Performance improvement in teamwork as a function of the cultural dimensions: solidarity and sociability in organizational behavior.
Performance improvement in teamwork as a function of the cultural dimensions: solidarity and sociability in the organizational behavior. Domingo Alarcón Ortiz (1); Tomás Cruz Freire (2) Universidad Nacional Autónoma de Mexico
OVERVIEW In this work it is proposed that the performance of the people within organizations focuses on the reflection of what maintain coupled with an organizational group according to the dimensions: solidarity and sociability, as cultural indicators that address typical problematic situations of teamwork in any organization, at the same time presented proposals to solve them. . Key words: Organization, behavior, performance, solidarity and sociability.
ABSTRACT This paper proposes that the performance of people within organizations focuses on the reflection of the factors that hold together an organizational group depending on the dimensions: solidarity and sociability, as cultural indicators that address typical problematic situations of teamwork in any organization, at the same time presented proposals for resolving them.
Keywords: Organization, behavior, performance, solidarity and sociability. Introduction This paper presents some useful proposals for the harmonious development of the work in team; focusing on the use of several managerial perspectives, always taking into consideration the development both the person and the formal organization to which it belongs. The proposals described here can serve as
guides in conflict situations as it is: low participation, deficiency in the leadership of the team and management of conflicts to the inside of the computer; typical of the teamwork and the evaluation of performance-related. The first question that comes to mind is what keeps the United Organization? and the response although apparently clear to everyone: "organizational culture", not being is well understood, commenting on the response to this question, Goffee and Jones(1) proposed that the business communities are no different than the informal organizations such as families, schools, clubs and the behaviors of the people can be analyzed with a sociological approach based on two aspects: sociability, defined as an indicator of the degree of friendship among the members of a community and on the other hand the solidarity, defined as an indicator to evaluate the ability of a group to address and reach a shared goal. Alta
S O C I A B I L I D A D
Conectada
Comunitaria
Media
Mercenaria
Fragmentada
Baja Baja
Media
Alta
Fig. 1 (2 dimensions; 4 types of culture)
Consequently the proposal proposed is reflected in Figure 1, where there are four possible scenarios of organizational culture: mercenary, connected, fragmented, and community. Does not intend that a scenario is better than another or more desirable one to another, what matters is that identify the type of organizational culture that is in the Organization and from this knowledge decide if it is appropriate for the competitive situation in which the organization is located. If this were not the case, it is then that would be analyzed the techniques and resources for its transformation.
Sociability arises from spontaneous mode, is an indicator of the degree of relation emotional and not operational, i.e., one in which the person does not see others as just a means to meet their own needs. Normally stays at a high level of reciprocity, which is not always visible to those involved, but there are no pre-established agreements where people share without any obligation. In a formal organization sociability offers great advantages, among them have, for example, that a large part of employees perceive an environment pleasant, beneficial to raise morale and improve team spirit; improving group performance. It looks equally favored creativity, the attitude of sharing information, a mindset open to new ideas, and potentializing the freedom to express and accept forms of thinking without stereotypes. A high degree of sociability also has drawbacks, such as tolerance to low performance, this kind of culture is also characterized by an exaggerated concern for consensus, which can lead to a reduction of the discussion on objectives, strategies, or on the way in which work is underway. Consequently the problems is applied to the best compromise and not the best solution. The presence of groups of friendship in the Organization, does not imply a lack of organizational structure, sometimes it's situations with vertical structure, this degree of socialization "extraorganizacional", allows an informal hierarchical access. In terms of solidarity, we can mention that this is not based much on feelings but on intellectual reflection where the relationship is established in common tasks, goals or mutual interests shared by all parties involved. If you think for example of an organization where it is known there are strained relations between departments and that as consequence is intended in a restructuring, you can organize a team of gifted comprised of officials of various departments, once he concludes the work of the team, managers return to their normal occupations and do not become to interact informally with this example we propose that solidarity can arise from non-permanent way, but comes to a need arising. Unlike sociability solidarity appears so intermittent and eventually, with the condition the exercise it and base it on a connection of friendship within the Organization and may present some advantages: can be operated with a focus strategic that can achieve a rapid response to the threat of competitors, in any other circumstances apply to manifest intolerance to low yields of the staff of the organization. To enhance solidarity in the Organization, this represents a cost if the strategy that the company has taken is incorrect. Therefore, should be considered all possible combinations between sociality and solidarity resulting in an indicator in the treatment of the factor of culture in the working group. With the referential framework presented above, sufficient bases are to begin the study of different situations that can arise when working with groups of people and most importantly, when it is intended that these form a team.
