OB ASM 2 - Group 27

Table of Contents
PART I: SYNDICATE EFFORT 2
I. INTRODUCTION 2
Role 2
Norm 7
Status 8
Size 11
Cohesiveness 11
II. DEVELOPMENT OF TEAM COOPERATION 12
Punctuated-Equilibrium theory 12
Communication in team 14
III. REFLECTION AND EVALUATION TEAM 16
Individual differences 16
Motivation: 18
Empowerment 19
Leadership theories 20
IV. FACTORS THAT MAKE THE TEAM EFFECTIVE OR
INEFFECTIVE 21
Factors supporting effectiveness 21
Factors hindering effectiveness 22
Overall performance 23
V. RELATIONSHIP BETWEEN THE EFFECTIVENESS OF
TEAMWORK AND GOAL ACHIEVEMENT 24
Internal 24
External 25
VI. CONTRIBUTION OF EACH MEMBER 25
VII. CONCLUSION 27
VIII. REFERENCES 27
 PART I: SYNDICATE EFFORT

I. INTRODUCTION

Group 27 consists of 8 members from I15 and I16, so there will be differences in ages
but no problem in this regard. This group is considered a formal group when teachers
are assigned and established to work together on final group assignments and several
exercises that are assigned by the teacher in the in-class lessons, beginning from
session 6 to session 11, in order to improve interactions among members. It is a task
group where everyone coming to the same OB class but from many different
enrollments, ages, randomly gathers to solve the above task. After completing this
large exercise, this group will complete the mission and disband.

We are a team because everyone's skills complement each other. At the same time, we
work together through two forms, including face-to-face communications and online
discussions via Microsoft Teams to divide and complete work. To make sure that
everyone can do their task well in this type of group, the team leader namely Quyen
Sinh Truong has always tried to keep a close eye on each person's work by reporting
weekly work, and every week that the person assigned to the task will have to post it
publicly so everyone can know the quality and progress of the task.

1. ROLE

According to Meredith Belbin (2010) who is a famous British management researcher

and consultant, he defined a team role as a tendency of behaviors, contributions and
interactions within a team among members in a specific way. In which, he has
categorized behaviors of each individual into nine different roles and grouping them
into three main clusters, which are Thinking/Problem Solving-oriented roles, People-
oriented roles and Action-oriented roles. In the usual perspective, everybody tends to
have definable ways of acting when collaborating with others in a team. Despite the
fact that not in any case people will behave like these archetypes, Belbin's model of
roles is well-catched for the common clusters of behaviors, which are reliable enough
for people’s characteristics to be identified separately.
In the case of our Group 27, the Belbin’s roles model is applied pretty well to make
the team have a straightforward identification for each member's roles, before we
really have a profound understanding about one's strengths and weaknesses to reach
the best performance.

The table below provides an united viewpoint about the roles of each member, after
several discussions and sharings between the whole team. In the process of working,
we have refined so many things, so a person can have more than one role.

Name Role Explanation

Quyen Sinh Resource As a leader, Sinh Truong puts his great effort in
Truong Investigator connecting others when the team completes the
(Leader) teacher’s tasks in the class. He also gathers
Completer/
people’s ideas and opinions through meetings,
Finisher
refining which things are suitable to be expressed,
Coordinator setting deadlines for the whole team to keep the
work on track and then completing the report with
a sense of perfection and a high level of accuracy
for details.
Nguyen Van Coordinator Phuong is a person who works with enthusiasm
Phuong and an open-minded attitude when coordinating
Team
others in the team. She expresses a duty of a
Worker
coordinator in trying to balance the relations, and
Plant also catching the unique possibilities of other
members to motivate people to confidentially
choose the tasks they can do well. Also, as a team
worker, she provides essential external materials
and information which are helpful for the team;
mediate and negotiate with others to minimize
the stresses and conflicts in the team.

Duc Anh Shaper Duc Anh drives the team forward, motivating not
only himself but also other members, and he does
Team
not hesitate to pose challenges at work,
Worker
contributing creative ideas for the report as well
Plant as for problem-solving within the team. He also
has a good vision that leads people to the
outcome of work. Not only that, he regularly
gives honest comments for people’s works.

Cung Viet Team Bach is a team worker who actively participates

Bach Worker in meetings and he usually speaks out loud about
concerns of not only himself but also others to
extinguish anxieties within the team. Also, he
motivates others to work with high productivity.
Nguyen Team As a team worker and also a resource investigator,
Huong Worker Quynh belongs to the people-oriented group in the
Quynh team. She holds the duty of the person who takes
Resource
notes in class, searching for related information
Investigator
and helping others in referencing suitable
knowledge sources for each task. Also, she makes
a great contribution to the progress by closely
following the leader’s allocation.

Tuan Khai Plant Khai takes the advantages of his critical thinking
and creativity to produce the seed and excellent
Specialist
ideas for the team. He knows and deeply
Shaper understands the lectures to explain them to other
people, also raising in others a sense of
criticalness in developing ideas. Along with that,
Khai also is a specialist due to his understanding
about the topics that are assigned in each lecture,
and orienting people to the appropriate strategies.

Dang Nam Implementer Nam Anh was really active and dynamic as an
Anh implementer, he not only completed his task but
Completer
also checked other people’s assignments together
Finisher with the leader, showing that he has a strong
awareness of how work should be done,
supporting those who need assistance and
providing solutions to solve arising problems.
 Nguyen Shaper Huy plays the role of shaper and monitor
Khanh Huy evaluator, expressed in how he generates an
Monitor
inspiration for people to work together, and he
Evaluator also does not mind to suggest changes in
assigning tasks, creating necessary debates to
drive the team, raising in us a sense of
assertiveness, determination and devotion for
working. Also, he gives evaluations about the
team’s productivity to make sure that people work
with high-efficiency.

In general, it can be seen that all the members of the team have a significant impact on
others’ activities, especially between the people who have the same orientation in the
three groups of goals. Everybody has a specialized strength that can assist others well-
done, so all the participants do not feel that they are inferior due to the great support
they receive. Indeed, our team-work resulted in a pretty good score compared to our
team’s goals. Good explanation of roles

a. Role conflicts

Although our team has performed pretty well for each role of members to fully get the
task done, there are still several conflicts between people’s roles.

Too many shapers: In Group 27, there are 3 shapers, a number that may not be
considered as ideal. This can lead to confusions among shapers due to the fact that the
typical concern of them is achievement, winnings, increased competitiveness and
sometimes disagreements.

Most of the members hold more than one role despite the large numbers of
participants: In Group 27, a person could take too many roles, somehow this leads to
a larger pressure for them and brings no-needed stress.
 2. NORM
a. Performance norm

In group 27, all of the tasks and parts of deadlines are allocated reasonably for each
member to avoid confusion. According to the specific tasks and requirements of
lecturers and tutors, all the members need to prepare essential information, with
particular evidence to complete the task. Also, it is crucial for us to come up with
appropriate solutions with the hope of timely fixing issues during teamwork.

b. Appearance norm

Basically, our group did not have too strict-standards in terms of appearance or clothes
with members to make sure that all the members can feel comfortable with their
outlooks, and most of the meetings were also arranged in Microsoft Teams. In direct
interactions at class, each member has a high self-consciousness in wearing so it was
not offensive. Nevertheless, the leader still made careful recommendations for people
to have polited-dressing on the final presentation.

c. Social arrangement norm

As mentioned above, most of the meetings are arranged on Teams to ensure the most
convenience for members. Thanks to that, some urgent discussions could be easier to
schedule. Nevertheless, our team also took the advantages of direct-classes at the
campus, as well as following the assigned-group work tasks of teachers in class to
have better collaborations and understandings with others.

d. Allocation of resources norm

Group 27 reaches an agreement in terms of the work tasks for each member, which is
allocated equally and reasonably. Each member is encouraged to catch the parts that
they are confident with.

Negative norms: However, group 27 has some negative sides during working. Firstly,
it is the dependency between members before reporting the progress and outcomes for
teachers. Secondly, the level of activeness in class was still shy and some of us did not
express ourselves freely. And, some of the members did not pay full attention to the
assigning-tasks, until other people acknowledged their assignments.

