Group Dynamics and Organizational Commitment | Môn Organizational behavior - Đại học Kinh Tế Quốc Dân

lOMoAR cPSD| 58675420 1.
What is the relationship of “group norms”, “group cohesiveness”,
and“group productivity”?
The relationship between group productivity and group cohesiveness directly depends on the
presentation-related standards. A firm gathering will be more useful than a less cohesive
group when presentation-related standards are high. However, if performance-related
guidelines are low and cohesiveness is high, usefulness will be low.
If performance principles are high and cohesiveness is low usefulness increases. Nonetheless,
usefulness is low in high cohesiveness-exclusive requirements conditions. Therefore, when
performance-related standards and cohesiveness is low, productivity will generally fall into the low to direct reach. 2.
What can a manager do to encourage group cohesiveness? The
managersmight try one or more of the following suggestions:
1. CAST A TEAM VISION AND REMIND THE TEAM OF IT OFTEN
As a team leader, never underestimate the power of a strong vision. Casting a vision, or
visioning means helping people see what you see. It means giving team members a reason
"why." Why is the work you are doing valuable? What will be made possible by doing it? A
Harvard Business School professor explained that "unless you win support for your ideas, big
ideas never seem to take hold or have the impact you want. Our research has shown that 70%
of all organizational change efforts fail, and one reason for this is [leaders] don't get enough
buy-in, from enough people, for their initiatives and ideas."
By taking the time to cast a team vision from the get-go, you give individuals a sense of
purpose, but as the leader, you then have something to unite and align team members around
through the highs and lows of teamwork.
2. MAKE EVERYONE'S ACCOUNTABILITIES AND RESPONSIBILITIES KNOWN
Team cohesion relies on individuals feeling like they are "in it together" and that everyone on
the team is carrying their weight. As a team leader, you can promote this by intentionally
defining the accountabilities and responsibilities of every team member and then sharing them
with the entire team. Doing so creates a sense of dependability within the group, which is one
of the characteristics of a high-performing team, according to Google's Project Aristotle.
On top of that, it creates a team culture of transparency and interconnectedness that encourages
team members to hold each other accountable and help one another when a setback or problem
arises, all of which positively contribute to team cohesion.
3. TAP INTO YOUR TEAM MEMBER'S DIVERSE STRENGTHS
Biases, whether they are conscious or unconscious, can derail team cohesion. One way to
counteract these biases is to unite the team around each other's unique strengths as the team leader.
According to a study published in the book Helping People Change, doing so "triggers
hormones that essentially stimulate people to be more creative, more positive, and engaged,
enabling them to grow and change."
In other words, it's well worth the time and effort to identify the strengths of the individuals on
your team and explain to the group as a whole why having them will help everyone achieve the team goal.
3. How do jobs designs influence motivation lOMoAR cPSD| 58675420
Job designing is the process of assigning tasks to a particular job by equally considering the
interdependency of those tasks with the other jobs. Job design practices can influence the work
motivation and the performance of the employees by increasing the work efficiency through
job specialization. Job design has always played a vital role and one of the most effective tools
in maximizing the performance of the employees.
• A well-designed job design will help increasing employee involvement and satisfaction
and motivates them to perform well by giving their best to their work.
• It helps employees to become highly productive and increases their loyalty towards the organization as well.
• Designing an effective job design helps bringing the involvement of an employee in his
work-related activities which helps in forecasting the employee output, departmental
productivity and company’s success.
Research shows that there are five job components that increase the motivating potential of a
job: skill variety, task identity, task significance, autonomy, and feedback.
• Skills: People will be more motivated if they are using a variety of skills in their
positions, rather than one thing repeatedly. • Tasks
o Employees are motivated to complete tasks if they identify with them andhave
seen them through from start to finish.
o When employees feel that their work is significant to their organization, they are motivated to do well
• Autonomy: Employees like to be able to make decisions and have flexibility in their
roles. Most employees will have lowered motivation if they feel they have no freedom or are being micromanaged.
• Feedback: Employees need feedback (both positive and negative) in order to stay motivated.
• The quality of life in a total job and work environment: The elements included in
‘quality of life’ include open communication equitable reward system, employees’ job
security and satisfaction, participative management, development of employee skill, etc.
Since a significant amount of one’s life is spent at work, jobs need to provide satisfaction for
sustained interest. By designing jobs that encompass all of the core characteristics, you can
help increase employee motivation, in turn improving performance.
