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Case Analysis

CaseAnalysis

CaseAnalysis

Turningto a group

Turningthe company group into a team that is effective requires variousaspects. The first thing is that the concept of leadership should bea shared activity. Accountability and responsibility among members ofthe team should get established for the purpose of facilitating ateam mindset environment. Establishment of a group mission will alsohave a positive and proper operational setting. Problem-solving andeffectiveness of all member are part of things that will make theteam effective (Kreitner &amp Kinicki, 2013).

TeamworkCompetence

Instructingthe company teamwork towards competence is not difficult. A positiveapproach for GoogleâsâThree-Thirdsâ toestablisheffective teamwork in the HR section would be to have regularmeetings and training sessions on teamwork competencies. One personwho is competent in a group plays a role in making others competent.The teams will then work together and handle company issues in therequired direction (Kreitner &amp Kinicki, 2013). An effective teamplayer helps the company in the management and organization of teamperformance. Ability to promote team environment aspects is somethingof great relevance to a company growth and development.

Importanceof trust

Trustis essential in cross functional teams for it bonds members fromacross the workplace, thus people from different organization settingneed to understand what the company is doing. In that capacity, theteam’s mission and objective remain instrumental for the company’sgrowth. The trust also helps in making people understand each other’sduty and that allows joint consensus in the workplace.

BuildingTrust

Managersand leaders in an organization must understand cultural differencebetween cross-functional teams. With a strong leadership setting, thecompany develops and improves team unity which is an essential thingto the success of the company. Due to the presence of outsidepressure, GoogleâsâThree-Thirdsâ teamhas to have the commitment and internal strength to survive. It isthe work of the team leader to establish and allow functional gurusto give way for the company development.

Crossfunctional team trust

Forthe facility to function cohesively, trust is of the essence andshould be established within the facility (Zhang &amp Zhang, 2015).In this context, trust remains paramount, considering that itrequires a long period of time to create it. Trust entails that onecan count and focus on others in the workplace, thus the concept oftrust is of help when working as a team. Competence, support,fairness, communication, predictability, and respect are some of thekey elements within the grounds of trust. Honest and opencommunication are essential in ensuring trust prevails in anorganization.

Cohesiveness

Ina cross-functional team, there are various levels of cohesivenessthat bring together groups of people or employees which areinstrumental and social-emotional. Social-emotional cohesivenessrefers to the sense of coming together which develops when peoplederive emotional fulfillment from areas of participation. Althoughemotional social cohesiveness is said to be rewarding and effectivein various capacities, instrumental cohesiveness is the one thatwould be of help to GoogleâsâThree-Thirdsâ’s cross-functionalteam. It creates a sense of togetherness which also creates mutualdependence when team members believe that the goals of the group maynot get achieved if people work separately (Kreitner &amp Kinicki,2013). The focus of using three workgroups by this company isdiversifying collectivity. Each group should see the other group asinstrumental to the company operations.

References

Kreitner,R., &amp Kinicki, A. (2013). Organizational Behavior (10th ed.). NewYork, NY:&nbspMcGraw-Hill Irwin

Lifeat Google – Google Careers. (n.d.). Life at Google – Google Careers.Retrieved from, http://www.google.com/about/careers/lifeatgoogle/

Zhang,L., &amp Zhang, X. (2015). SVM-Based Techniques for PredictingCross-Functional Team Performance: Using Team Trust as a Predictor.IEEETransactions On Engineering Management,62(1),114-121. doi:10.1109/TEM.2014.2380177