Organizational Structure can be defined as the formal and informal model of policies and regulations, within which an organisation arranges its lines of authorization and communications, and allocates rights and responsibilities. Organizational construction determines the mode and extent to which functions, power, and duties are delegated, controlled, and coordinated, and how information flows between degrees of direction. This construction depends wholly on the organisation ‘s aims and the scheme chosen to accomplish them. In a centralised construction, the determination doing power is concentrated in the top bed of the direction and tight control is exercised over sections and divisions. In a decentralised construction, the determination doing power is distributed and the sections and divisions have changing grades of liberty. An organisation chart illustrates the organisational construction [ 1 ] .
An illustration of organisational Structure as shown:
Fig 1.1 [ 2 ]
Organizational civilization is an thought in the field of Organizational surveies and direction which describes the psychological science, attitudes, experiences, beliefs and values ( personal and cultural values ) of an organisation. It has been defined as “ the specific aggregation of values and norms that are shared by people and groups in an organisation and that control the manner they interact with each other and with stakeholders outside the organisation. ”
This definition continues to explicate organisational values besides known as “ beliefs and thoughts about what sorts of ends members of an organisation should prosecute and ideas about the appropriate sorts or criterions of behaviour organisational members should utilize to accomplish these ends. From organisational values develop organisational norms, guidelines or outlooks that prescribe appropriate sorts of behavior by employees in peculiar state of affairss and command the behavior of organisational members towards one another. ”
Organizational civilization is non the same as corporate civilization. It is wider and deeper constructs, something that an organisation ‘is ‘ instead than what it ‘has ‘ . [ 3 ]
1.2 RELATION B/W ORGANIZATIONAL STRUCTURE AND CULTURE
The literature has suggested that construction and civilization in administrations exist in close alliance. Structure is one of the determiners of civilization ; conversely, civilization has been shown to hold an influence on the organizational construction and operational systems in an administration.
Both are mechanisms for the coordination of administrations: construction as an integration mechanism for organizational activities, and civilization as an integration mechanism concerned with behavior and values within administrations.
Administrations and persons need an apprehension of these mechanisms in order to pull off uncertainness in the face of ever-changing markets and concern conditions. An effectual alliance of construction and civilization provides a agency of acquiring people to work together to make strategic ends and achieve an administration ‘s vision.
Together they provide a focal point to enable administrations and persons to cut down uncertainness, variableness and ambiguity, so supplying a model for moving in a consistent mode. Structure and civilization have overlapping maps, but one mechanism is non needfully a replacement for the other. Both are needed.
The literature besides shows no 1 form or ‘right manner ‘ for the development of a relationship between construction and civilization. However, it offers many illustrations of this relationship generated by a scope of variable factors inside and outside administrations.
In one illustration, O’Neill, Beauvais and Scholl ( 2001 ) propose that different administrations face different jobs in cut downing organizational variableness. Variable structural factors such as the complexness of undertakings and the geographic dispersion of employees act to increase uncertainness. They demand different responses even within similar civilizations.
Similarly, differences in organizational civilization can explicate why administrations in the same industry, with similar constructions, can be rather different. This goes some manner to explicate why TAFEs, with similar constructions, and which exist in the same system, can still change widely in the manner they operate.
From another position, Hodge, Anthony and Gales ( 1996 ) observe that while an administration might ‘authorise ‘ a formal construction, an informal construction non needfully sanctioned by the administration besides exists. This informal construction, whose interactions are shaped by civilization and sub-cultures, comes about in portion because of ambiguity in the formal design or because of alterations in conditions the administration faces. This farther explains some of the operating variableness within RTO ‘s. [ 4 ]
1.3 FACTORS INFLUENCING EMPLOYEE PERFORMANCE AT WORK
It is the quality of the employee ‘s workplace environment that most impacts on their degree of motive and subsequent public presentation. How good they engage with the organisation, particularly with their immediate environment, influences to a great extent their mistake rate, degree of invention and coaction with other employees, absenteeism and, finally, how long they stay in the occupation. Many surveies have revealed that most employees leave their organisation because of the relationship with their immediate supervisor or director.