4. What is the link between motivation, performance and rewards?
One of the most fundamental concerns of reward management is how high levels of
performance can be achieved by motivating people. The development of a performance culture
is a typical aim of reward strategy. It is therefore necessary to understand the factors that
motivate people and how, in the light of these factors, reward processes and practices can be
developed that will enhance motivation, job engagement, commitment and positive discretionary behavior.
• Performance - reward and reward - motivation o When employees have done their
hard work and have high performance, the company should keep their motivation to
nurture long-term productivity by rewarding them. Employees should perform well to
be rewarded and the approach designed for this is “Pay for Performance”. Apart from the base pay, lOMoAR cPSD| 58675420
which is based on the job description, a variable pay should be announced for
outstanding performances. o Although the pay raise motivates the employees to an
extent, ultimately they want them to be appreciated and recognized in society for
their work, here comes the employee recognition program. Many employees
become less committed to work not because of their low pay structure, but of the lack of recognition.
-> Both types of reward systems should be ensured for higher motivation, retention,
engagement, and job satisfaction.
 Motivation - performance
There is a positive relationship between employee motivation and employee performance.
Research shows that a highly motivated employee has a higher level of employee performance
while the opposite is true. To improve performance, human resource department must find
creative ways to keep people motivated in the workplace.
Managers can play a key role by having great in-depth understanding of the linkages between
motivation, performance and rewards to help their workers stay motivated on the job. This is
because the process of motivation requires more than just the provision of adequate rewards. It
encompasses other equally vital elements:
o Creating an Enabling Environment: When the work environment is not
conducive, or there exists negative attitude, it becomes difficult for employees
to be motivated. It is essential that managers are advised to ensure that
behaviours are either rewarded or punished in a timely manner.
o Communication is very essential to keeping employees motivated and helps in
maintaining a ‘motivated culture’ in the workforce. there is the need for
managers to put in ‘a system of regular staff appraisals and stresses that it is
crucial to clearly articulate what the objectives of the business are’.
o Role Clarification: role clarity is ‘the degree to which employees perceive that
required information is provided about how the employee is expected to
perform his or her job’. They note that such employees are more likely to be
committed and motivated to work than those who perceive ambiguity in their
job functions or that their roles have not been adequately clarified
o Participation in Decision Making: This is the degree to which employees
perceive that their input with regard to decision making is valued or that they
are able to influence decisions at the workplace especially with regards to their job functions.
o Feedback: is important to note that the effect of feedback on employee
motivation is heightened when it is specific rather than generalized and given
in a timely manner. This allows the employees to focus on areas which require improvement.
5. Can you think of a particular company or type of industry that tends
toward a mechanistic design? What advantages and disads could you see if
that organization or industry were to adopt a more organic design form?
A mechanistic design is characterized by bureaucracy. It's a more formal and centralized
structure and fits organizations operating in more stable environments. An example of the
mechanical design is the learning institutions. The organic design structure is more flexible and lOMoAR cPSD| 58675420
one with the ability to adapt to changes. It's defined by decentralized decision making and less job specialization.
Advantages of the organic to mechanistic design include: i.
Increased efficiency; employees have the opportunity to think freely since less formal
rulesapply. They are empowered to operate independently and hence this ability to work on
individual efficiency, which reflects on the company's productivity. ii.
Promotes cooperation; organic design fosters teamwork. The teams formed base on
theemployees' skills, which encourages collaboration in the workplace, unlike in a mechanical
design where teamwork is limited due to the set rules. iii.
Promotes efficient communication; with less emphasis on formality,
communicationbecomes two-way traffic. In organic design, communication is effective
because of the free flow of information between the management and the subordinates, making performance effective.
The organic design also has its side of disadvantages as listed below:- i.
Expensive to maintain; an organic structure entails specialists in different
fields.Management, therefore, has to incur more cost compensating these specialists and hence
becomes costly to keep in the long run. ii.
Brings on complexity in decision making; decision making in an organic structure
iscomplicated since it involves the participation of every organizational member.
Disagreements in the process may slow down crucial decisions for the organization, leading to loss of business. iii.
Lack of coordination and control; each team member operates independently, and if
thereis a lack of team spirit, more investment is required to manage the diversity of the team
members. If team members are unskilled and irresponsible, it poses a challenge in performance
control, which might affect the organization's performance
6. What are possible antecedents and consequences of organizational
commitment? What implications does it have for management? 1.
