A Research On Kellogg’s Group And Team Behaviour
A research-based community of scholars named Kellogg Team and Research center is a platform where scholars are dedicated to understanding the performance of teams at the workplace. The main objectives of the Kellogg center are to be a global platform for group behaviors and management education, to be a major provider of educational programs for managers and executives on group behaviors. There are different topics include in the research domain of Kellogg’s group. The current study is aimed to analyze the role of team behaviors in the successful operation of an organization under the light of a study done by Kellogg.
The classic definition of a team in organizational behavior is as follows. “A team is a small group of employees striving for a common goal who achieve common goals for their activities through constant interaction and coordination of their efforts based on their inherent complementary knowledge and work skills.” The most important feature of any team is a long period of its existence. In principle, team building in any organization is an attempt to combine all the positive aspects of the activities of formal and informal groups in a single structural formation.
Effective teamwork is one of the success factors in the process of managing change and creating a business. According to the research of R. Belbin, the results of the team’s activities depend on the roles that its members perform. Under the role, it is accepted to understand the responsibilities, functions that a person performs in a team (Dewar and Rao, 2017). Such functions differ from those usual in the structure of the company (sales, marketing, production, finance, etc.) - they reflect the roles that participants play to interact in achieving a common goal (administration, implementation, generation of ideas, coordination, etc.). You can select a set of such functions/roles, which allows you to balance the activities of the team. The role is based on the personal qualities and qualifications of a person. His features and experience also influence a person’s attitude toward a collective and individual activity.
According to research conducted by Kellogg, People manifest themselves differently in the process of teamwork, which affects the result of the team. Therefore, when creating and managing teams it is important to understand how the willingness of its participants to act together or the desire for independence affects. Productivity depends and is determined by behavior, i.e. by your actions. What matters is what you do, not who you are and what position you occupy (Rucker and O'Connell, 2017). By the definition of the Oxford Dictionary, the word “behavior” means how a person acts or behaves. Behaviour is the actions you take and the decisions you make. They can be controlled: you can decide what to do in a given situation and when to do it. And since you can decide what to do in a certain situation, you can determine the effectiveness of your activities (Booth and Cates, 2017). High performance is a consequence of the fact that you are doing the right job at the right time.
People get used to the developed rules, laws, standards of behavior, even if they do not suit them or are partially satisfied. A person who lives for a long time in uncomfortable conditions gets used to this life and begins to consider it the only acceptable one. There are frequent cases when prisoners wanted to return to prison conditions of existence after being released, since everything was habitual and predictable in prison, and in the freedom, they fell into uncertainty, which a person could not endure for a long time since uncertainty raises anxiety. So, the employees are not quite comfortable, but habitual and definite existence, it is difficult, and sometimes just unbearable to change to the uncertainty of the new. Often, what they wanted to leave was replaced by something that they did not expect and that they liked even less.
Therefore, if the management of the company decided to switch to a team management style, then this will not happen quickly, and during the transition, some of the employees can be lost. The manager must know in advance all the risks of such a transition and weigh how much the benefits prevail over them. Also, the manager must be aware that he will require considerable willpower to change himself and maintain the processes of changes in relations with employees (Dewar and Rao, 2017). Both the leader and employees during the transition from individual relations to the team go through certain stages of the transition from a personal awareness of reality to the team. During long-term competitions, it is very important to add meaning to the motivation of employees. For example, how this victory will affect their working conditions, career advancement, bonus (remuneration), and general achievements of the company.
After the achievement of goals, the leaders came up with prizes in the form of incentive trips, but at the beginning of the competition, they were not announced and were prepared as an unexpected encouragement in the form of a surprise at the final game. This significantly reduced the motivation of employees to win in the competition process. Moreover, nothing, except that we will make a team of you in this way, and we need to defeat the 'external enemy', the employees were not voiced (Booth and Cates, 2017). With such a communication of information to employees, it was not clear why they needed to become a team, what benefit they would get from it. For better awareness of the incentives, it is necessary to inform the employees by adopting a centralized communication system. Organizational behaviors play a critical role in the success of organizational operations. It is important for organizations to adopt a strategy for behavioral management.
- Booth, B.E. and Cates, K.L., 2017. Growing Managers: Moving from Team Member to Team Leader. Kellogg School of Management Cases.
- Dewar, R.D. and Rao, H., 2017. Washington Mutual (A): A Very Old Bank Can Grow—A Lot!. Kellogg School of Management Cases.
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