So, what are the workplace environment factors that need to be taken into consideration by any serious director? Described below are the cardinal factors and how each can be utilized by supervisors and directors to hike public presentation.
Workplace Performance Factors
Involve employees in puting meaningful ends and public presentation steps for their work. This can be done informally between the employee and their immediate supervisor or as portion of an organisation ‘s formal public presentation direction procedure. The key here is that each employee is actively engaged in the goal-setting procedure and takes ownership of the concluding agreed ends and steps.
Regularly feed back to employee ‘s information on how they are executing. This should dwell of both positive feedback on what the employee is making right every bit good as feedback on what requires betterment.
Work to guarantee that the function that the employee is required to execute is consistent with their outlooks on fall ining the organisation and any subsequent preparation. The organisation ‘s function outlooks are typically reflected in formal paperss, such as Job Descriptions and Role Specifications. These outlooks should be consistent with undertakings allocated by the employee ‘s immediate supervisor.
Many mistakes, defects and client ailments are the consequence of hapless procedure direction. Restrain the variableness of how work is really performed through documenting procedures and pass oning such outlooks to employees. Verify on a regular or random footing that the work is really performed in the manner required. Along with end scene, acquiring employees to assist specify and better procedures is a powerful chance for battle.
Determine what motivates your employees in peculiar and set up formal and informal constructions for honoring employees that behave in the manner required. Wagess may dwell of a mix of internal wagess, such as disputing assignments, and external wagess, such as higher compensation and equal acknowledgment.
Act as advocators for employees, assemblage and administering the resources needed by them in order for them to be able to make a good occupation. Immediate supervisors and directors need to expose the interpersonal accomplishments required to prosecute employees and heighten their assurance. This includes supplying positive encouragement for a occupation good done.
Make available to employees skilled and respected people to assist them execute better in their current function and to help them develop further into a future function. Mentors and managers may be internal to an organisation or external. Either manner, they will necessitate to possess the necessary facilitation accomplishments to help employees use bing Sillss and develop new accomplishments.
The huge bulk of employees take pride in their work and seek difficult to make a good occupation. Make certain that single work loads and organisational systems and procedures do non impede employees from using established accomplishments or from practising freshly learned accomplishments. Adequate clip and material resources need to be available to enable them to execute to the best of their ability.
Money is non a sufficient incentive in promoting the superior workplace public presentation required in today ‘s competitory concern environment. Directors and supervisors will necessitate to be comfy with working with the whole gamut of workplace factors that influence employee motive. Last but non least, to drive their organisations to top out public presentation directors and supervisors must set out forepart the human face of their organisation. Paramount here is the human-to-human interaction through supplying individualised support and encouragement to each and every employee [ 5 ]
2.1 ORGANIZATION THEORY PRINCIPLLES AND PRACTICES OF ORGANISING AND MANAGEMENT
Leadership is stated as the “ procedure of societal influence in which one individual can enlist the assistance and support of others in the achievement of a common undertaking. ” Definitions more inclusive of followings have besides emerged. Alan Keith of Genentech stated that, “ Leadership is finally about making a manner for people to lend to doing something extraordinary happen Tom DeMarc says that leading demands to be distinguished from posturing.