Age: Older employees have a higher degree of OC. This hypothesis is based upon the
premise that older employees view their past years of service to the organisation as an
investment, and will have the perception that it would be more difficult for them to be job
mobile. Therefore they would tend to be more committed to the organisation 2.
Gender: Females tend to have a higher degree of OC. This hypothesis is based upon
the premise that women have to overcome more barriers than men to gain acceptance.
Therefore once they gain acceptance, they tend to be more committed to the organisation. 3.
Education: The lower the education standard the higher degree of OC. This hypothesis
is based upon the premise that lower educated employees have less job options and
opportunities than the more educated ones. lOMoAR cPSD| 58675420 4.
Position: The higher the position in the organisational hierarchy the higher the degree
of OC. This hypothesis is based upon the premise that workers who have attained a high
position in the organisational hierarchy tend to be satisfied with their conditions of work and
pay. Thus they tend to be more committed to the organisation. 5.
Marital Status: Married employees tend to have a higher degree of OC. This
hypothesis is based upon the premise that married employees, as bread winners of the family
unit, tend to be more sociably stable than their single counterparts. Thus they tend to be more
committed to the organisation. 6.
Personality: The degree of OC is dependent on personality characteristics. This
hypothesis is based upon the premise that personality preferences have a bearing upon the
extent of an employee’s level of OC. It is contended that extraverted and introverted
personalities tend to view their working environment differently, thus their level of OC is bound
to be different. Organizational commitment regulates and builds relationships in the
organization. At the same time, it creates more supports in the work process of employees
through intermediary relationships between management levels and employees. On this basis,
it promotes work motivation and performance.
Managers could benefit from understanding the predictors of committed manpower because
they can initiate the interventions when the problem exists. They can adopt, for example,
the appropriate leadership behaviour in order to improve the level of organizational
commitment and, in turn, the levels of job satisfaction and job performance. Research
shows that understanding organizational commitment can provide insight into how
organizational commitment is related to the intentions to leave. 7.
You have been assigned to a class project with five other students,
noneof whom you have met before. To what extent would team cohesion
improve your team’s performance on this project? What action would you
recommend to build team cohesion among student team members in this situation?
Team cohesion improve your team’s performance on this project
• Team cohesiveness improve your team’s performance
• The group members stay together, remain organized and integrated and are more committed to the common goal.
• Retain bonds linking to one another and to the whole group and consider them as one enity
• Team cohesiveness focus on process, having good motives, decisions and strategies,
and good morale, deep loyalty and team contribution is also high and respect each other Build team cohesiveness
• Make the group understand the importance of teamwork
• Teach the group with team work skills like sharing responsibilities, time management
and also to tackle disagreement
• Team building activities – works to better relationship, communication, good and bad
behaviours, creating group name and logo.
• Forming a group to enjoy working together but it should also be in a way to learn group activities lOMoAR cPSD| 58675420
• Goals and objectives should be very clear with reasons and complex steps should be simplified
• Based on the goals the roles for each member of the team should be assigned
• Every step should be documented to have a clear understanding of the project
• Reports should be collected with all the references and also have regular feedback sessions
• Track for each and every students performance to make sure the contribution of each individual in true
• Evaluate the project development by having assessments
• Celebrate the success of the project by rewards which would motivate for the next upcoming project 8.
Select a group which you know well or you are a member of.
Answeringthe following questions:
(a) What is your group’s size, composition, function, and status?
(b) How do these factors affect its operation and outcomes?
(c) What formal rules and informal norms does the group use to control
itsmembers’ behavior? Answer: (a) Group Size : 5 Composition : Students
Function : To write assignment and present the case
Status : Informal group of students (b)
The group was an informal set of students. At the start of the group formation, each student
was assigned his duty in the group and also given a deadline to complete it. Since there was no
hierarchy in the group, everyone shared their ideas and suggestions freely. (c )
Some of the rules followed are
a. Meet every week to discuss the progress or bottlenecks of completing the project
b. Everyone should help each other in case there is a issue
c. Everyone should contribute his share of the project 9. CORE VALUES Definitions: •
Company values (also called corporate values or core values) are the set of guiding principles
and fundamental beliefs that help a group of people function together as a team and work toward
a common business goal. These values are often related to business relationships, customer
relationships, and company growth. •
Values: basic convictions about what is right, good or desirable •
Value system: ranks values in terms of intensity •
Two kinds of value: Terminal (Desirable end-states of existence), Instrumental values lOMoAR cPSD| 58675420
(preferred modes of behavior or means of achieving terminal values)
The importance of company core values:
Corporate culture is hard to manufacture. It’s formed over time through company traditions, events, and
daily interactions between people on your team. Those well-worn paths eventually create what becomes
company culture, and they play a part in motivating people to do their best work.
