommend process improvements.
Finally is Alignment: Alignment is the last item on list of requirements for team
effectiveness. Alignment refers to the alignment of plans, efforts, and rewards with the
highest goals of the organization. In an aligned organization, everyone understands
both the company's goals and the goals of its operating units. In an aligned
organization, people work in the right direction – and the reward system encourages
them to do so. Alignment keeps everyone moving in the same direction - the right
direction.
Question 2

Organizational conflict, or workplace conflict, may be a state of disagreement caused

by real or perceived conflicting needs, values and interests between people working
together. Conflict occurs in many forms in organizations. there's an inevitable clash
between official authorities and power and affected individuals and groups. There are
disputes about how income should be divided, how work should be done, and the way
long and the way long people should work. There are jurisdictional disputes between
individuals, departments, and between unions and management. There are more
subtle varieties of conflict involving competition, jealousy, personality clashes, role
definitions, and struggles for power and support. there's also conflict within the
individual - between competing needs and demands - during which individuals
respond in several ways.

Conflict is when two people or groups disagree, and disagreements cause friction.
One party has to feel that the opposite party's views will have a negative impact on
the ultimate decision. for instance, Amin might adore junk campaigns because he's
done some with great results. Nurul probably feels television is that the thanks to go
because nobody reads their letters anymore—they just get thrown away! Each of them
may feel that the opposite approach could be a waste of promoting budget and
therefore the company won't get pleasure from it. Amin will jump in and stop Nurul
from trying to pursue her goal of a television commercial, and Nurul will do the identical
for Amin. Several factors are known to facilitate organizational conflict in certain
circumstances.

Two causes of conflict in an organization are differentiation and communication

problems. Differentiation is the difference between people and work units regarding
their training, values, beliefs and experiences. This example is shown in two
employees in a work team. Although they agree on goals, they have different opinions
on how to achieve them. The reason itself can lead to conflict. Communication
problems occur because of a lack of opportunity, ability or motivation to communicate
effectively. An example of how conflict will result from communication problems is
through a lack of communication between two parties. Due to lack of communication,
both parties rely on stereotypes to understand the other. This can easily lead to conflict
due to many untrue stereotypes for each individual/team.
In summarizing the literature, Robert Miles points out some specific examples. These
are as follows. Firstly, is Task interdependence. the primary antecedent are often
found in task interdependence. in essence, the greater the degree of task
interdependence among individuals or groups (that is, the more they have to
cooperate or work together to attain a goal), the greater the likelihood of conflict is that
if there are different expectations or goals between entities, partly because
interdependence makes conflict avoidance possible. tougher. this happens partially
because high task interdependence increases the intensity of relationships. Therefore,
atiny low dispute can quickly explode into a giant problem. Secondly is Lack of
Common Performance Standards. Differences in performance reward systems and
provide more potential for organizational conflict. this can be often because of a
scarcity of common performance standards among different groups within the identical
organization. as an example, production personnel are often rewarded for his or her
efficiency, and this efficiency is facilitated by the long-term production of several
products. Sales departments, on the opposite hand, are rewarded for his or her short-
term response to plug changes—often at the expense of long-term production
efficiency. In such situations, conflicts arise as each unit tries to satisfy its own
performance criteria.

Beside that's Communication problem. Suffice it to mention that various

communication problems or ambiguities within the communication process can
facilitate conflict. When someone misunderstands a message or when information is
withheld, that person often reacts with frustration and anger Last is Individual
differences.

Finally, various individual differences, like personal abilities, traits, and skills, can affect
the character of interpersonal relationships. Individual dominance, aggressiveness,
authoritarianism, and tolerance of ambiguity all appear to influence how individuals
pander to potential conflicts. Indeed, those characteristics can determine whether a
conflict is made or not.
Question 3

Organizational socialization is the process by which people learn about, adapt to, and
change the knowledge, skills, attitudes, expectations, and behaviors required for new
or changing organizational roles. Thus, organizational socialization focuses on
organizational membership, which includes how people move from outsiders to
insiders and how people move between organizational roles within and across
organizations over time. To date, research has focused on how occupational
organizations encourage new entrants to align with existing role expectations through
tactics that promote assimilation. However, organizational socialization is a dynamic
process that influences each other. Individuals can also influence and shape
organizations to align with their desires, through personalization tactics. Thus,
organizational socialization describes the process by which an individual takes on a
new role or changes in a way that meets the needs of the organization and the
individual.

The process of organizational socialization affects new participants in various

dimensions. Followers, four dimensions are the most important is Performance skills.
This Provide necessary information to newcomers and knowledge of how to do work
is considered an essential element of organizational socialization. Researchers have
focused on the effect of socialization on task mastery. Although, task performance can
be influenced by other factors as well, such as education, many studies show how to
work performance is directly influenced by socialization

Secondly are people. Organizational socialization process plays an important role in

creation the relationship between new entrants and more experienced workers, these
relationships are strongly influenced by several characteristics, such as hobbies
employees have and other activities they do outside of their workplace. It is important
for newcomers to establish relationships with relevant one’s experienced workers; in
this way, they can get information related to their role and responsibilities that directly
affect their performance.

Thirdly is Language: Socialization allows newcomers to induce information about

specific things technical terms associated with the profession additionally as other
terms used a day by members of a corporation, like slang. it's important for newcomers
understand the language employed in the organization, during this way, they will
communicate and get the data needed for task mastery easily.

Finally is Organizational goals and values. The socialization process emphasizes

teaching goals and values of newcomer organizations. during this way, the
organization ensures safe passage of core principles and beliefs to the following
generation of workers. This serves to constantly maintain and foster the integrity of the
organization within the future provision. During this process, newcomers learn written
policies also as unwritten policies one.