3. STATUS
a. Group status

Group 27 can be considered as a hard-working group since the group members agreed
to set a deadline for the group assignment approximately three weeks before the
official deadline, which is earlier compared with other groups. In contrast, though
members of the group are always ready to take part in every single group activities
within the class sections, the average scores of group 27 is ranked below average for
some reasons. Hence, group 27’s status is medium.

b. Individual status

Name Role Personality Power Ability to Performance

contribute

Quyen Sinh Leader Extroverted High High High

Truong

Nguyen Van Member Introverted Medium High Medium-High

Phuong

Nguyen Duc Member Extroverted Medium Medium Medium

Anh
 Cung Viet Member Extroverted Medium Medium Medium
Bach

Nguyen Member Extroverted Medium High High

Huong
Quynh

Tuan Khai Member Introverted Medium Medium Medium

Dang Nam Member Introverted Medium High High

Anh

Nguyen Member Extroverted Medium Medium Medium

Khanh Huy

c. Status effects

Conformity

Members of a group or community are more likely to have less affection for the
group's norms and pressure than those who have a higher position in the group.
Nonetheless, in the case of group 27, the problem has been reduced. Particularly as the
group's head, Sinh Truong had never disregarded the customary norms despite his
position of authority. For this reason, he serves as an inspiration to his colleagues,
who may learn a lot from his example of adhering to the group's rules. Among the
examples are when he has completed the work by the deadline he set, or when arrived
on time to the group meeting.

Group Interactions
There is usually a huge discrepancy in status that reduces creativity and ideas in a
group. Despite this, there isn't much of a disparity in status among the members of
group 27 because everyone's status is listed from medium to high. The consequence is
a more diverse and self-sufficient group of people who are less dependent on others.
As a consequence, the workforce is always open to new ideas and approaches
whenever it comes to solving problems. However, because the general status is quite
high, individuals are more likely to be assertive and loud in their convictions and
expect their views to be accepted. In some cases, this might lead to a quarrel. A
decision will be made by the group leader if there are several opinions to choose from.
It is also emphasized that one must be able to listen and show respect for others. When
someone had a point of view, the group agreed they needed convincing proof before
they could offer positive and helpful remarks on the thoughts of others.

Equity

Since every individual in group 27 has the same responsibility of accomplishing the
tasks and assignment together, everybody has their ideas spoken and the best idea is
chosen unbiased.

4. SIZE

There were a total of eight people in group 27, that is why this group is considered a
small group when the lecture teacher separated them up. Since group 27 is a small
group, it is easier to quickly organize meetings and unify our thoughts, which leads to
faster decision-making. In addition, everyone has the chance to contribute more and
improve their performance. Even yet, having a small number of people on the board
might restrict the number of new ideas that can be generated.

5. COHESIVENESS

When a team has a high level of cohesion, it means that its members are enamored
with the group and inspired to stay. When members of a team have faith in one
another, they are more likely to work together to attain a shared objective as well as
their individual needs for affiliation or prestige (Lunenburg and Lunenburg, 2015).
The whole group members are all in agreement of paying attention to lectures and
tutorial sessions as well as read as much academic research related to organization
behavior to maximize the knowledge in order to gain a Merit score. Even members in
the group have very tight schedules, people still try to arrange at least one hour after
school to gather the whole group together and plan everything out. The leader has had
a very time efficient plan in accomplishing the assignment. In addition to fostering a
sense of unity and mutual respect among the group's members, we make an effort to
ensure that everyone's voice is heard and valued. Our assignment goes more smoothly
with the aid of these strategies, which are also incredibly effective. If group 27 can get
a Merit score, the leader (Truong) promises the whole group a luxury buffet.

II. DEVELOPMENT OF TEAM COOPERATION

1. Punctuated-Equilibrium Theory

Gersick suggested in 1991 that instead of growing steadily over time, teams
experienced an alternation of stagnation and growth after analyzing between eight
groups. Specifically, the punctuated equilibrium (PEM) will describe changes in a
group's time perception and task performance over time. This is the Model:
 ● Phase 1 and First Meeting

The group was established on April 2 with eight randomly selected members: Sinh
Truong, Nam Anh, Duc Anh, Khanh Huy, Van Phuong, Huong Quynh, Tuan Khai,
Viet Bach. However, the first meeting related to the group's joint report and the
division of work began on April 10.

In the first group meeting, the communication between the members was still quite
awkward and not good. This can be explained because this is a group with random
members, between members who have not communicated with each other before. In
addition, the time the group was created was at the peak of the Covid-19 epidemic, so
in this first meeting, two members could not come because they were F0. For the
above reasons, the first meeting of group 27 only analyzed the requirements of the
assignment.

However, in the next meeting on April 15, it can be said that the shyness among the
members has decreased quite a bit, and there is full participation of eight members.
Therefore, this is considered the first meeting of the whole group. The content of this
meeting was to define the common goal of the group in this report, choose a team
leader, and assign tasks in Phase 1. Although during this first meeting the group was
able to talk freely, the cohesion between the members is still not much, so the leader
Sinh Truong has made a table to divide each task so that the members can freely
choose the part they want to do and pair up with the person they know. In this phase 1,
people begin to adapt to working in a group and understand tasks that they undertake.
At the beginning of the transition period, due to group activities given by the teacher
in the Lecture classes, communication in team was improved. This is an important
phase for the relationship between members.

● Transition

During the transition period after Phase 1, Group 27 encountered a few problems
while working. In terms of time, group 27 had a little problem when there were still
deadlines for other subjects, so the leader decided to delay the completion of work
from April 25 to April 27. Besides the issue of time, we also encountered some
problems in agreeing on ideas with each other. Currently, the time for group meetings
and discussions in the chat group on Messenger is also more, the previous discussion
time when starting phase 1 was only about half an hour, but there has been a change
during the Transition phase, meetings can last up to an hour or more. In these
meetings, everyone brings up the problems so that the fastest remedial measures can
be taken. The fact that the group has 8 members should lead to a word multiplier and
duplicate ideas in each part. Therefore, the whole group decided to solve this problem
in the final stage of Completion by reviewing the content of each part, removing the
duplicate parts to avoid excessive word count, and agreeing on everyone's opinion.

● Phase 2 and Completion

After there were some changes in the time for submitting individual tasks, everyone
had more time to research and refine the content, leading to increased productivity and
efficiency when working in groups. Just like the plan is decided during the Transition
period, people also actively communicate with each other more often. When everyone
completes the tasks, the members will re-read all the content together to remove or
change the duplicate ideas in each section as well as to gain a deeper understanding of
the content of the report. This helps the group exercise to clearly present the main
ideas and the required number of words. Finally, after all the parts have been
combined into a complete lesson, the whole group will review the knowledge and
content of the whole lesson together to practice the most fluent presentation. During
this Completion stage, the team agreed on a common working style, problems were
resolved, and conflicts were minimal.

2. Communication in Team

According to Lengel and Daft (1988), "media richness" can be used to explain
organizational behavior. The choice of communication channel plays an important
part in analyzing group behavior. This is an illustration of the model from low to high:

Although the Covid-19 epidemic situation is still happening, we were able to meet
face-to-face at the weekly Lecture and Tutor class. Each time the group meets, the
whole group will discuss class situations or exchange ideas, raise questions, solutions,
and contribute ideas for the group's report. In addition to face-to-face conversations,
our team also exploits electronic channels and regularly communicates with each
other via Messenger on Facebook, in addition, the content of the exercises are written
and edited via a common Google Docs link so that the Leader can easily synthesize
the components.
Being able to meet face-to-face is a good thing during the current pandemic. People
can communicate face-to-face, interacting with each other through words, and actions
to help build trust and avoid conflicts in the group. However, there are also some
disadvantages such as people missing class that day or studying for half a period and
then going home. Using online media to communicate also offers benefits. Members
can talk, exchange information without a time limit, and contact each other quickly,
but besides that, there are also problems such as online members and offline members.
or even there are members who do not read all messages in the group, do not reply,
leading to delay in group homework. To overcome this shortcoming, the group has
clearly informed each member of the date and time of the online discussion to ensure
that the members understand the lesson and keep up with the progress of the group.
Group 27 can both use online means and meet face-to-face, but there are still
communication problems between members, so it can be concluded that the group is
at a medium channel richness.