During ordinary times, your company culture might revolve around in-person engagement activities:
happy hours, office lunches, impromptu coffee chats, etc. But in a virtual workplace, it’s harder for
those well-worn paths to form. The fun activities, serendipitous interactions, and idle non-work related
chatter that serve to boost morale and keep people moving together are often absent on a remote team.
That’s why core values being clearly articulated as a values statement are even more critical for virtual teams.
Core values light the way for your team. They tell employees, prospects, and customers who you are as
a company. And if your team doesn’t know who you are or what you’re about, then they’re not going
to be able to effectively represent your brand. •
Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures •
influence our perception of the world around us •
represent interpretations of right and wrong •
imply that some behaviors or outcomes are preferred over others
How to distribute core values among companies?
1. Recognize employees for demonstrating core values.
When you empower employees to reward and recognize others for living your company’s core values,
those values will become more tangible. Recognition allows you to highlight your values in terms of
real, everyday behaviors – not aspirational concepts.
Create a recognition program where employees can easily recognize, spotlight, and reward examples of
your values in action. Recognition is powerful, especially when it’s tied to specific behaviors. Platforms
like Cooleaf make it easy to create a custom recognition platform based on your values.
2. Frequently communicate your core values to current employees.
In a physical office environment, core values usually appear on the walls around the office. But in a
virtual environment, it’s important to find other ways to keep the values top-of-mind. Whether you post
your values on your company intranet page or share them in your weekly newsletter, keep your core
values front and center by bringing them into your day-to-day communication.
3. Bring core values into employee hiring, onboarding, ongoing development, and retention.
Hiring managers should always list company values on career pages and evaluate new job candidates
based on your company values. The goal here is to attract candidates who share your values and deter
those who don’t. In addition, by evaluating candidates along the lines of company core values, it’s easier
to qualify whether candidates are a “culture fit” or not.
After hiring a new employee, be sure to introduce the core values early and demonstrate their
importance. Share videos, flyers, and resources to help them get to know your values.
And remember: even if employees know what your core values are, they also need to understand what
they mean. From hiring to ongoing employee development, core values need to be reinforced and
repeated through training and development.
The good news is that there are lots of creative and fun ways to engage team members with your values.
For example, you could choose one value to focus on each month and ask team members to submit lOMoAR cPSD| 58675420
examples of this value in action. Then, share these stories at your next all-hands meeting. Or, host a
virtual trivia party and include questions about your core values. Answering trivia questions can help
employees expand and deepen their knowledge without much effort required. Example of Company’s value Nike
Nike uses a simple mission statement (“Bring Inspiration And Innovation To Every Athlete* In The
World *If You Have A Body, You Are An Athlete.) alongside a shortlist of values: •
We dare to design the future of sport •
A team that’s empowered, diverse and inclusive • The world is our community •
A fair sustainable future for every athlete Apple
Apple lists their company values on the footer of every page on their website: • Accessibility  Education • Environment • Inclusion and Diversity  Privacy • Supplier Responsibility Volkswagen
VW developed their company values with the involvement of staff across the world: • Genuine • Courageous • Customer-oriented • Efficient • Mindful  Together 10. CULTURE
Netflix’s culture and its environment def: The way individuals feel about the work they do,
the values they uphold, the direction they see the organization take, and the steps they are taking
to get there are all factors involved in culture. These characteristics collectively define an
organization's character, and the health of the working environment, which impactfully affect
one employee's motivation to prolong the position. Therefore, CEOs must take care of the
company's culture and run it responsibly.
Many Netflix workers are delighted with the company's culture of "freedom and
responsibility," such as the company's zero-expense policy or their ability to sign contracts.
Netflix executives believe that when they completely trust their staff and rely on them to make sound decisions, they will.
Employees are the decision-makers
This aligns with Netflix’s “people over process” approach to its organizational culture.