Contexts of leading
Leadership in organisations
An organisation that is established as an instrument or agencies for accomplishing defined aims has been referred to as a formal organisation. Its design specifies how ends are subdivided and reflected in subdivisions of the organisation. Divisions, sections, subdivisions, places, occupations, and undertakings make up this work construction. Therefore, the formal organisation is expected to act impersonally in respect to relationships with clients or with its members. Harmonizing to Weber ‘s definition, entry and subsequent promotion is by virtue or senior status. Each employee receives a salary and enjoys a grade of term of office that safeguards her/him from the arbitrary influence of higher-ups or of powerful clients. The higher his place in the hierarchy, the greater his presumed expertness in judging jobs that may originate in the class of the work carried out at lower degrees of the organisation. It is this bureaucratic construction that forms the footing for the assignment of caputs or heads of administrative subdivisions in the organisation and endows them with the authorization attached to their place. In contrast to the appointed caput or head of an administrative unit, a leader emerges within the context of the informal organisation that underlies the formal construction. The informal organisation expresses the personal aims and ends of the single rank. Their aims and ends may or may non co-occur with those of the formal organisation. The informal organisation represents an extension of the societal constructions that by and large characterize human life – the self-generated outgrowth of groups and organisations as terminals in themselves.
Leaderships emerge from within the construction of the informal organisation. Their personal qualities, the demands of the state of affairs, or a combination of these and other factors attract followings who accept their leading within one or several overlay constructions.
Leadership versus direction
Over the old ages the philosophical nomenclature of “ direction ” and “ leading ” have, in the organizational context, been used both as equivalent word and with clearly differentiated significances. Argument is reasonably common about whether the usage of these footings should be restricted, and by and large reflects an consciousness of the differentiation made by Burns ( 1978 ) between “ transactional ” leading ( characterised by eg accent on processs, contingent wages, direction by exclusion ) and “ transformational ” leading ( characterised by eg personal appeal, personal relationships, creativeness
Leadership by a group
In contrast to single leading, some organisations have adopted group leading. In this state of affairs, more than one individual provides way to the group as a whole. Some organisations have taken this attack in hopes of increasing creativeness, cut downing costs, or downsizing. A common illustration of group leading involves cross-functional squads. A squad of people with diverse accomplishments and from all parts of an organisation assembles to take a undertaking. A squad construction can affect sharing power every bit on all issues, but more commonly utilizations revolving leading. The squad member ( s ) best able to manage any given stage of the undertaking become ( s ) the impermanent leader ( s ) . Additionally, as each squad member has the chance to see the elevated degree of authorization, it energizes staff and feeds the rhythm of success. [ 6 ]
2.2 COMPARE DIFFERENT APPROACHES TO MANGEMENT AND THEORIES OF ORGANIZAING USED BY TWO ORGANIZATION
You should be able to:
Sum up the quantitative attack to direction
Describe the parts of the early organisational behaviour advocators
Explain the importance of the Hawthorne Studies to direction
Describe the effects of: globalisation, work force diverseness, entrepreneurship, e-business, demand for invention and flexibleness, quality direction, larning organisations, and knowledge direction
Academic Disciplines that Affected Management
Anthropology – work on civilizations and societal environments
Economicss – concern about the allotment and distribution of scarce resources
Philosophy – examines the nature of things
Political scientific discipline – consequence of political environment on persons and groups
Psychology – seeks to step, explain, and alteration human behaviour
Sociology – surveies people in relation to their fellow human existences
SCIENTIFIC MANAGEMENT F.W. Taylor – Principles of Scientific Management
Use of scientific methods to specify the “ one best manner ” for a occupation to be done
Position of bettering the productiveness and efficiency of manual workers
Applied the scientific method to shop floor occupations
Frank and Lillian Gilbert
Use of gesture images to analyze hand-and-body motions
Therbligs – categorization system for 17 basic manus gestures [ 7 ]
3.1 DIFFERENT LEADERSHIP STYLES AND THEIR EFFECTIVENESS
There are a figure of different attacks, or ‘styles ‘ to leading and direction that are based on different premises and theories. The manner that persons use will be based on a combination of their beliefs, values and penchants, every bit good as the organisational civilization and norms which will promote some manners and discourage others.
The Charismatic Leader gathers followings through dint of personality and appeal, instead than any signifier of external power or authorization [ 8 ] .