Regarding the communication network, at the beginning when the group was formed
because they did not know each other and only a few members knew each other
before, the group used "Chain" to transmit information from one person to another,
but how This is cumbersome and time-consuming and can reduce the accuracy of the
information being transmitted, which can lead to minor conflicts. However, after
about 2 weeks, the whole team got to know each other more, so the team started to
communicate using "All channel" to be able to exchange information with each other
more easily, clearly, and ensure opinions. their own is understood by the other person
and what needs to be done. Often small groups from time to time will use this feature
because of its convenience, accuracy, and speed.

III. REFLECTION AND EVALUATION TEAM

1. Individual differences

MBTI was founded in 1920 after 20 years of research by mother and daughter Myers
and Briggs based on previous research by Carl Gustav Jung. The purpose of this tool
 is to shape the right career group for each individual, so that everyone can focus on
developing their own strengths. Team 27 took full advantage of the MBTI so that
every team member could be assessed. Capabilities and limitations are what allow
team leader Truong Xuan Quyen to assign tasks. Below is the table of MBTI results of
group 27.

Members Personality types Description

Duc Anh Protagonist - Extraverted: 56%

- intuitive: 56%

- feeling: 63%

- judging: 57%

- assertive: 58%

Khai Logician - introverted: 84%

- intuitive: 63%

- thinking: 55%

- prospecting: 82%

- Turbulent: 58%

Nam Anh Defender - judging: 79%

- Turbulent: 57%

- observant: 57%
 - introverted: 71%

- feeling: 51%

Khanh Huy Debator - assertive: 63%

- prospecting: 58%

- thinking: 54%

- intuitive: 55%

- Extraverted: 59%

Van Phuong Turbulent Mediator - feeling: 52%

- prospecting: 53%

- Turbulent: 51%

- intuitive: 70%

- introverted: 75%

Huong Quynh Analyst - Extraverted: 59%

- intuitive: 55%

- thinking: 52%

- judging: 60%

- assertive: 61%
 Viet Bach Entertainer - Turbulent: 63%

- prospecting: 51%

- Feeling: 53%

- Observant: 52%

- Extraverted: 59%

Quyen Sinh Truong Consul - Extraverted: 59%

- Observant: 55%

- Feeling: 52%

- judging: 66%

- prospecting: 51%

At the request of the team leader, every member of the group performs and sends the
results of the MBTI test to the group chat. Thereby, team leader Truong Sinh Quyen
assigned tasks to each member based on suitable personalities. Van Phuong will be
the one to give a common voice in the group members' controversies as a turbulent
mediator. Truong Sinh Quyen was voted as the team leader by the whole group
because his MBTI results were consular. Tuan Khai is a person who works with
logic, so the team leader has assigned the task of making slides. Bach is an entertainer
so the task for him will not be in favor of argument. The work related to
argumentation and criticism will be undertaken by Nam Anh, Duc Anh, Khanh Huy
and Huong Quynh. They will be the people who do the last part of the tasks,
supplementing the arguments of the people who did the previous part. every member
of the team feels that the assigned work is extremely reasonable and no one has any
disargreement.

To illustrate the differences amongst Group 27 members, Goleman's five dimensions

of Emotional Intelligence, together with a few important factors, are used to exhibit
group behavior. According to Goleman, people are born with common emotional
intelligence capable of detecting potential chances for improving emotional abilities.
According to Goleman, the advantages of having a high EQ in top management and
seniority connect to intellectual communication and identifying a high performance
(Buchanan and Huczynski, 2019). 2019 (Buchanan and Huczynski).

Based on the material offered during the presentation on Goleman's model-related

tests, the eight members of group 27 were scored for each of the following aspects in
the table below:

Self-awareness Self-regulation Motivation Empathy Social

Skills

Huy 15 12 14 14 17

Bach 13 10 13 14 17

Phuong 14 12 12 12 15

Duc Anh 13 12 14 12 16

Khai 13 13 12 13 12
 Nam 12 12 13 17 14
Anh

Truong 17 14 16 14 16
Quyen

Quynh 15 12 16 13 14

Average 14 12.125 13.75 13.63 15.13

(out of
20)

The average score for all five aspects is more than ten points, indicating that group
27's emotional intelligence is above average. Because everyone in the group is still
reluctant to talk and there aren't enough participants at meetings, the self-regulation
score is low. This is seen as a collective weakness and is addressed by the leader. The
group's social skills score, on the other hand, is fairly strong, with more than 15 points
out of a possible 20. This contributes to the group's excellent ideas and results. The
remaining three categories' average scores (self-awareness, motivation, and empathy)
are all around 14 points. As the leader has a say in the group, this reflects the 27
members' mutual respect. Everyone in Group 27 strives to complete the work before
the team leader's deadline in order to not impede the work's progress. When Bach was
unable to concentrate on his work and did not pay attention to the assignment of tasks,
Quynh took the initiative to approach and remind him. Everyone sympathized and did
not blame Bach after he confirmed the group's work.
 2. Motivation

In general, the motivation of group 27 is moderate. Some members of the team only
aim for the Pass grade, therefore they are reluctant to throw their weight around to
contribute to the group, whether by rarely showing up at offline lectures, passively
taking part in group activity and working on the assignment. The fact that the team is
relatively large compared to the workload (8 people) further contributes to the
slacking attitude of some team members. However, some key members, like the
leader Quyen Sinh Truong, are highly motivated in the job. They are devoted to team
assignments, contribute many valuable ideas and insight and are very active in
offline team activities. They lead the group and help motivate and push other
members to work on the assignment. This motivation and attitude is a result of their
initial goal to reach Merit grade or higher, as well as the sense of responsibility they
carry as the group's leader and members. Overall, the low motivation of several
members are counterbalanced with the high determination to pursue the common
goal of Merit grade from other members, create a moderate motivation strength
among the group, allow the team to learn from the subject, complete the joint
assignment and work on team activities.

3. Empowerment

Empowerment has been highlighted as the process of distributing power and authority
to subordinates in order to enhance their self-confidence and performance
effectiveness (Eileen B., 2000).

According to Kenneth et al. (2009), one of the most noticeable challenges confronting
the leaders is understanding how to leverage empowerment in order to improve
competencies and commitment of their followers. Initially, leaders have to determine
whether there are any conditions that exist within the group that drive members to feel
powerlessness. Since Group 27 are randomly chosen for the final project, there can be
the possibility of poor communication resulting from new connections among
members, as well as inappropriate leadership style or inaccurate task division. When
the diagnoses are accomplished, the leader can easily come up with effective
strategies for the implementation of empowerment. To facilitate communication, our
leader has created a common channel on the social media platform – Facebook, where
all members have the opportunity to share their opinions equally and freely. Having
established a participative management style, members have been given more control
of formal decision-making, providing them the permission to enact task choices and
perform courses of action that typically require approval from the leader.

The efficient use of empowerment activities leads to an increase in members’ self-

efficacy, which is defined as a belief in one's own capabilities (Thomas W. M., 1997).
Our team members tend to have high self-efficacy since they all feel confident and
believe that they perceive a great probability of succeeding in every performance they
undertake. Finally, the enhanced feeling of empowerment is converted into exemplary
behaviors among members; for instance, one of the most significant behavioral
outcomes of empowerment is increased activity targeted toward goal achievement. As
members tend to take on more responsibilities and develop additional expertise, they
become more valuable and increase their impacts within the team. In brief,
empowerment is a major benefit for team effectiveness to what has been regarded as a
culture of contribution (James R. F., 1997) as it enables members to become more
competent and confident to work adequately and improve the relationships between
effort and team performance. Good work!

4. Leadership theories

In the setting of a team, according to Northouse P. G. (2004), leadership is defined as

the process of using influences to produce meaningful effects on members that have
direct impacts on achieving the common goals. Fiedler (1967) established the
Contingency Theory of Leadership, which highlights that team effectiveness is based
on the relationship between favorableness of situation and leadership style. The model
is used to evaluate the degree of feelings a member has toward others, outlining three
drivers that determine the level of situational favorableness of a leader.

