Human Relations and Development

Topics: BusinessLeadership


Sample donated:

Last updated: November 2, 2019

Human Relations and Development Name: Institutional affiliation: Date: Human Relations and Development One rampant demerit arising from group work or teamwork is pressure on an individual to conform for group acceptance purposes. An exemplification is seen where a more productive member of the group experiences ostracizing since other members perceive such productivity as a threat. Consequently, the member is inclined to reduce productivity to a level accepted by the group to avoid being ostracized. Another demerit arises where individuals view group or teamwork as a threat to self-autonomy and subsequently develop a negative attitude.

Some individuals believe the work best while alone thus resisting teamwork (Lussier & Achua 2010). Social loafing is another phenomenon typical of team/group work where an individual contributes less to the group since they are not individually accountable. Social loafing can be conscious or subconscious and can be triggered by another social loafer. For instance, a group member on noticing another withholding effort becomes less reluctant to contribute as they seek to avoid benefiting the social loafer.

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One effective approach of reducing the vice is collaboration where the group mandate is divided into tasks that are assigned to individuals (Mullins, 2005). This ensures individual accountability to the group. Another approach is asking group member to choose or state the tasks they are individually involved in thus creating implied accountability since they provide feedback.

In both approaches, its important group members are content (Vanbuel et al. 2000). Groupthink is another social phenomenon that discredits group/team work. Typically, group member accept decisions regardless of quality or merit but based on majority acceptance. Incase a member is aware of the incorrect nature of the decision, they are less wiling to question its validity given apprehension for rejection or dissenting opinion. Groupthink emphasizes more on cohesion than productivity with nonconformist views suppressed for unanimity. One way of eliminating this occurrence is team training on decision-making where members have their roles discussed and documented (Mullins, 2005).

A high level of group cohesion makes the team vulnerable to constant conflict with external influence or other teams. These groups may eventually lose touch and relevance to other organizational groups disrupting the intended synergy. Additionally, strong cohesion mounts pressure on team members to stand on other team member’s decision.

This creates stress in the group and consequently affects performance (Lussier & Achua 2010). References: Lussier, R. N., & Achua, C. F. (2010).

Leadership: Theory, application, skill development. Australia: SouthWestern/Cengage Learning. Mullins, L. J. (2005).

Management and organisational behaviour. Harlow: Prentice Hall/Financial Times. Vanbuel, M., Boonen, A., & Scheffknecht, J. J. (2000).

Towards a learning organisation: Reviewing technologies for company training. Leuven: Leuven University Press.

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