Introduction
Team Dynamics is termed as prevalent enthusiasm and motivation that integrates different people and groups. The team’s reaction, behavior, and performance are a function of Team Dynamics.
Team Dynamics can be a natural or artificial technique, which is generated because of any implementation or formation of any new arrangement, in terms of group and relationship. Considering the example of a group of 10 people, the group is involved in the sales and promotion services of the products for a particular company, within that particular group, we observe that 3-4 associates are good old friends, therefore this relationship will contribute and manifest the Team Dynamics, the impact can be positive or negative, but Team Dynamics will be in execution.
Considering situations when within a similar office, we find divisions among the officials either because of their seating arrangements or different divisions these employees are working for, such barriers or classification will generate the mechanism of team dynamics, as the classification or grouping will create hindrance for the employees in terms of communication, and association.
Team Dynamics can be introduced when any motivation or force is absent, taking the example of a group where the designation of the manager has been removed, therefore in the absence of the leader, the subordinates will exhibit behavioral abnormality. Team Dynamics is also involved when any of the company offers significant increment to its employees, this way positive attitude from the employees can be expected. The nature of the assignment also configures Team Dynamics.
‘Webster’s New World Dictionary gives the following definition of dynamics, the science dealing with motions produced by given forces, and the forces operative in any field. It is easy to see how the interactions of team members are subject to many forces, both external and internal. For example, external forces might include pressure to complete a task by a deadline, or within a limited budget, while internal forces might include pressure by a team ‘faction’ to choose a certain course of action, or impatience of some team members with others’ modes of participation. Such forces can easily influence or change the “motion” of a team towards achievement of its tasks’ (McNeill, 2000).
Team Dynamics: Recognition
Following are the parameters which can translate into the impact of Team Dynamics. These parameters influence the behavioral psychology of the employees.
Personality styles
The authority needs to understand the personal approach of each employee, and their level of adaptation. All of such activities which the organization intends to execute should conform with the adaptation level of the subordinates, and this way positive aspect of Team Dynamics can be ascertained.
Team Roles
The managers need to ensure that all the team members have appropriate assignments, in conformity with their merit and experience. All the team members must be mutually offered opportunities for contributing towards the development of the organization, and in this reference, any bifurcation should be avoided. This approach will minimize any negative fallout of the Team Dynamics.
Office layout
The divisions and physical splits such that these divisions hamper any level of discussion, correspondence or flow of information is likely to create a negative impact, also such layout should be avoided which either lead to the isolation or formation of groups among the members. The positive aspect of Team Dynamics can only be achieved if the interest and rights of the employees are respected, without any compromise over the workload and performance.
Tools and technology
The team dynamics can be invoked if certain new communication techniques are offered to the employees so that their correspondence with the other colleagues is possible. Considering the example of communication services i.e. email and pager, such services can be effective techniques for the employees to communicate and is considered to have a positive impact.
Financial Rewards
As discussed before, the organization should offer rewards and incentives to its employees periodically. Such a technique is commonly successful to capture the focus, attention, and sincerity towards the team and the assigned task.
Organizational culture
The organization’s practices and working environment is the important aspect which can contribute towards Team Dynamics, positively. The culture should never be discriminatory and should be founded upon business ethics, and the abidance of the code of conduct concerning the employer-employee relationship should be practiced.
Downsizing
The company needs to avoid the implementation of any such plan which can demoralize the working spirit of the employees. Downsizing is considered to be an offensive approach towards the employees; therefore it is important for the manager that such practices should be avoided if the positive aspect of Team Dynamics, concerning member’s participation and contribution, is sought.
Renewal of Company’s policy and plan
The company should introduce and implement contemporary practices, and the policies of the company therefore should be revised periodically. Team Dynamics gets influenced if the company’s policy towards employees is a violation of the previous policy. The core of the company’s policy and plan should be its workforce, and therefore once the company can realize the employees of its true worth and contribution towards the organization, the Team Dynamics gets stabilized.