Leader-Member Relations is considered as the most essential factor, which relates to

the level of trust, respect, and confidence that members have in their leader. Despite
the fact that Group 27 was randomly selected for the group assignment, there are still
good leader-member relationships, including both relations between leader and
members, as well as among members themselves. This is proved by the fact that since
we were all strangers in the first place, the leader has attempted to establish a positive
and relationship-oriented working environment, where members can have the feelings
of belonging and connection. In particular, he always pays attention to any feedback
or comments from his followers, and then immediately observes and proposes
practical solutions whether there are any problems. Moreover, members treat and
communicate with other partners within the team in a dignified, kindly, and peaceful
manner, resulting in the low degree of interpersonal or group conflicts during the
process. Direct and honest communications between leader and members strongly
benefit in members satisfaction and performance efficiency.

It is followed by the second most important determinant, Task Structure, which

attributes to how organized the activities that the members are doing are. During the
task allocation planning, it is obvious that a high task structure exists as it is clearly
described and recognized what people are expected to perform and how they are
perceived to accomplish it. The leader breaks the whole project into several divisions,
each with clear and specific instructions to guarantee that all members are informed of
their responsibilities, as well as how and when they must achieve them. All workloads
are distributed equally to preserve a degree of equity in the team. Afterwards, every
member can choose any parts they would like to participate in depending on their own
resources, strengths, and capabilities, which effectively establishes a sense of
comfortability, compelling, and acceptability since they can perform on what they are
good at and they directly make a decision for themselves.

The final factor is Position Power that refers to the authority that comes with being in
a leadership position. In general, the higher authority the leader has, the greater
position power he holds. During the process, our leader seems to have moderately
strong position power. In this circumstance, the leader has no formal authority
delegated by any higher position; therefore, it relies solely on his spirit of
volunteerism and the willingness to assume responsibility. However, the leader still
holds some certain power. First, despite the fact that members can freely express their
opinions in the common channel, their ideas must still navigate through the leader's
channel before their actual application in the process. Second, even though our group
is made up of fixed members, he can legitimately punish those who are irresponsible
for their required task by heavily criticizing them due to the bad quality of
performance, resulting in a high risk for assignment failure. Finally, it is clearly seen
that the leader has gained respect and support from his subordinates for his decisions
to lead the team to the greatest possible outcomes.

IV. FACTORS THAT MAKE THE TEAM EFFECTIVE OR INEFFECTIVE

1. Factors supporting effectiveness

In the process of cooperation, a group is a collection of randomly allocated people that

produces unanticipated consequences. Extrinsic and intrinsic variables both have an
influence on efficacy.

When it comes to external elements, the size of the group is the first thing to notice.
Our team is made up of eight people, thus we are a small group in theory. In a small
group, everyone may feel free to express themselves while the group's activities are
completed more quickly. Second, group membership diversity in terms of age and
gender is important. Group 27 was diverse since it had two female and six male
members ranging in age from 21 to 25. This is demonstrated by the fact that younger
members of the group will be more engaged and excited about the group's work,
whilst senior members will offer their acquired experience and expertise during the
study and work process. 

The capacity of the team leader to lead is the most essential component influencing
the performance of our team when it comes to the intrinsic factor. Team spirit is
promoted and an effective working atmosphere is created by a team leader with great
determination and initiative. The team has a clear objective to strive toward, and
when that goal is stated early on, everyone knows what they need to do to get there.
Furthermore, by identifying each team member's strengths and limitations, we were
able to assign projects that were appropriate for our talents and interests, resulting in
maximum efficiency. Another key issue is the capacity of team members to
communicate with one another. As a small group, all members' perspectives are heard
and valued, removing any apprehension about contributing ideas to the group. Finally,
in order for the team to function in harmony, all members must agree on the group's
general norms, and working with a strong feeling of responsibility increases the
efficiency of the working process.

2. Factors hindering effectiveness 

Aside from the good aspects, there are certain distinct bad aspects that have an impact
on the team's overall efficacy. Both objective and subjective issues will be examined
in this paper.

The first objective issue that impedes the team's performance in the working process is
personal scheduling. Every member of the team has a set timetable. As a result, our
team lacks the flexibility to organize additional team meetings or emergency
meetings, slowing down group work and reducing effectiveness. The virtual working
environment is the second objective element determining team effectiveness. When
working online, poor network quality makes it difficult to communicate with other
users. As a result, meetings are sometimes long and drawn out.

Inefficiencies in the cooperation process are also produced by subjective variables

generated by the participants. For starters, it normally takes a long time for our group
to completely participate in class group exercises. Because there is less time to talk,
issues may not be completely resolved by the conclusion of the meeting. Furthermore,
the viewpoints being debated are reported to be meandering and occasionally off-
topic, resulting in the final opinion not being definitive after the discussion period has
concluded. This might affect the outcomes of group assignments in class.The root of
this predicament was discovered to be the members' differing speeds of thinking and
functioning, which made it more difficult to grasp and catch up with the group's
overall development. However, because this is a problem that only arises in class
discussions and has been discovered and rectified, assignment talks go off without a
hitch. The last issue that affects team efficiency is that team members typically bring
new ideas to an initial concept, despite their various backgrounds. When all members
of a group agree on anything, it suggests there are no competing viewpoints, or in
other words, the group lacks the required conflicts to generate the finest ideas for
debate topics. And that's exactly what the squad isn't doing to its full capacity.

3. Overall performance 

In general, the team is performing really well. When it comes to extrinsic elements,
team size is one of the most beneficial since it allows the team to complete work faster
and communicate more effectively. Furthermore, team diversity gives unique
perspectives and experiences. The team's leader sets clear goals and boosts team
morale from an intrinsic standpoint. Furthermore, members' self-awareness makes it
simpler for the team to assign duties, and harmonic communication is also
beneficial.   

Several obstacles have been discovered and addressed, thus they will not be described
in terms of problems. The remaining challenges are members' set schedules, which
prohibit many meetings from being held, an inconsistent network connection when
working online, and a lack of conflicts. These challenges are eclipsed by the positive
characteristics and hence have no substantial influence on the team's overall
efficiency.

V. RELATIONSHIP BETWEEN THE EFFECTIVENESS OF TEAMWORK

AND GOAL ACHIEVEMENT

Since it is the determination and efforts of each individual that determine the strength
and effectiveness of a team at work. Therefore, we are confident in each member and
have a common goal for group 27, which is to do our best to achieve the highest score.
In our group, both internal and external factors strongly influence the relationship
between team’ effectiveness and goal achievement.
 1. Internal

Members of group 27 have a sense of self-consciously completing the target set by

the group leader. The decisions that have been made must also go through the review
of all members in order to have a certain satisfaction with the work output. However,
not every plan is made impossible to change even when the deadline is approaching.
Adjustments can be suggested from anyone in the group, as long as it's reasonable
and scientific, and above all, in line with the group's point of view. Group 27 also has
offline group meetings to proactively divide work in the most effective way, avoiding
misunderstandings that affect work efficiency. Through these meetings, members took
the opportunity to get to know each other and participate in collective activities
organized by supervisors, thereby increasing the spirit and responsibility of the
members to a higher level. In addition, maximizing the time in direct
communication/contact with each other also helps members understand each other's
working style and will give timely and more appropriate help. Mentally, no group
can avoid unnecessary conflicts, however, group 27 sees this as an opportunity to
develop ideas and bring members together. From here, group 27 has demonstrated the
importance of teamwork for work performance, and above all, team output.

2. External

In addition to internal factors, group 27 also found out the effects that external factors
cause on team performance. This group report is held at the end of the term so the
members of group 27 all face pressure from a large number of deadlines. This has
caused overload and distraction for some team members, so the quality of teamwork
was a bit stagnant at first. However, through a consensus, timelines have been set by
the group so that members can find it easier to keep up with the leader and other
groups. Once the timelines were set, there was a huge improvement in team
productivity as everyone knew their work and had a clear timetable to follow.
Moreover, the help of lecturers and tutors of this subject also helped group 27 in
giving correct concepts about the direction of group 27 and organization behavior.
Overall, group 27 got off to a pretty good head start as most of the members caught up
with the group progress. All our efforts are directed towards the goal of the whole
group. Moreover, group 27 was able to be aware of the internal and external factors
that helped to increase the effectiveness of teamwork. With that awareness, group 27
has proven the link between teamwork performance and our group's goals.

