HumanRelations in the Workforce
Thecohesion of a team in the workplace is essential for itsproductivity, and this is a determinant of the level of success ofany corporate group contracted for a project. Any form of diversitywithin the group might create a challenge when the team members havedifferent opinions, yet they need to work together. Diversity in theworkforce could, however, be beneficial to an enterprise since a teamwould have a broader skills base and a variety of perspectives thatwould improve the group’s performance. Nevertheless, thedifferences in culture and gender within the staff members might bedetrimental to their performance when the individuals fail to agreeon the process through which they would achieve their goals.
Agroup dynamics expert has to analyze the functionality of the ACEteam and the social relations of its members to uncover any problemsthat may hinder productivity. Communication is an aspect that affectsgroup dynamics and cohesion significantly, and the lack of theappropriate communication channels and skills adversely affects humanrelations. The consultant will evaluate cultural differences amongthe ACE staff to determine whether the identified aspects have playeda role in the team’s decreased productivity. It is apparent thatsome of the workers might find their colleagues to be emotional andimpatient after judging their communication styles. Equallyimportant, diversity within the group might also make the leader beseen as authoritarian hence, leading to lowered productivity.
Eventhough the ACE team consists of competent specialists, culturaldifferences might contribute to discrimination and prejudice.Interviewing the work-team members would reveal whether there havebeen prejudice or discrimination cases in the group. Considering thatthe ACE team is multicultural, it would be necessary to improve thecross-cultural communication and promote inter-culturalunderstanding. On the same note, the organizational culture shouldfoster cohesion among the employees. The ACE should educate membersof the work-team about the significance of positive working relationsat the workplace, and the management can achieve this through acommon organizational culture and structure.
Thework-team might be dedicated to its project’s goals, but fail tomeet its objectives if the cultural values of its members areconflicting. For instance, one of the specialists in the ACE teammight find it difficult to communicate directly with the group leaderregarding an important issue that the members need to resolve. Theconsultant would identify such a situation by conducting an analysisof the work-team and factors contributing to its current lowproductivity. Every team member would, therefore, be allowed toexpress their opinions as the consultant welcomes their diversity anddifferences in a non-judgmental way. This process will enable theconsultant to determine whether the team’s lack of motivation hasbeen the result of cultural differences.
Itwould be necessary to offer positive validation as the work-teammembers identify the issues that affect the group’s productivity.When the consultant takes this approach, the work-team willappreciate each other’s cultural perspectives and genderdifferences, thus, promoting cohesion within the group. The work-teammembers could also have different views on their time orientation.For instance, some of them might think that it is necessary to havelong breaks, yet this would interfere with the completion ofassignments in time. However, the establishment of ground rules thatwould guide the team, while still being sensitive to everyone’sunique cultural perspectives, would promote both cohesion andproductivity.
Thesuccess of the ACE team objectives depends heavily on the timemanagement, and the consultant has to evaluate whether the group’spunctuality is affected by gender and cultural differences. Eventhough the punctuality standards should be uniform, it would benecessary to create a supportive environment that facilitates jobenrichment. For example, a work-team member from the leastrepresented gender in the group might feel that the environment isnot supportive enough for them when allocated inadequate time for atask. The consultant will, therefore, equally consider the conditionsfor favorable work settings and recommend them to the firm’smanagement.
Thegroup dynamics expert’s evaluation of the work-team should revealto him or her whether the team members have self-disclosure or not.Considering the gender and cultural differences among the ACEspecialists, it is likely that self-disclosure lacks within thegroup. People of different cultural backgrounds and the lessrepresented sexual category might not be open to the rest of theteam. Consequently, this reduces the level of trust between them. Anassessment of all the work-team members would show the consultant therole played by self-disclosure in the enhancement of thecommunication channels. The ACE consultants should, therefore, informthe work-team members what it expects of the staff members, andencourage the team to share ideas that could enable the project tosucceed.
Sinceculture and gender differences are some of the major aspects thatcould have adversely affected the group’s social relations, itwould be necessary to establish supportive organizational traditionswithin the work-team. Creating such an environment should start byfocusing on the aspects that appear to affect the team’s cohesionand group dynamics adversely. After the management notes the areasthat are negatively affected by the team’s behaviors such asdiscrimination and prejudices, it should address them with the entiregroup. The members should also be aware that their cultural andgender differences are some of the aspects that hinder cohesion andcreate room for conflict.
Theadoption of a positive culture by the ACE work-team will enhance jobsatisfaction among the members, and this shall also increase theteam’s productivity. An analysis of the way in which the teammembers undertake their assigned tasks will reveal their jobsatisfaction level. The group dynamics consultant can also identifywhether the firm needs a shift in its organizational culture. Theteam leader’s communication style could be the reason that some ofthe members are not willing to put their best effort in the project.Cultural differences within the work-team also play a role in theunconscious bias created by a dislike of the leader’s communicationstyle. The information collected during the interviews will providethe management with ideas on the best communication style that theyshould adopt.
Sociabilityis essential in the ACE team since the productivity of the work-teamrelies on a proper exchange of ideas and skills. Members whosebehavior is reserved and only share their ideas with those from asimilar culture are not sociable, and other individuals might viewtheir character as impersonal. Friendly persons, however, oftenexpress their feelings and impressions openly, and other people wouldfind them easier to approach and share ideas regardless of theirgender and cultural differences. The work-team leader and othermembers should be encouraged to utilize a communication style thatdisplays uninhibited behavior and one that fosters the development ofpositive relationships.