Significant development of the corporate
It is also important for the company to introduce such plans to achieve significant growth and development. The progress is likely to excite the employees and improve their efficiency and performance for the achievement of the goals.
Nature of Procedures
The organization’s affairs should be handled positively, and all the procedures should have a legal reference. Such practice is likely to make the employees understand the credibility of the work, the company is involved. (Smith, 1993).
It is important to ensure that team Dynamics is handled with a positive approach so that it develops constructive and significant impact on the team and the team players. It is important to critically evaluate the outcome of the motivation, pull, natural forces concerning Team Dynamics. The Team Leader needs to devise and introduce such techniques through which the positive impact of Team Dynamics can be ensured.
Team Dynamics can be achieved through mutual coherence of task and relationship behaviors. The positive aspect in this regard can be achieved through the development of relationships and accomplishment of the professional tasks. The manager needs to ensure that the implemented practices for the Team Dynamics which can help the company to achieve the company’s objective, is considered worthwhile if the organization is successful to satisfy the requirements of the individual team members.
Adoption of technics
Team Dynamics is invoked with a positive spirit among the employees, through the implementation of the following techniques:
- Definition of team’s task through the initiation of activities.
- Comprehensive discussion to ascertain the relevant aspect of the objective.
- The information is delivered and shared with all the relevant authorities.
- Removal of all confusions and difference to determine the appropriate course of conduct towards implementation of objectives.
- Sought an agreement on the selection of a course of action through consensus.
- Invoke elements that contribute towards motivation, confidence, and group dynamics, which supplement the objective of the team, by encouraging moral investment (Johnson, 2005).
Team Dynamics: Elements
Team Dynamics can be achieved through the proper composition of the team, and allocation of appropriate roles. The series of productive meetings with the employees is likely to transpire Team Dynamics. All relevant team-building issues need to be satisfied and resolved to implement Team Dynamics. The organization has to clearly distinguish between the authorities who can make decisions; the organization has to precisely define the authority and limitations for each designation, to avoid any conflict of interest.
Team Dynamics: Issues
Following issues need to be settled to ascertain the team development through team dynamics.
Interdependence
The manager should ensure that the reformed structure of the company should be based on cooperative interdependence. The optimal outcomes can be achieved only through the mutual functioning of the team members. The classification of the objectives should be in terms of divisible and conjunctive tasks assigned to each member, and the member should experience interdependence.
Goal Specification
The team manager should familiarize the members with the team objectives, opportunities, and selection of the appropriate course. Such a technique is helpful to achieve the focus of the employees, and the employees also feel attached and linked to the team’s development. Communication barriers between the authorities must be avoided, to ensure a positive attitude from all the staff members.
Communication
The manager needs to ensure that effective interpersonal communication is practiced, through which smooth functioning can be guaranteed.
Cohesiveness
Above all, the team manager needs to ensure that the association among the team members is positively valued, and the approach and strategies of the team members are cohesive and supportive of each other’s support. Both, social cohesiveness and task cohesiveness should be practiced, social cohesive is based on the interpersonal attraction between the members, and this is considered to be an important contributor of Team Dynamics, ‘the patterns of interpersonal attraction within a team are a very prominent concern’ (McNeill, 2000). Task cohesiveness is based on the effective performance of the team which can be achieved through proper usage of skills and abilities of the team members. Team Dynamics can be also be achieved if the members are aware of another’s talents, this will help significantly towards the resolution of the next issue in an amicable manner.
References
McNeill, Bellamy & Burrows, Introduction to Engineering Design, Black Well Publishers. 2000.
Katzenbach, J.R. and Smith, D.K. The Wisdom of Teams. Harvard Business School Press. 1993.
Vern R. Johnson. Understanding and Assessing Team Dynamics. Engineer Online. IEEE Publications. 2005.