Fundamental Principles Affecting Organizational Performance

A successful institution’s administration is the consequence of an effective management system. Effective leadership is required to create this system. Group development and team building are two variables that contribute to developing a competent system. They play an important role in institutional relations by fostering deeper and nicer employer-employee relationships. This article examines the fundamental concepts of team building and group growth, their implementation in diverse industries, and the impact the principles have on employee performance and society in general, as well as their effectiveness.

An institution should accept certain key principles of successful team formation. The first step an organization should take is to define and share the team objectives. Through this, all members will be able to work in collaboration regardless of their level of experience and allows them to assess their progress as teams and compare it to the individual development. Also, any member of an organization needs to be able to demonstrate that they value all members of the team and their views matters irrespective of the part they play. To achieve this, one needs to ensure that all aspects are exploited when handling issues in a discussion. Furthermore, rewarding best performing groups is essential. Managers and supervisors can appreciate the team members whose performance is excellent. However, offering motivating rewards will depend on the institutional culture and the ability to make informed decisions (Desivilya-Syna 380).

Basic principles adhered by SEI to implement the organization culture include; - A Group development which is a major policy. In an organization, there is a need to employ group formation for better achievement of goals. Basic information on group development need to be well understood by supervisors for this will enhance the management to achieve the set goals. Currently, groups are viewed as a networking tool within any organization. Maintaining a competitive advantage through improved technologies has increased the use of self-managing groups. Europe was the among the first countries to experiment on the effectiveness of work teams, later on, managers in Canada and America followed as teamwork was proved to have a positive impact on productivity (West and Wind 15). Secondly, employees need to be empowered to boost their confidence in achieving quality results. In SEI, employees are advised to perform as possessors of the company which is demonstrated by the ability to shift their job position within the company without an order from the high management. While the senior management put in place the organization vision, employees are encouraged to build teams and planning groups on their own.

Flexibility is another aspect that enabled SEI to succeed. Though some institutions might have unmovable walls, SEI’s office areas were well designed to create room for easy management. The accessible design means that groups may interact freely. When SEI opened a new office, all the employees had to reduce their belongings to two packages, and in each financial year, there was a completion of the various units to assess an individual who has an enormous amount of waste materials. This exercise enhances smooth movement among the employees as well as creating room for new teams since the initiative is just moving the desk to the current location, check the underbuilding connections and get ready to work.

Employees who take life as wholly predictable may perform best in this environment. Lastly, teamwork and interaction played a significant role too. Open room offices encourage people to interact and share ideas on various issues that are affecting the smooth running of the company. It creates a scope for an open discussion whereby interaction is not blocked by any wall or desk. This free experience saves people time by ensuring they do not have to hold a meeting at a particular place to exchange ideas. In SEI, a large cafeteria is used as the main meeting venue for all-day activities, and there are no dining rooms for the executive. The building also contains small rooms for emergency and casual meetings (Mosley et al. 159). A healthy environment is created which allows the office to be a friendly and engaging place to work.

Team building and group development principles have impact on culture and people performance. It builds strong relationships among the employees and employers making it easy to manage problems as well as well as improving productivity through engagement. Good communication is a result of the bold, positive relationship, and it is advisable that all team members engage in working together to unite the people and boost friendly working environment. Also, more productive employee performance is realized through creativity empowerment which is a shift from the normal working schedule. Activities that focus on building a high culture by evaluating the working conditions should be put in place for active tracking of the growth advancement of an institution, improved productivity and smooth running of the organization (West and Wind 8).

In situations whereby implementing team building and group development principles seem not to be an important idea to my supervisor, I would gather all the reasons to convince him to embrace it in our business. Also, I would mention to him some of the major firms that have already applied it and proved it to be fruitful and productive. Furthermore, I would make him understand that diverse business problems call for a massive shift related to team and group work in the professional world whereby the creation of more teams is encouraged for efficient handling of the shortcomings. Besides, I would request my supervisor to allow all our team members to reinforce our relationship in a free and conducive environment for our success and that of the Company. This shift enhances healthy competition hence strengthening the groups.

Team Building and group formation are significant in the company where I work as an accountant and have enabled us to achieve the best outcomes. In a struggle to reach success, we are encouraged to work smart and in any project, it is not the individual but the joined effort that determine the success or failure of the project. Team building has been essential when dealing with such cases in our institution, and it has enhanced productive communication among our employees, and also between employees and higher management team. Professional relations have been improved as well as members understanding which is well explained by the work output. Teamwork plays a significant role in motivating us and building our trust thus resulting in better productivity.

In some business construction and technology related consultant firms, it may be difficult to apply team building and group development principles due to reasons such as poor planning techniques. Teams that are not entirely trained on how to handle assignments may results to a lot of problems, more so when dealing with complex situations (Desivilya-Syna, 373). Spending less time on training the team members and failing to provide enough documentation will contribute to low productivity. Lack of enough guidelines on how to handle cross-cultural problems may also limit the implementation of team building in an organization. Teams handling issues in mixed cultural circumstances may find it a challenge and can fail if not given guidelines toward the project implementation. Team leaders need to familiarize themselves with primary ways of dealing with local opposition and uniting all members for a common goal.

Conclusions

By fundamentally understanding the organization’s culture and having an environment that supports it, institutions can reinforce their cultural values and connect them to their working conditions which will help to structure the workspace for most improved answers to the upcoming issues on the working platform. SEI’s success solution is one of the critical success cases (Tjosvold and Tjosvold 159). Team building and group development play a significant role in strengthening the culture and values of the institution which simplify the implementation of strategic plans to benefit all stakeholders.

Works Cited

Desivilya-Syna, Helena. “The Role of Negotiation in Building Intra-Team and Inter-Team Cooperation.” Negotiation Excellence, 2014, pp. 371-389.

Mosley, Donald C. Jr., Mosley, Donald C. Sr., and Pietri, Paul H. Supervisory Management: The Art of Inspiring, Empowering, and Developing People, South-Western College Pub 9th, 2014.

Tjosvold, Dean, and Mary Tjosvold. “Team Organization: Departments Working Together.” Building the Team Organization, 2015, pp. 151-169.

West, Alfred, and Wind, Yoram. Putting the Organization on Wheels: How SEI uses Workplace Design and Art to Create a Corporate Culture that Drives Innovation and Growth. California Management Review Special Issue on Workplace Design, 2006, pp. 1-24.