A Participative Leader, instead than taking bossy determinations, seeks to affect other people in the procedure, perchance including subsidiaries, equals, higher-ups and other stakeholders.
The inquiry of how much influence others are given therefore may change on the director ‘s penchants and beliefs, and a whole spectrum of engagement is possible, as in the tabular array below [ 9 ] .
& lt ; Not participative
Highly participative & gt ;
Autocratic determination by leader
Leader proposes determination, listens to feedback, so decides
Team proposes determination, leader has concluding determination
Joint determination with squad as peers
Full deputation of determination to team
When a determination is needed, an effectual leader does non merely fall into a individual preferable manner, such as utilizing transactional or transformational methods. In pattern, as they say, things are non that simple.
Factors that affect situational determinations include motive and capableness of followings [ 10 ] .
Yukl ( 1989 ) seeks to unite other attacks and identifies six variables [ 11 ] :
* Subordinate attempt: the motive and existent attempt expended.
* Subordinate ability and function lucidity: followings cognizing what to make and how to make it.
* Organization of the work: the construction of the work and use of resources.
* Cooperation and coherence: of the group in working together.
* Resources and support: the handiness of tools, stuffs, people, etc.
* External coordination: the demand to join forces with other groups.
The transactional leader works through making clear constructions whereby it is clear what is required of their subsidiaries, and the wagess that they get for following orders. Punishments are non ever mentioned, but they are besides well-understood and formal systems of subject are normally in topographic point [ 12 ] .
Transformational Leadership starts with the development of a vision, a position of the hereafter that will excite and change over possible followings. This vision may be developed by the leader, by the senior squad or may emerge from a wide series of treatments. The of import factor is the leader buys into it, hook, line and doughnut [ 13 ] .
The Quiet Leader
The attack of quiet leaders is the antithesis of the authoritative charismatic ( and frequently transformational ) leaders in that they base their success non on self-importance and force of character but on their ideas and actions [ 14 ] .
In ‘personal humbleness ‘ they put the wellbeing of others before their ain personal demands, for illustration giving others recognition after successes but taking personal duty for failures [ 14 ] [ 15 ] .
The servant leader serves others, instead than others functioning the leader. Serving others therefore comes by assisting them to accomplish and better.
There are two standards of servant leading:
The people served grow as persons, going ‘healthier, wiser, more independent and more likely themselves to go retainers ‘ ( Greenleaf, 1977 ) [ 16 ] .
The extent to which the leading benefits those who are least advantaged in society ( or at least does non disfavor them ) .
Spears ( 2002 ) lists: hearing, empathy, healing, consciousness, persuasion, conceptualisation, foresight, stewardship, committedness to growing of people, and edifice community [ 17 ] .
EFFECTIVENESS OF LEADERSHIP
A leader is a individual who influences a group of people towards a specific consequence. It is non dependent on rubric or formal authorization.
Leaderships are recognized by their capacity for caring for others, clear communicating, and a committedness to prevail [ 18 ] .
An person who is appointed to a managerial place has the right to command and implement obeisance by virtuousness of the authorization of his place. However, she or he must possess equal personal properties to fit his authorization, because authorization is merely potentially available to him.
In the absence of sufficient personal competency, a director may be confronted by an emergent leader who can dispute her/his function in the organisation and cut down it to that of a front man. However, merely authorization of place has the backup of formal countenances. It follows that whoever wields personal influence and power can legalize this lone by deriving a formal place in the hierarchy, with commensurate authorization [ 19 ] .
Leadership can be defined as one ‘s ability to acquire others to willingly follow. Every organisation needs leaders at every degree [ 20 ] .
3.2 MOTIVATIONAL THEORIES
Motivation is to animate people to work, separately or in groups in the ways such as to bring forth best consequences. It is the will to move. It is the willingness to exercise high degrees of attempt towards organisational ends, conditioned by the attempts and ability to fulfill some single demand.