The recommendation when it organized teams within the organization is to: have the sensitivity to understand that frequently included unconventional attitudes or gestures, language influences showing strains of a personal nature among some participants of the team, who somehow clarifies the objectives of the group, although these are still fulfilled, however it shows a low-performance which impacts performance. In this sense the fundamental action is the constantly evaluate the performance of the team and make the necessary adjustments in time. The evaluation of the performance of the team should focus basically on two topics: 1. The results of the team. Taking into consideration the objectives of the team. 2. Behavior of the process equipment. Referred to the shape in which the equipment achieves its results, that is, that they are as well handling conflicts, sharing information; managing the planning, budgets, interpersonal relationships Below a table overview of the most common situations of processes, to evaluate the performance of the teams within organizations.
Method of evaluation
Definition
Example
Benchmarking
The computer compares your process with other similar equipment of the company.
A team in charge of improving the service to the client compares the level of trust and participation of its members in weekly meetings with a team of other Department processes.
Outside observer
An external consultant team observes and objectively evaluates its process.
A team that developed a survey to employees hire a consultant to analyze the quality of their relationships. Consultant gets her experience with other teams and team dynamics suggestions for changes.
Constant communication of the team
The team members regularly hold informal discussions to evaluate their processes.
A team that evaluates new databases of marketing meets weekly to discuss progress, which includes what as well is equipment with regard to deadlines, budget goals and solving problems.
Project report session
After that the team finished a task, members gather to determine what did well and what went wrong.
A team that designed a new system of benefits for employees of self-service meets after the Web site of the project. Members discussed how they learned new skills and worked together during the creation of the site.
Table 1. Evaluation of the behavior in the process of equipment (5) It is not always relevant to measure only the goals, it is important to also assess the processes of the group, especially when the equipment requires constant in this regard joint work is important to observe how the ability of communication in the team to set especially, as he is handled adversity[1]and that methods used on their own initiative. Self-assessment of the leader is an important strategy, it is suitable to be alert for indicators of poor leadership that can manifest as: Low turnout,
Difficulty of the participants of the team to be aware of the importance of their work, A repeated intention of leader by taking more tasks and responsibilities as other members of the team. The previous indicators are symptoms that should be the leader to wonder if being a traditional Chief who says what to do and how to do it, or can instead take a profile of leader who takes a policy of non-intervention because he has empowered his team. To do so, it is advisable to find a way to balance "authority" with the "granting of powers" so that the team members are active participants in solving problems. In this regard, actions such as the following are recommended: Clarify the objectives of the team, but fail in their hands the decision on how to achieve them. Identify informal team leaders to assess their behavior and the level of care they receive from others. Promoting informal leaders understand the important goals of the team and treated them as their own. Foster positive relationships with informal leaders and use them to communicate the overall situation to others. Promote the sharing and rotating leadership giving opportunities to lead working groups. Make them responsible for results and the quality of the processes on the computer. Keep management informed of the progress of the team, in order to ensure that it moves in the direction consistent with the corporate vision [2] . It is recommended if you don't have the role of team leader, help anyone with this post to stay on the right path, for example to analyze the problems of leadership that have perceived and offer to share the workload if the leader has not delegated sufficient, this is sign of solidarity and sociability, key factors of the desirable culture in team work. Conflicts in the team may be taking various forms and connotations from tensions and arguments to the lack of will to help others.
Not solve these conflicts quickly and effectively reduces the ability of a team to achieve the goals. To prevent or to solve this kind of scenario proposes a strategy with the following steps: 1. Define the root cause of the conflict. to. When on your computer there is a conflict, ask yourself the following questions: i. "Would members of the team that are discussing among themselves?", ii. "Is there a deeper personality conflict?" iii. "Is there a member who is behaving like a fool?", iv. "There is a member that always insists on doing things his way?" the answers to these questions will help to find the cause of the conflict either by a behavior or a situation. 2. Negotiate a solution. to. avoid imposing a solution to the conflict. b. Is always better to negotiate a suitable solution for all involved. c. highlight the importance of to agree to disagree on certain issues. remind members that if someone intimidating the rest of the team accept their point of view the rest, and will not support the decision. 3. Stimulate to active listening. to. During discussions designed to resolve a conflict, members of the team must learn to listen actively, i.e. must be capable of: reiterate the points identified by the speaker in order to demonstrate that they understood what he was saying. control lack of interest in the speaker behavior. ask questions that encourage the speaker to extend their points of view with more information or lines of reasoning. refer to points already and develop ideas. Request speakers to explain the reasons for their opinions. "don't interrupt" is a particularly vital rule for active listening. If necessary, remind the team members or you have the right to express ideas and solutions to problems without being interrupted.