VI. CONTRIBUTION OF EACH MEMBER

As referenced before in the report, each colleague plays a particular part as indicated
by Belbin's hypothesis. The hypothesis likewise states three classifications:
individuals, thought, and activity arranged. Notwithstanding, because of the size of the
gathering, everybody plays more than one part which makes it extremely challenging
to likewise sort individuals. Hence, in view of the hypothesis and past investigation,
we propose two manners by which individuals overwhelmingly add to the gathering:
as basic masterminds and as thought providers.

Basic masterminds, first and foremost, formed Truong, Quynh, and Nam Anh.
These individuals contribute basic contentions to the gathering work, surveying
content to ensure everything is adjusted. Tender loving care and addressing
perspectives are the two good notices in regards to this gathering's qualities. Besides,
thought providers are Khai, Van Phuong, Bach, Duc Anh, and Khanh Huy. These
three are liable for setting up thoughts, and contributing to a great extent to the
gathering conversation. While basic scholars experience the ill effects of uneasiness to
introduce themselves in a muddled way, thought providers cover this weakness. Being
both extremely imaginative and adaptable, thought providers assist the group with
exploring circumstances that need fast reactions.

Sinh Truong as the entire gathering pioneer adds to both observing and giving expert
scholarly abilities while dealing with the course of the entire group by shaping casings
or timetables for individuals to follow. Upon the task, he made a nitty gritty task
outline with the required speculations alongside offering individuals help in the event
that they saw no hypothetical system. He additionally held various gatherings to
guarantee the gathering work's quality by assessing, giving remarks, and checking the
allocated undertakings of individuals.

Quynh should be visible as the spectator yet in addition as a social butterfly, she can
build an agreeable air. Quynh was accountable for bringing up various variables that
influence the gathering and she could promptly follow through with her job
fantastically because of her noticing capacity. During gatherings, when things were
going to get extraordinary, Quynh would speak loudly to make things more agreeable
and for the gathering to continue really and serenely.

Nam Anh is a unique instance of a basic scholar as he additionally takes part in

thought giving, however the act of decisive reasoning is somewhat more extreme.
During bunch conversations, he was generally the person who consistently posed
inquiries for better comprehension while as yet contributing various plans to the
gathering. He was responsible for inspecting individuals' jobs by having them express
the jobs they thought they were then utilizing his capacity to assess individuals' jobs.

Inside thought providers, Duc Anh and Van Phuong are the spirits of the entire
group with their lively and uplifting outlook while having the option to bond
individuals, compensating for the constraints of the group chief. During the gathering
work, they were generally the ones lifting up the environment while considering
innovative ways with the goal that everybody can participate in the gathering work. In
doing the task, they proposed various plans to assist the group with exploring various
perspectives.

When Khai and Huy participate in bunch work, they are exceptionally enthusiastic
and contribute extraordinary thoughts. Khai is speedy in the activity; during bunch
exercises, Huy is generally the person who gives the speediest response in light of an
unpredicted occasion. Whenever they truly center around the work, they can be
exceptionally blunt.

Bach is one more blended case in light of the fact that in spite of the fact that he
predominantly rehearses thought giving, he can see according to the viewpoint of
basic scholars yet not be restricted to the tension of deception. Bach is responsible for
part III of the task. While he worked his method for finishing what had proactively
been expressed in the task outlined by Truong, he likewise introduced his thoughts on
the most proficient method to further develop the task which to a great extent helped
the entire group.

VII. CONCLUSION

Team 27 with 8 members through a process of working together has reported several
aspects regarding group properties, development, differences, leaderships, and
different evaluations by applying concepts, theories, and frameworks. Overall, the
team has worked effectively toward the common goal.

VIII. REFERENCES

1. Eileen Brownell, (2000), “Empowerment, the Key to Exceptional Service,”

American Salesman, pp. 20–24.
2. Kenneth J. Harris, Anthony R. Wheeler, and K. Michele Kacmar, (2009),
“Leader-Member Exchange and Empowerment: Direct and Interactive Effects on Job
Satisfaction, Turnover Intentions, and Performance,” Leadership Quarterly 20, no. 3,
pp. 371–82
3. Thomas W. Malone, (1997), “Is ‘Empowerment’ Just a Fad? Control, Decision
Making, and IT,” Sloan Management Review, pp. 23–35.
4. James R. Fisher, Jr., (1997), “A Culture of Contribution,” Executive
Excellence, p. 16.
5. P. G. Northouse, (2004), “Leadership: Theory and Practice” (Thousand Oaks,
CA: Sage Publications).
6. R.H. Lengel and D.L Daft, (1988), “The Selection of Communication Media as
an Executive Skill” Academy of Management Executive, pp. 225-32.
7. Gersick, C.J.G. (1991) Revolutionary Change Theories: A Multilevel
Equilibrium Paradigm. Academy of Management Review, 16, 10-36.
8. Lunenburg, F. and Lunenburg, M., 2015. Developing High performance
Teams: Long-Standing Principles That Work. International journal of
organizational behavior in education, 3(1), pp.7-8.
PART II. INDIVIDUAL TEAM MEMBER’S REFLECTIVE ESSAYS:

I. Quyen Sinh Truong

I'm regarded to be the one trusted by the individuals to turn into the head of group 27.
In spite of the fact that I have been the head of many groups previously, each group
presented to me an alternate encounter.

Name Performance Score (1-10)

Nam Anh In the group conversations, Nam Anh was the 9

person who posed a great deal of helpful inquiries
about the report and shared his thoughts and
considerations on the activity content and was
perceived by the entire team. During the
discussion, Nam Anh will offer viewpoints that can
accommodate the perspectives of others. In
addition, he is additionally the person who helps
the group chief in looking into the substance of the
areas and is likewise the individual who follows
through with the appointed responsibilities the
earliest in the team.

=> Good performance.

Huong Who is an agreeable part, had turned into an 9

Quynh organizer with the pioneer, helping to distinguish
and associate individuals when they had hardly any
familiarity with one another. In addition, with her
advantageous attributes, she generally attempted to
keep a serene climate at whatever point there were
 any contentions among individuals.

=> Good performance.

Duc Anh In the team, Duc Anh is very proactive while 9

conversing with individuals. While examining, he
likewise does not hesitate to present difficulties
that might be experienced, and he is an individual
who knows how to persuade colleagues to be
more sure. In addition, he additionally proposed
very imaginative thoughts in various parts of the
group exercise.

=> Good performance.

Van Phuong In the group's face-to-face meetings, she is 9

generally quick to give her thoughts, frequently
contributing valuable references for bunch tasks
effectively. Moreover, she is additionally an
amiable individual, consistently with an amicable
demeanor, helping the group chief in associating
individuals together in meetings.

=> Good performance.

Khanh Huy He generally knows how to make an agreeable 8

and lovely air for people around him. During the
task of errands, he likewise proposed changes to
the Leader, making a little discussion among the
individuals. Nonetheless, he is an excellent
 audience and retains everybody's viewpoints, so
everything is immediately settled upon.

=> Quite good performance.

Tuan Khai He is generally present at group meetings, yet 8

frequently doesn't peruse a bunch of messages and
doesn't interface much with the other individuals.
However, in eye-to-eye gatherings, he actually
gives thoughts to contribute thoughts to the
gathering conversation. In spite of the fact that he
finished the mission later than every other person,
he actually had all the necessary substance.

=> Quite good performance.

Viet Bach Bach has an inspirational perspective while 8

completely partaking in a bunch of conversations.
In spite of the fact that he was the last individual
to acknowledge the undertakings in the work
breakdown, he had a mentality of conceding
botches and finishing the allocated work on time.
Also, Bach actually gives his own thoughts and
suppositions about the activity.

⇒ Quite good performance.