Motivation is acquiring person to make something because they want to make it. It was one time assumed that motive had to be injected from outside, but it is now understood that everyone is motivated by several differing forces.
Motivation is a general term applied to the full category of thrusts, desires, demands, wants and similar forces. To state that directors motivate their subsidiaries is to state that they do those things which they hope will fulfill these thrusts and desires and bring on the subsidiaries to move in a coveted mode.
In the induction a individual starts experiencing lackness. There is an rousing of demand so pressing, that the carrier has to venture in hunt to fulfill it. This leads to creative activity of tenseness, which urges the individual to bury everything else and cater to the aroused demand foremost. Because of the public presentation of the activity satisfaction is achieved which than relieves the tenseness in the single [ 21 ] .
Some of the theories that are used for the motive procedure are discussed as under [ 22 ] .
1. Jeremy Bentham ‘s “ The Carrot and the Stick Approach ” :
Bentham ‘s position was that all people are self-interested and are motivated by the desire to avoid hurting and happen pleasance. Any worker will work merely if the wages is large plenty, or the penalty sufficiently unpleasant. This position – the ‘carrot and stick ‘ attack – was built into the doctrines of the age and is still to be found, particularly in the older, more traditional sectors of industry.
For centuries, nevertheless, they were excessively frequently thought of as the lone forces that could actuate people. At the same clip, in all theories of motive, the incentives of some sort of ‘carrot ‘ are recognized. Often this is money in the signifier of wage or fillips
2. Abraham Maslow ‘s “ Need Hierarchy Theory ” :
One of the most widely mentioned theories of motive is the hierarchy of demands theory put away by psychologist Abraham Maslow. Maslow saw human demands in the signifier of a hierarchy, go uping from the lowest to the highest, and he concluded that when one set of demands is satisfied, this sort of demand ceases to be a incentive.
As per his theory these demands are:
( I ) Physiological demands:
Food, H2O, heat, shelter, slumber, medical specialty and instruction are the basic physiological demands which fall in the primary list of need satisfaction.
( two ) Security or Safety demands:
These are the demands to be free of physical danger and of the fright of losing a occupation, belongings, nutrient or shelter. It besides includes protection against any emotional injury.
( three ) Social demands:
Peoples try to fulfill their demand for fondness, credence and friendly relationship.
( four ) Esteem needs:
Harmonizing to Maslow, one time people begin to fulfill their demand to belong, they tend to desire to be held in esteem both by themselves and by others. It includes both internal regard factors like self-respect, autonomy and accomplishments and external regard factors such as provinces, acknowledgment and attending.
( V ) Need for self-actualization:
It is the thrust to go what one is capable of going ; it includes growing, accomplishing one ‘s possible and self-fulfilment. It is to maximise one ‘s possible and to carry through something.
3. Theory X and Theory Y ” of Douglas McGregor:
McGregor, in his book “ The Human side of Enterprise ” states that people inside the organisation can be managed in two ways. The first is fundamentally negative, which falls under the class X and the other is fundamentally positive, which falls under the class Y.
On analysis of the premises it can be detected that theory X assumes that lower-order demands dominate persons and theory Y assumes that higher-order demands dominate persons. An organisation that is run on Theory X lines tends to be autocratic in nature, the word “ autocratic ” suggests such thoughts as the “ power to implement obeisance ” and the “ right to command. ” In contrast Theory Y organisations can be described as “ participative ” , where the purposes of the organisation and of the persons in it are integrated ; persons can accomplish their ain ends best by directing their attempts towards the success of the organisation.
4. Contributions of Elton Mayo:
The work of Elton Mayo is famously known as “ Hawthorne Experiments. ” He conducted behavioral experiments at the Hawthorne Works of the American Western Electric Company in Chicago. Although this research has been criticized from many angles, the cardinal decisions drawn were:
* Peoples are motivated by more than wage and conditions.