or The manifestation of ideas shall be concluded even if one or more members of the team are not agree [3] Frequently, there is only one correct answer to a problem or conflict. A team should consider a wide range of possible solutions before you have the security of having chosen the best. Keep feelings of anger only generates resentment. Allow everyone to share their frustrations constructively will team to advance solutions. One of the reasons to form a working team is to have several opinions about how to solve problems. Allow people with different perspectives and skills to express their ideas is the correct way to validate user. 4. The importance of forgiving. Once a team has solved a conflict, reminded members that forgiveness is a virtue (2) that ennobles it to those who choose it freely, it is that it facilitates the oblivion of hurt feelings or damaged egos. Emphasize that forgiveness is not a sign of weakness or a tendency to admit defeat, on the other hand, allows people to leave out the passion manifested as anger, tuning (2) the feeling remaining after a conflict and avoiding that they will poison future meetings between the team members. 5. The team leader skills It is not intended at this point to make an in-depth analysis of the leadership in their different styles, which could manifest itself in front of a computer, but comment some recommended positions in various situations that typically the leader presents. The ineffectiveness of the leader usually leads the team to confront obstacles, for example, it is possible that the leader is not asking for participation that is needed, or perhaps not have the ability to delegate enough. It is imperative to pay attention to signs denoting failures in leadership. Symptoms of absence in the skills of the leader are such a low participation of the members of the team, people do not contribute ideas or opinions during meetings and work sessions. The team members may perceive that their leader is representing only one or more of the group, but not to the whole group, i.e. that it is favoring has that know-how across other skills or background. It is not enough to identify the symptoms, it is important to understand the causes that give rise to problems of leadership, in some cases, a rookie leader, personally giving added value to the organization may present problems in the transition process to assume a role of team leader, another aspect is that contributors are used to individually manage their work and not to manage the work of others, if it
makes them difficult to delegate, prevent your computer to take advantage of the skills and knowledge of all. Other typical behaviors (3) (5) causing problems of leadership[4]can be included them in two trends: 1. position "I am the boss," provoked sometimes since several leaders are managers, it is possible to continue behaving like bosses traditions when they lead their teams, your position is, "the leaders say their teams what to do and how", but members of the team need autonomy if the team as a whole wants to succeed. 2. the expression "I have given powers to my computer" it describes very well, some team leaders believe that they have empowered his team and can therefore adopt a policy of non-participation, this does not work, since computers also require some degree of guidance. If previous behaviors are taken as "extreme" positions also affects the leadership, a balance between them for a harmonic operation of the equipment is recommended. Leaders must explain the objectives of the team to allow members to focus their goals and make any necessary corrections in the process, this time having the authority to make decisions regarding how to develop these objectives, able to act as a team only if they have real authority and a sense of mutual responsibility with their work. But not only the team leader can act when there is this type of problem with the leadership, members of the team to identify symptoms of ineffective leadership can and should act, often arises a situation where touch is the key, in this sense can be seen meeting with the leader of the team to discuss the deficiencies that have perceivedthe proposal is to use the language of the 'I' and describe the effect as the leader behavior is having on the computer, for example "I tell account that only two people contributed ideas at the last meeting, I think it is possible that we are not exploring sufficient alternatives, I am concerned that the team will not take the best decision." "There is something I can do to implore to most of the team?" [5] Results and conclusions The intention of this article is not only the development of a reporting product of academic research, on the other hand, the aim of the authors is a proposal that somehow can help readers solve their own conflicts to work in team and serving as platform to propose some guidelines to get the most out of conflicts and that the authors agree with what Maddux[6] proposed in the following strategy: 1. encourage team members to listen to each other and to consider the different points of view, recommending the invitation to two people to change place and defend the ideas that formerly opposed.
2. Suggest to the members of the team that they objectively question the assumptions of others. 3. Desire is to express controversial issues and that any could expose a topic without fear of reprisal. 4. Even if one person believes that there is a problem that should be discussed, consider the issue raised by. 5. Remind people the rules that the team has agreed on the treatment others. 6. Urge members who express their concerns by describing the situation in as much detail as possible. 7. Keep discussion on impersonal level by focusing on what impedes progress, not who is "guilty". 8. If the problem relates to the behavior of any member of the team, urging the person who identified the problem to explain how that affects it and not make assumptions about the motivation for such behavior. 9. Finish the debate with some concrete suggestions to improve the problem, if it was not possible to arrive at a solution. 10. If the conversation not leads to any part because the theme in question is too delicate, consider the suspend it until a date rear (that must be specific) to them people is can calm. 11. Consider incorporating a facilitator for especially controversial talks.
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