A common perspective of people about doing leadership: Leaders always have to make
decisions. However, at Netflix, it is a different story, as employees are the main team players. Transmission: General transmission: • Lead by example •
Introduce Them to Team Rituals and Traditions ASAP •
Make Communication Culture a Part of the Training Process lOMoAR cPSD| 58675420 •
Check-in to Ensure They’ve Got It Specific of Netflix •
Netflix encourages its employees to “make wise decisions despite ambiguity.” The
company empowers its team members not only to make the decision but to do so “based
on the long-term, not near term.” •
Employees “identify root causes, and get beyond treating symptoms.” In a world that
is low on time, addicted to busyness, and distracted by mobile phone notifications,
Netflix will have none of it. The company encourages its staff to take the time first to
be creative—to ensure options, ideas and opportunities are properly dreamed up—and
then it moves into judicious decision-making for the long-term. •
Reed Hastings, Netflix’s CEO, also insists that employees from all levels have access
to information, other decisions and ideas. Nothing gets hoarded. He said, “What we’re
trying to do is build a sense of responsibility in people and empower them to do things.” •
Netflix's leadership bodies do not usually need to micromanage or micro-check because
they want their employees to be the ones who "own" their work, not them. By doing
that, employees also gradually increase their responsibility for completing their tasks
How are culture values transmitted through rituals, stories, symbols 1. Customs and services
Customs and services allude to dreary examples which stress associations esteem and centre
practices for sure an organization represents. These might be formal or casual work rehearses
that are regularly known as how things finish or more express standards that oversee how
individuals work. Regardless, to make a solid culture, set guidelines that are remarkable to your association.
Assuming work rehearses are exceptionally organized and people are task-driven rather than
result-driven, societies can once in a while appear to be various levelled or inflexible with no
place for experimentation or advancement. How an organization trains workers to give and get
criticism or how it teaches individuals on things like segregation sends a solid message on what
the organization rely on. Ceremonies and practices of learning and improvement can be
accomplished using miniature figuring out how to encourage a culture of ceaseless development. 2. Material and social images
Images fill in as a portrayal of an associations culture, further imparting a feeling of personality
and drive-in representatives. Images generally speak with those in the association through
implicit messages. Images can be knowledgeable about the type of organization logos and
marking, informing on office dividers, office meeting room names, work titles. 3. Hierarchical saints
Hierarchical bosses or regularly alluded to as saints allude to those in the association who act
in a model way, of which different representatives ought to follow after accordingly. Having
these figures as good examples in a learning association is significant for the persistent
direction of representatives in a positive way.
Ways representatives learn culture in an association - Organizational legends 4. Language lOMoAR cPSD| 58675420
Language is regularly utilized by associations as a method for portraying their remarkable voice
and distinguishing those inside it. Having a particular language establishes the vibe for the
degree of custom inside the association.
We observe that utilizing predictable language in learning and preparing materials can truly
drive the association's view of the customs inside the association and how individuals
accidentally treat others. Language like we and us, if reliably utilized, can truly drive a culture
of inclusivity and stress the attention being in a group rather than a person. Preparing workers
in how to be cooperative people can additionally underline the significance to representatives. 5. Stories
Hierarchical stories are regularly founded on noteworthy previous occasions that are over and
again discussed and imparted to different workers especially new starters. These accounts can
incorporate stories or occasions identifying with originators, overcomes, victories, and
disappointments of the association. Values are frequently built up through the re-recounting
stories, as is the thing that workers ought to and ought not to do.
Joining a story plan into your learning mediations can be an extremely amazing asset to outfit
your representatives with genuine instances of the right conduct. Narrating is most normally
tracked down while articulating the historical backdrop of the association for new starters.
11. How does equity theory explain motivation and behavior, and how can
equity theory be used to diagnose and improve
Employee motivation depends on their perception of how fair is the compensation and
treatment for their work input. Equity Theory states that employees perceive what they get from
a job situation (outcomes) about what they put into it (inputs) and then compare their inputs-
outcomes ratio with the inputs- outcomes ratios of others.
The equity theory of motivation describes the relationship between the employee’s perceptions
of how fairly is he being treated and how hard he is motivated to work. J. Stacy Adams developed equity theory.
This theory is based on the following two assumptions about human behavior: 1.
Individuals make contributions (inputs) for which they expect certain outcomes
(rewards). Inputs include such things as the person’s past training and experience, special
knowledge, personal characteristics, etc. Outcomes include pay, recognition, promotion,
prestige, fringe benefits, etc. 2.
Individuals decide whether or not a particular exchange is satisfactory, by comparing
theirinputs and outcomes to those of others, in the form of a ratio. Equity exists when an
individual concludes that his/her own outcome/input ratio is equal to that of other people.