I value their commitments to the group's exhibition and I am exceptionally pleased
and feel fortunate that everybody is profoundly mindful, effectively taking part and
adding to making a total task without social loafing peculiarity. They are additionally
a firm group when they generally help one another and don't put their self images on
high and in every case smoothly contemplate what turns out best for the group. Thus, I
saw we were an incredible group.

Lessons from team members and LO3+4:

Subsequent to having the chance to work in a group with everybody, I have gained
numerous beneficial things from everybody's functioning style and perspective, in
this way working on myself, for example, how to make a blissful climate for
everybody like Duc Anh, how to concoct imaginative thoughts like Nam Anh, be
quiet, tune in, oversee time and finish work early like Huong Quynh. Besides, the
association, agreement towards the objective of Distinction, and correspondence
between the entire group and critical. With an aggregate responsibility, everybody
will be mindful to be not kidding and add to their work, or probably they won't meet
the group's prerequisites and be undervalued by different individuals. The open and
positive correspondence helped the group incorporate and get along admirably and
contingent upon the qualities of every individual. I figured out how to associate
individuals in various ways in light of their characters, assets, and focuses to help
individuals be nearer and cooperate all the more serenely. I can figure out what my
administration style is like by having individuals dissect me as indicated by the
situational authority hypothesis (SLT) and check whether it is reasonable for the
group to work on from now on.

Self-reflection has influenced group 6:

As a group chief, my effect is immense on the group's exercises and conduct. As far
as execution, I knew that I needed to shape the group from the very beginning and set
rules and rules to guarantee the group's exercises observe the best cycle and that
affects the group when it assisted everybody with understanding the bearing of all the
more obviously, the functioning mentality was more not kidding, there was very little
debate, the errands were separated similarly and there were no undesirable issues.
Everybody's presentation has additionally expanded as I intently follow the
individuals' advancement and set out open doors for everybody to address each
other's work and with my insight, I am the person who has straightforwardly
remarked on the errands for everybody. I likewise contribute thoughts and offer
helpful data to different individuals from the gathering. In addition, I have attempted
to assemble an agreeable climate while working in bunches by empowering
individuals to attempt to help each other to diminish pressure and weakness. I have
really tried to associate individuals together so everybody can normally trade
perspectives and suppositions.

Along these lines, I feel that I satisfied the part and obligations of a group chief well,
yet there is a perspective that I didn't perform well while not being too severe when
somebody wouldn't contribute or was missing from conversations since I was
apprehensive they would be harmed.

Recommendations for the future:

To beat my administration's shortcomings, I expected to figure out how to be more

confident about the errors of my colleagues yet at the same time consolidate
inspirational statements to ensure everybody will contribute their best to the group. I
will track down additional ways for individuals to bond and have a nearer, closer
relationship with one another like texting, and making fun video calls without talking
about concentration so that individuals can uninhibitedly share their characters since
when they see one another, collaboration will be more powerful. In addition, my
expressiveness before different groups additionally should be fortified when my
correspondence and show are not excessively great, so impacting the group is simple.
At last, albeit the group didn't have many contentions, I realize that my contention
dealing with it is very powerless and should be fortified through a more extensive
view and examination of the circumstance.

II. Nguyen Huong Quynh

1. An evaluation of performance
7 members of group 27 will be evaluated below. The first is the leader of the group
Quyen Sinh Truong, from the first meetings of the group, Truong has shown
himself to be a lively person, able to connect people with each other and the oldest
member. With such an extroverted personality, he was voted as the leader by
everyone so that he could easily bond the members together during the whole group
process. When assigning tasks, he regularly checks and monitors the members' work
progress. Besides, he is the one who organizes discussions outside of class time to
help members exchange, contribute more ideas and ensure the quality of group work.
When there are members who can't keep up with the group's progress, he will also
talk privately, remind them, and encourage them to pay more attention.

Next is Dang Nam Anh. In the group discussions, Nam Anh was the one who asked
a lot of useful questions about the report and shared his ideas and thoughts on the
exercise content and was recognized by the whole group. During the debate, Nam
Anh will give opinions that can reconcile the views of others. Besides, he is also the
one who helps the team leader in reviewing the content of the sections and is also the
person who completes the assigned tasks the earliest in the group.

Nguyen Van Phuong will be the next member mentioned. In the group's face-to-
face meetings, she is always the first to actively give her ideas, often contributing
useful references for group assignments. Besides, she is also a sociable person,
always with a friendly attitude, helping the team leader in connecting people together
in meetings.

The fourth member is Nguyen Khanh Huy, the youngest member and a member
with an outgoing and funny personality, he always knows how to create a
comfortable and pleasant atmosphere for those around him. During the assignment of
tasks, he also proposed changes to the Leader, creating a small debate among the
members. However, he is a very good listener and absorbs everyone's opinions, so
everything is quickly agreed.

The fifth member is Chu Tuan Khai, an introverted member. He is always present
at group meetings, but often does not read group messages and does not interact
much with the rest of the members. But in face-to-face meetings, he still gives ideas
to contribute ideas to the group discussion. Although he completed the quest later
than everyone else, he still had all the required content.

The next member is Nguyen Duc Anh. In the group, Duc Anh is quite proactive
when talking to people. When discussing, he is also not afraid to pose challenges that
may be encountered, and he is a person who knows how to motivate team members
to be more positive. Besides, he also proposed quite creative ideas in different
aspects of the group exercise.

That last member is Cung Viet Bach. Bach has a positive attitude when fully
participating in group discussions. Although he was the last person to accept the
tasks in the work breakdown, he had an attitude of admitting mistakes and
completing the assigned work on time. Besides, Bach still gives his own ideas and
opinions about the exercise.

To conclude, although the members all have their own strengths and weaknesses,
they still try to connect with each other through group discussions so that the group
can operate most smoothly and effectively.

2. Reflecting on what I learned

The first thing I realized when learning is that working in groups is not always
convenient and easy, especially working in a group with a large number of members
with different personalities. Firstly, I really learned communication skills when
working as a team. I can quickly communicate with people and create friendliness
when communicating, because only when I can talk freely, not afraid to give my own
opinions, will my work productivity be improved. Each member has different
working styles and ways of thinking, so when I want to comment on someone or
give personal opinions, I need to understand that I have to grasp and understand what
they want to convey and be able to give the most comprehensive and reasonable
comments. Secondly, teamwork will not avoid small arguments, I also understand
that debates between team members are necessary because it helps everyone
 understand each other's work, unify ideas as well as from there to find a suitable
solution for those problems. Besides, teamwork helps me to summarize and
understand more deeply a lot of knowledge learned from the beginning of the course.
The last thing I learned was about my own responsibility when working as a team.
Each member of the team has their own tasks that are divided from the beginning, so
each person is responsible for completing them fully and on time as set out by the
group.

3. Changing behaviors for teamwork in the future

My impact on the group is to support the Leader in closely monitoring the division of
work of the group and finding information related to the content of the exercise. In
addition, provide comments and feedback for each part of the report so that members
can timely edit and complete it well.

For future group activities, I will try to come up with lots of creative ideas to create a
variety of content and prepare for bigger conflicts. Besides, I will pay attention to
listening to the individual views of the members. When I clearly understand
everyone's opinions, communication and group activities between members will have
better cohesion and work efficiency. At the same time, I also need to be stricter with
myself in order to better fulfill my responsibilities.

III. Dang Nam Anh

As in a team, the role of the leader is a critical factor in achieving team effectiveness
and goals. Our leader, Sinh Truong had done an excellent job as a group leader in
general by establishing strong leadership traits during the process, connecting
individuals and dividing work in a professional and logical manner, with a detailed
framework for every member. Resulting from the specific deadlines and objectives
that were assigned by him, as well as his weekly intensive supervision of individual
work, the group project not only met the allocated date, but also ensured the quality
that the outcomes demand. Huong Quynh, who is a sociable member, had become a
coordinator with the leader, assisting to identify and connect people when they did not
even know about each other. Moreover, with her desirable characteristics, she always
tried to maintain a peaceful atmosphere whenever there were any arguments among
members. Van Phuong is an introvert with considerable work enthusiasm. This is
proved by the fact that she actively attempted to connect members together by her
efficient technical skills, leading to harmonious relationships and no existences of
communication barriers. Similar to her, Duc Anh along with his suitable means of
communicating and positive attitudes, he significantly contributed to the improvement
of interactions between people. Since team bonding was beneficial, it shortened the
way to achieve the goals. Khanh Huy and Viet Bach are considered as energetic
members at work, which is most noticeable in group activities in class, when they
discovered and provided practical solutions at ease to help enhance team
effectiveness. Lastly, Tuan Khai is an introverted member with an acute intelligence.
It seems that he was not highly active in group meetings; however, he preferred to put
his appropriate suggestions into actions and always received complete agreements
from everyone.

