Turning Google’s HR group into a team
We can turn Google’s HR group into a team using Truckman’s theory of development. Truckman’s theory of development can change Google’s HR group into a team. Features of Truckman’s theory include form, storm, perform, norms, and adjourn. Thus, a successful team must be accountable and complementary in approach and purpose (Truckman, 2013). Using table 1.1 as a guide, the Google group must develop a common leadership activity.
Google group must use collaborative skills to solve organizational challenges. As a result, the group will determine the employee’s job description and purpose. Thus, the group’s ability to solve problems can enhance the organizational structure. To function as a team, the group must measure performance using a collective approach (Kreitner & Kinieki, 2013). Finally, the success and failure of the team can be measured as a collective effort.
Google’s team competence
In the case study, it was revealed that Google’s HR team had three groups of thirds. The first-third had a human resource background. Problem-solving abilities characterized the second-thirds. However, the final-thirds had doctorate degrees and certifications. Thus, team competence can be instructed to improve management. To achieve team competence, Google group must develop their problem-solving ability.
As a result, the team can arrive at a common goal using collaborative techniques. Google’s HR team must have the ability to tackle organizational challenges. Team performance can be used to establish goals, measure collective performance and viability. A positive team environment, conflict management, respect, critical thinking, and cohesiveness can be used to instruct team competence.
Trust and cross-functional team
Trust is an important variable within the human resource department. Thus, trust can determine the success level within Google’s HR team. Trust can influence commitment and job employee cohesion within an organization. In a cross-functional team, trust becomes a vital link between members. However, the tendency to trust becomes difficult to achieve in a cross-functional environment. To build trust in a cross-functional team like Google, we can implement Bartolome’s guidelines. Bartolome’s trust guidelines include communication, support, respect, fairness, predictability, and competence (Bartolome, 2013). We can maintain trust within Google’s HR team using Bartolome’s guidelines. Thus, the employee’s credibility can be developed within the organization. Managers must update the purpose and mission of the organization to maintain a continuous cycle of trust (Bartolome, 2013).
Cohesiveness: Instrumental and socio-emotional
From the Google case study, instrumental cohesiveness is a vital tool within the organization. Instrumental cohesiveness describes the collaborative approach toward organizational activity. Instrumental cohesiveness is developed when the members of the team believe in one another. Group members must combine efforts to ensure success. When staff cohesion is lacking, the manager can implement corrective measures to improve communication. Corrective measures include employee inclusion in decision making, individual contributions, collective approach, and regular updates.
Advice to Google team
Laszlo Bock must implement team building techniques to influence cohesiveness among members. Google’s case study revealed three distinct groups within the organization. Employees with a human resource background, problem-solving ability, and technical skills are members of Google’s three-thirds team. Team-building techniques include leadership and cross-functional management. The manager can assign group leaders to ensure good communication and cohesion. Team leaders must assist members to ensure productivity. In a cross-functional team, leadership can ensure employee cohesion and productivity. Leadership qualities include communication, selfless service, devotion, teamwork, humility, patience, and intelligence.
References
Bartolome, F. (2013). Contingency theories of leadership and the teaching of organizational behavior: A case in point. Web.
Kreitner, R., & Kinieki, A. (2013). Organizational behavior (10th ed.). New York, USA: McGraw Hill Irwin.
Truckman, B. (2012). Stages of group development. Web.