12. Discuss the advantages and disadvantages of having a high level
ofdecentralization when designing an organizational structure for a
company. What should companies consider when determining the degree of
decentralization? ADVANTAGES: •
The motivation of Subordinates: Decentralization improves the level of job satisfaction
as well as employee morale, especially amongst the lower level managers. lOMoAR cPSD| 58675420 •
Growth and Diversification: Under decentralization, every single product division
attains sufficient autonomy to exercise its creative flair. In this way, the top-level
management can create healthy competition amongst different divisions. • Quick Decision Making •
Middle and lower-level managers receive the opportunity to prove their managerial
efficiency, thus providing motivation to improve their performance. •
Better Supervision And Control DISADVANTAGES: •
Difficult To Co-Ordinate in overall activities •
External Factors: The trade union movement, market uncertainties, and government
intervention might make it impossible to benefit the most from decentralization. •
There could arise a huge communication gap between the different hierarchical levels of the organization. •
When it comes to any unforeseen contingencies or emergency situations, the process of
decentralization is not the best.
Factors need consideration when determining the degree of decentralization: •
Control and decision making -> using a decentralization strategy might cause you less control over your business •
International location is also a factor that encourages this strategy because it would be
easier to draw the big picture and way forward through each layer of the company •
However, using this strategy might cause a greater amount of money to manage well
from the top to bottom for each field.
13. You just closed a deal with an organizational client, and this helps
youachieve the target that was set for you by the unit. Use expectancy theory
to discuss how the events that will follow may increase your motivation and engagement.
Ans: Vroom's Expectancy Theory states that individuals are going to select their behaviors based on the
outcomes that they expect as a result of those behaviors. Vroom realized that an employee's performance
is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated
that effort, performance and motivation are linked in a person's motivation .Vroom's Expectancy Theory
of Motivation explains people's motivation based on 3 factors: expectancy, instrumentality and valence. Expectancy-
This is about what employees expect from their own efforts and the relation to good performance . in
this case, the sales person gave his best effort to close the deal with client and he expect good results
from achieving his target.his action would be getting good praises and rewards for his achievement to motivate him. Instrumentality -
It is the belief that if you perform well that a valued outcome will be received. It’s about the employee’s
performance being good enough to achieve the desired result. the employees has performed well and
achieve his target that was set by the unit. if management gives him commission, incentives or rewards
then this would improve his motivation and engagement because he would try harder next time. Valence lOMoAR cPSD| 58675420
The final result that employees achieve is valued differently by each individual. This value is based on
their own basic needs. As such, it’s a good idea for an organisation to find out what an individual
employee values and what his personal needs are. One might value money, while another values more days off.
if the sales person expect commission or bonus on the achieved target but management gives him praises
and recognition and vacation trip then he would not be motivated because he would be motivated by money.
14. Suppose you are asked by senior officers of a city government to identify
ways to reinforce a new culture of teamwork and collaboration. The senior
executive group clearly supports these values, but it wants everyone in
organisation to embrace them. Identify FOUR (4) of activities that would
strengthen these cultural values and justify your answers.
Ans: The main four activities which would strengthen the teamwork and enhance cultural values in the city are:
1. COMMUNICATION:- It can be the most effective way of enhancing teamwork and
collaboration in the society, a superior communicates to his followers or the
subordinates about the new values in the society and motivates them to embrace them
so as to bring cooperation among them.
2. GROUP TASKING:- the administration can provide tasks to the groups of some
employees to see their team work skills and also to check for discrepancies among these
individuals. These tasks should be healthy and not pressure-bound.
3. ONENESS:- It is the most effective method, in which the leader should communicate
to subordinates about their city, their unity and their priority as their city. They should
be provided with a sense of patriotism in them and enhancing their consious to make this city a better place.
4. ASSIGNING DUTIES:- the administrative should provide clear duties to employees of
the city government so as to do their jobs at best and then they should evaluate their
performance periodically and find the deviations in them. The employees should be
provided with clear duty order from only one superior at a time in order to reduce confusion in them.
Their are various other ways to boost teamwork and collaboration as a new culture forming in
the work place. People usually show resistance to change, therefore it requires an influential
leader to make them embrace the new cultural values. Leader should be the one whose words
should affect them, so we can say communication is the key for this. Various other methods
like job rotation, role playing, providing incentives, Management by Objectives, Management
by Acception, reward system etc are very much effective in building team work whatever the
place it is, whether a government, a business unit, a hospital or a university.