In fact, I am really grateful to have this opportunity working with Group 27 since I
have gained a great number of valuable lessons from this experience. First, one of the
most significant lessons that need to be addressed is the sense of responsibility. It can
be clearly seen that each of the members has worked with their enthusiasm and
professionalism. They have done all their required tasks on time and always kept track
with the process. However, although there was still absenteeism during the group
work in class due to personal reasons, they still contributed their ideas on our shared
communication channel via social media. Furthermore, I have learned a lot from my
leader from his high level of commitment to maintain and develop team effectiveness,
as well as great caring for his people. The second lesson is about the spirit of
collaboration among team members. Starting with strangers and advancing to
outstanding subordinates, everyone has worked and coordinated notably effectively
together with the aim of accomplishing our common goals. This experience has also
highlighted the importance of problem-solving abilities. Even though there are still
factors that negatively impact the process that result in team ineffectiveness, practical
solutions to tackle the issues and approaches to develop the team have been
established rapidly by all members to ensure the work is kept on track.

In terms of self-evaluation, I identify myself as an introvert person; however, with the

ability to critically analyze problems with different views, I have constantly attempted
to contribute creative ideas and approaches to help the team succeed in its whole
project and obtain the greatest outcomes. In addition, by always asking questions for
discussion, I somehow opened up a great opportunity for people to examine the
situation in which they may have a deeper understanding about the requirements and
instructions of this assignment. Furthermore, as a result of the efficient discussions,
member interactions have increased significantly, leading to a high level of team
working and a shorter path to goal achievement. When it comes to team working, on
the other hand, I believe I still have some limitations. The thing I plan to work on is
improving my communications skills. As an introvert, I do not typically communicate
opinions in words; instead, I convey them into actions. This can lead to a lack of
connection between myself and other members; therefore, in the future, I will attempt
to talk more since I understand how important communication is in boosting
teamwork performance. Another aspect I want to change is to push myself to
experience more. I will volunteer to lead the team to increase my feeling of
responsibility and drive to achieve the best version of myself.

IV. Nguyen Van Phuong

1. Evaluation of each team member’s performance

Sinh Truong: In general, as a leader, Truong performed really well in his role in the
group. As an ESFJ, Truong is a member that holds a high-demand spirit in each task
of the group, as well as motivating other members to finish their task on time. At the
beginning, Truong freely let members make their own choices in selecting the parts
that each member feels confident with the most, so that all the members can perform
their roles with the best enthusiasm and dedication. Also, he formed clear group-
deadlines for all of the members, accepting all of the opinions with an open-minded
perspective, which contributed to a comfortable zone for others to express themselves.
As a result, his performance can be evaluated well-done under my point of view,
which can be seen through his efforts in assisting others in performing and finishing
their tasks.

Duc Anh: Owning the personality type of an ENFJ, Duc Anh is the member that
regularly gives useful and practical advice for the whole group’s performance as well
as each one member personally, therefore the progression is motivated and promoted
distinctively to ensure that no one is left behind. He erased the gap between members
and concurrently roused an active atmosphere in teamwork-doings, which created a
sense of activeness and brought in so much energy for others.

Nam Anh: Nam Anh is an introvert with the MBTI test and is an ISFJ. In group work,
he is a decent worker who did not hesitate to assist others in their tasks with a
commited willingness. He also made the effort of giving solutions on how to
minimizing the level of stresses for people, for example in the preparing slides-step
for final presentation, he encouraged people to speak out what parts they want to be
showed clearly in the slide, so that the slides-maker – Tuan Khai will not be over-
productive and therefore avoiding stresses. Not only that, Nam Anh holds an
important duty in helping the leader to fix the contents of the whole final report, which
directly shows that he was completely a hard-working contributor.

Khanh Huy: Huy is an ENTP – a person who really like to have debates and he also
normally creating fascinated a debating-society within the work, which help other
member to develop their critical thinkings style, which help to dispel the gloominess
and shyness from our very first meeting. Huy is a work-structurer and holds a
striveness to the team’s goals, which was represented clearly in how he suggested
changes in working with the leader, and his humor made the atmosphere within the
group really comfortable.

Huong Quynh: The next person is Quynh. Quynh perhaps expresses perfectly the
personality trait of an ENTJ – self-determined, desirable, and always seeking
perfection. Her performance in the group is expressed through her devoted attitude in
taking notes, researching appropriate sources for people to investigate and helping
Truong in allocating suitable jobs for people.

Tuan Khai: Khai is an introvert (INTP) with great and creative ideas-giver for our
group, when he usually raises so many unique thoughts for the team, considered as a
strategic-former for us. Khai outperforms in his specialized ways of intellectualizing
information and knowledge, but it sometimes made him not sociable with others
because he was too focused and drifting in his mind.

Viet Bach: Bach is an ESFP according to the MBTI; in group work, he is sometimes
distracted from work tasks and has misunderstandings about the lessons. But lastly, he
did not hesitate to speak out about his concerns and difficulties, so that people can
have a better understanding and support him in finishing his work on time.

2. Reflection of what learnt from other members

Admittedly that having the chance to be in work with group 27 was such an honor to
myself, because I have learnt so many valuable lessons from not only the teamwork
and collaborative spirit of the whole team, but also each member has impressed me
with their own strengths, from that I had a better performance and increasing my
technical skills day by day in work. Specifically, leader Quyen Sinh Truong’s
leadership style has stunned me in front of his sense of responsibility, when he always
urges others to finish their tasks, orienting people to our general goals. Not only that,
critical mindset in debates of Khanh Huy and Tuan Khai also creates chances for me
to raise my critical thinking, avoiding floating thoughts and helping me to break out
the old concepts. From Quynh, I learnt from her the habits of a sense of
meticulousness in note –taking for important details as well as constantly searching
for sources of information, which I considered extremely helpful to the group in
reaching a deep understanding about meanings of each lesson, and it was favorable for
reviewing later also. Nevertheless, besides valuable characteristics that I have gained
from members, there are still several inevitable negative impacts, despite not reducing
the effectiveness of group 27’s performance too much. Firstly, it was never easy to
work in a group with such a large number of people (8 people) in a group, so the
foremost barrier to me could be the large difference in terms of personality types and
working styles, so sometimes we met obstacles to harmonize the differences. But,
somehow it is still luck because the more diversified the characteristics, the more
opportunities for each member to gather beautiful traits from others, there is an
advantage to developing yourself. Secondly, due to personal troubles, we did not have
the full presence of all members in every lecture and tutor, some of the members
normally change their shifts; so it causes a barrier in catching crucial information
directly, but it was overcomed by the convenience of social media.

3. Discussion of self-impact on the team and improvement in the future

In terms of self-evaluation in which I had contributed to the group, based on others’

comments and also in my self-assessment, I think that my level of performance is
highly appreciated with respectfulness, but there are some limitations I need to fix
to have a better expression in the future group-projects. About the good points, I’m
pretty sure that I tried my best to connect with others at work, erasing the distances
of unfamiliar members from the very first meeting so that people did not be strained
in communicating. I also encouraged people to raise their voice frequently to make
contributions with any unique idea, so that group 27 had creative ways in terms of
approaching and doing the whole assignment. Despite the fact that I’m an introvert,
working in a group had increased my level of communication skills so much while I
understood that it was exactly the key to help a group reach the best expectation.
However, thanks to doing this group work, I found for myself several limitations that
need to be advanced intentionally. My first weakness is that I’m not a person who
can handle a good mood in stress, sometimes it causes anxiety and worries for
myself. As an INFP, I’m a peacemaker who tries to maintain the comfy atmosphere
most of the time and I tend to avoid conflicts, but then I realized that conflicts in
teamwork is an essential element that lead our group to have multidimensional
insights. Secondly, my ways of thinking somehow wear individualism and I tend to be
a consensus-seeker, which leads to some troubles with those who have different
mindsets.
In general, to be in group work with group 27 is a big happiness for me, because my
personal skills have chances to be expressed, it helps me a lot in realizing which one is
not my advantage, so that I can reform them in the future.