* The demand for acknowledgment and a sense of belonging are really of import.
* Attitudes towards work are strongly influenced by the group.
5. The Porter and Lawler Model:
Lyman W. Porter and Edward E. Lawler developed a more complete version of motive depending upon anticipation theory.
Actual public presentation in a occupation is chiefly determined by the attempt spent. But it is besides affected by the individual ‘s ability to make the occupation and besides by person ‘s perceptual experience of what the needed undertaking is.
6. Equity Theory:
As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the wages construction as being just or unjust, comparative to the inputs. Peoples have a inclination to utilize subjective judgement to equilibrate the results and inputs in the relationship for comparings between different persons. Consequently:
If people perceive that they are rewarded higher, they may be motivated to work harder.
7. Reinforcement Theory:
Skinner provinces that work environment should be made suited to the persons and that penalty really leads to defeat and de-motivation. Hence, the lone manner to actuate is to maintain on doing positive alterations in the external environment of the organisation.
8. Goal Puting Theory of Edwin Locke:
The end puting theory provinces that when the ends to be achieved are set at a higher criterion than in that instance employees are motivated to execute better and set in maximal attempt. It revolves around the construct of “ Self-efficacy ” i.e. person ‘s belief that he or she is capable of executing a difficult undertaking.
MOTIVALTIONAL THEORY AND MANAGEMENT PRACTICE
The occupation of a director in the workplace is to acquire things done through employees. To make this the director should be able to actuate employees. But that ‘s easier said than done! Motivation pattern and theory are hard topics, touching on several subjects [ 23 ] .
Human nature can be really simple, yet really complex excessively. An understanding and grasp of this is a requirement to effectual employee motive in the workplace and hence effectual direction and leading.
The conventional below indicates the possible part the practical application of the rules this paper has on cut downing work content in the organisation.
Motivation is the cardinal to public presentation betterment
There is an old expression you can take a Equus caballus to the H2O but you can non coerce it to imbibe ; it will imbibe merely if it ‘s thirsty – so with people. They will make what they want to make or otherwise motivated to make.
Are they born with the self-motivation or thrust? Yes and no. If no, they can be motivated, for motive is a accomplishment which can and must be learnt. This is indispensable for any concern to last and win.
Performance is considered to be a map of ability and motive, therefore:
* Job public presentation =f ( ability ) ( motive )
Ability in bend depends on instruction, experience and preparation and its betterment is a slow and long procedure. On the other manus motive can be improved rapidly. As a guideline, there are loosely seven schemes for motive.
* Positive support / high outlooks
* Effective subject and penalty
* Treating people reasonably
* Satisfying employees demands
* Puting work related ends
* Restructuring occupations
* Base wagess on occupation public presentation
These are the basic schemes, though the mix in the concluding ‘recipe ‘ will change from workplace state of affairs to state of affairs. Basically, there is a spread between an person ‘s existent province and some coveted province and the director tries to cut down this spread.
Motivation is, in consequence, a agencies to cut down and pull strings this spread. It is bring oning others in a specific manner towards ends specifically stated by the incentive [ 23 ] .
4.1 NATURE OF GROUP AND GROUP BEHAVIOUR
A little aggregation of people who interact with each other, normally face to face, over clip in order to make ends
The size of the group can change from three people to seven to 20. Normally the smallest figure is considered which is capable of executing the undertaking
TYPES OF GROUPS & A ; BEHAVIOUR
Groups come in many signifiers, forms, and sizes. Most directors belong to several different groups at the same clip, some at work, some at community, some officially organized, and some informal and societal in nature. The most basic manner of placing types of groups is to separate between [ 24 ] :
The organisation ‘s directors to carry through ends and serve the demands of the organisation intentionally make formal groups. The major intent of formal groups is to execute specific undertakings and achieve specific aims defined by the organisation.