V. Nguyen Khanh Huy

I consider Sinh Truong as a great leader when he can manage the whole Group of 27
smoothly. Truong began with clear vision and coordination for the whole group to
follow and also, he set deadlines and organized meetings so that every member could
catch up with the group’s flow. Without Truong our work might be hard to be as neat
as now. Truong showed me how to organize as a leader and adjust to a group of
strangers, which I found myself missing after a few times playing the leader role.

Van Phuong has a motivator role in group 27, she always comes up with suggestions
and ideas in terms of connection between members. Relatively, her words also make
us feel more confident in what we are deciding to do for the group. As a very active
person in group 27, Phuong’s contribution is substantial.

Duc Anh and Viet Bach share the same way to drive the group forward in enhancing
productivity and quality of work. However, their methods are not similar. While Duc
Anh uses honest comments to let others realize their problems, Bach focuses on
minimizing the pressure of workload. When considering the impact they’ve made,
Duc Anh spent more time with group 27 than Bach but the quality of their work is
relatively on point.

As a resource investigator, Huong Quynh proved herself to be indispensable. She

always takes notes carefully during lectures, which has become very useful in the time
group 27 works together. Furthermore, Quynh has an ability to locate suitable
information for each task. Every time that someone can’t figure out how to source a
kind of information, Quynh is the one who they want to ask first. Along with Quynh,
Nam Anh also fulfills the group with a supporting role. Nam Anh usually comes up
with ideas that can be considered as a finishing factor. His ideas can either be the
connection between each task or quality management methods. Both Huong and Nam
Anh helped the group’ work to be done significantly faster and more precisely.

Tuan Khai is quite an introverted person but whenever the group needs him, he will
always be there. Assistance from Khai is noticeable, he has suitable strategies for
certain cases. While others come up with an idea, Khai will be the one who navigates
it and shows the group a way to make it happen. Rather than that, his ideas are also
clear so that the group can easily decide whether or not to follow it.

During the time I work with group 27, I’ve found myself missing so many skills that
this team can help me with. I significantly have to raise my responsibility because the
overall score of our group can be affected by just a small impact. Besides, listening to
every idea of the members has brightened my ability to be creative and diverse. I also
recognized how important communication could be in a teamwork and I’m
appreciative that group 27 had perfected this one so far. And last but not least, group
27 has managed to show me how to balance my schedule in general and the time
between entertaining and when I should take it seriously at work, which is what I
desire most after this course.

I feel lucky to be in group 27, my first impression is the simplicity of this group’s
function, it made me comfortable to express my ideas. Through the working time, I’ve
shown myself to be very easy to cooperate with. I was always willing to do anything
in my capability to help the group. Sometimes, I speak out of my confusion and it
raises a debate among the group; accordingly, it was a great chance for my group to
double check the quality of our work. In certain cases, I worked as an evaluator when
it comes to the topic that relates to my task, so that my group can have approval from
several perspectives. However, until our teamwork period is almost done, I haven’t
had enough time to understand and communicate frequently with my groupmates. In
order to do that, my help only made a small impact on our work because I didn’t really
know their core problems. Although I’m an extroverted person, I usually thrift against
new acquaintances. This problem has me switching my work attitude in upcoming
groupworks to let myself contribute more for a greater good. Which means I should
care more about my groupmates to figure out our similarities and struggle; to enhance
our productivity.

VI. Chu Tuan Khai

VII. Nguyen Duc Anh
1. Evaluation of each team member’s performance

Despite the fact that each of our eight members has a distinct working style, our team
works together seamlessly and harmoniously as a whole.

When it came to the leadership of our team, Quyen Sinh Truong's performance was
truly amazing since he handled each task with the utmost attention. Truong is in
charge of the day-to-day operations of the team, ranging from simple project planning
to conference scheduling. For each component of the project, he meticulously
compiles a list of relevant comments and suggestions that he distributes to the other
members, ensuring that everyone is on the same page. Also, Truong is always open to
suggestions and explanations to make sure that everyone is well-informed and knows
the task. His productivity and influence are undeniable; she was able to lead the group
to complete the exercises in a short period of time while maintaining a high standard
of excellence

Due to Van Phuong's in-depth knowledge of the subject, her evaluations of all the
other work's quality are always based on logical reasoning and solid academic
comprehension. If she runs into any problems with the assignment, she is willing to
seek help from others. As the one that's always eager to listen to everyone else and
then pops up with fantastic ideas for enhancing the activity, she could maintain the
party at ease during meetings.

Khanh Huy has always amazed me with his ability to communicate. He has a talent
for creating a sense of team unity and harmony. By encouraging or providing
constructive comments, he ensures that everybody on the group can accomplish their
tasks efficiently. As a consequence, everyone appreciates having him as a colleague
because of his willingness to put in additional effort for the greater benefit.
It wasn't long before Tuan Khai was seen as an outsider in the team since he didn't
provide many ideas and he didn't deliver his first group assignment on time because
he disobeyed the deadline set by the leader. Everyone, though, can see Khai's
willingness to adapt for the sake of the team on occasion. By the conclusion of the
subjects, his participation has risen dramatically; he is not afraid to seek for help and
frequently communicates his own voice. He did an excellent job on every assignment
and finished on time.

Nam Anh is a lot like Van Phuong in that he's always there to lend a listening ear and
offer advice. As a member of the group, he is by far the most outspoken when it
comes to expressing his thoughts during group talks. In addition, he is conscientious
about the work of his crew, never exceeding a deadline and producing high-quality
results.

Viet Bach is a friendly and outgoing individual, but when it comes to business, he
adopts a grave and unwavering demeanor. Everyone stays on track while working
under tight deadlines because he motivates them to get the job done without losing the
focus and energy. Since Bach consistently puts the team's needs first, he is more likely
to find new solutions. In addition, he is always eager to assist others in the course of
the undertaking.

In spite of Huong Quynh's initial reluctance, she successfully established herself as

both a helpful and happy member of the team by offering kind remarks and urging
others to participate. In addition, he offered to finish the job, allowing us to meet the
deadline.

2. Reflection of what was learned from other members

There are great things to learn from everyone I've had the pleasure of working with.
For example, I learned from Khanh Huy and Khai how to see an issue from a positive
perspective, how to remain cool when faced with a difficult assignment, and how to
bring humor to meetings like Bach and Phuong. Huong Quynh, on the other hand,
teaches me the importance of receiving good feedback when working in a group.
 Despite this, Truong is the person I learn the most from during this training. Prior to
meetings, I learnt through Truong how to plan everything, develop a comprehensive
and suitable structure for such a team, allocate roles that fit the capabilities of the
group mates, and create a pleasant working atmosphere for everyone in order to ease
stress and fear. As a result of working with such a diverse set of individuals on team
27, I've gained a newfound sense of accountability and responsibility.

3. Discussion of self-impact on the team and improvement in the future

In order to guarantee that the final product of the team was of the best possible level, I
was always prepared to provide recommendations and input on how to enhance the
performance of my colleagues. This indicates my commitment to the group's aim and
shows that my efforts have had a good effect on the team's overall performance. On
top of that, I've done my best to finish my particular responsibilities on time and
without causing any issues for my coworkers, which I consider a success. In addition,
I never once have skipped or been late to just about any extracurricular activity, so my
effect extends beyond academics. My efforts to create friendships with the other
colleagues have included supporting their ideas and complimenting their work. There
is one thing that I would like to alter in future: I can voice my unhappiness and make
suggestions for how others could improve. Sadly, my timidity makes it difficult for
me to demonstrate how someone might develop without causing embarrassment or
humiliation. If this issue had been resolved sooner, I believe I could have made a
greater contribution to our team.

VIII. Cung Viet Bach