The most common type of formal work group consists of persons collaborating under the way of a leader. Examples of formal groups are sections, divisions, taskforce, undertaking groups, quality circles, commissions, and boards of managers.
Informal groups in organisations are non formed or planned by the organisation ‘s directors. Rather, they are self-created and germinate out of the formal organisation for a assortment of grounds, such as propinquity, common involvements, or demands of persons. It would be hard for organisation to forbid informal working relationships from developing.
Informal groups develop of course among an organisation ‘s forces without any way from direction. One cardinal factor in the outgrowth of informal groups is a common involvement shared by its members. For illustration, a group of employees who band together to seek brotherhood representation may be called an involvement group
4.2 FACTORS FOR EFFECTIVE TEAMWORK
Whether in the workplace, or in athleticss, or amongst members of a community, effectual teamwork can bring forth extraordinary consequences. However, that is easier said than done, for, effectual teamwork does non go on automatically.
There are a figure of factors that are required to cling together, working seamlessly, for an effectual squad to develop and work. So, what makes an effectual squad?
Well, given below are some of the factors that are critical for constructing a good squad that works successfully [ 25 ] :
Specifying Clear-cut Roles
Making Procedures for Conflict Resolution
Puting a Good Example
Good Leadership: One of the most of import facets of effectual teamwork is effectual leading. This means that the squad leader should hold the accomplishments to make and keep a on the job civilization that is positive. This helps to actuate and even animate the squad members to acquire involved in making an environment where there is a positive attack to work, along with high degrees of committedness.
Effective Communication: It goes without stating that communicating is a critical factor of interpersonal interaction, and the really term ‘teamwork ‘ represents interpersonal interaction. Hence, one of the cardinal facets of effectual teamwork is unfastened communicating, wherein it enables the members of the squad to joint their feelings, show their programs, portion their thoughts, and understand each other ‘s point of views.
Specifying Clear-cut Functions: It is necessary for squads to cognize clearly what their intent is, what function each member of the squad has to play, what each individual is responsible for, what is non within their range, and the resources they have to accomplish their ends. The squad leader can enable this by specifying the intent in a distinct mode up forepart.
Making Procedures for Conflict Resolution: No affair how good a squad may be, struggles will inevitable happen some clip or the other. The best manner to counter this is to hold structured methods of deciding them. Team members should hold a manner of showing their sentiments without fright of doing discourtesy to anyone.
Puting a Good Example: And eventually, effectual teamwork can merely come about when the squad leader sets a good illustration, which can be emulated by the squad members. In order to maintain the squad committed, positive, and motivated, the squad leader himself/herself has to hold all these qualities and do it evident that he/she does.
4.3 IMPACT OF TECHNOLOGY ON TEAM Operation
The usage of new engineerings can better and in some instances hinder squad operation.
As engineering alterations squads must update and keep their cognition in order to work efficaciously [ 26 ] .
Technologies which have improved squad maps
E-mail allows asynchronous communicating which means squad members do non necessitate to be in the same topographic point at the same clip in order to pass on efficaciously. E-mail besides has it ‘s negative facets in footings of pull offing e-mail and the abuse of electronic mail.
Mobile phones allow squads to pass on even when squad members are out of the office, on the route or otherwise unavailable. Sometimes holding ever entree to team members can impede squad operation.
Phone engineerings such as blackberry and 3G informations cards allow squad members to work and pass on remotely and this out in the field or with clients.
Groupware enables squads to be after meetings, collaborate, depute all within a practical environment which can frequently be accessed remotely from anyplace in the universe.
Personal computing machines allow squad members to transport out assorted undertakings and pass on more efficaciously. Laptop computing machines allow you to make this anyplace. They are now lighter, more powerful and a longer battery life. Personal Digital Assistants ( PDA ) now have much of the same functionality as their bigger cousins, but are smaller, more portable and have a longer battery life. Many PDAs now have wifi as criterion and some are besides phones ( and some phones have many PDA characteristics ) .