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KF7028 Research Methods And Project Management
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KF7028 Research Methods And Project Management
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Course Code: KF7028
University: Northumbria University
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Country: United Kingdom
Question:
Teams are increasingly important to the success of organizations; they’re charged with everything from creating innovative new products to starting new global businesses. Nevertheless, current research on teams tends to focus on dysfunction. Deborah Ancona, the Seley Distinguished Professor of Management at MIT’s Sloan School of Management and faculty director of the MIT Leadership Center, and William Isaacs, President of Dialogos and senior lecturer at MIT Sloan, propose a more positive, systems approach to team theory based on the work of David Kantor and William Lehr, 1975. While Kantor and Lehr designed this model in the context of family systems, Ancona and Isaacs transfer these ideas to the realm of teams in organizations. The problem with the organizational literature, they submit in “Structural Balance of Teams [4 Player Model]” in Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation (Dutton and Ragins, eds., 2006), is its mechanistic view of teams. In this view, the key to success involves putting just the right people on the team, or creating the right incentive scheme or decision-making process. Essentially, the way to improve a team is to optimize each part. But this thinking reduces teams to pure input-process-output machines. There’s no room for rising above the sum of the parts.Ancona and Isaacs propose that researchers begin instead to think of teams as living systems capable of extraordinary results. A team of people can be expected not merely to fulfill its tasks, but to be creative, generating ideas for new products and services and new ways of moving the organization forward.
Answer:
Introduction:
The article, a publication of Sage created in 2009 by Randi Sims surrounds its knowledge on Collective Versus Individualist National Cultures. The text brings a comparison of the United States and Taiwan employee attitudes related to unethical business practices. The study therefore examines the different cultural views from a survey sample of 252 employees working in Taiwan and the United States. The literature looks into the effects of socialization and the culture of a nation towards the ability to independently or collectively allow an unethical behaviour for the sake of an organization. The difference between cultures depends on the sets of beliefs and attitudes that guide behaviours among individuals.
The review outlines differences in the cultures with the collective side citing characteristics such as compliance, harmony in carrying out activities, interdependence, duties, shame for going against group activities or beliefs, and a close knit relationship. The culture displays the nature of compliance with the overall thoughts and activities of a group as opposed to having an independent nature of thought (Triandis 2018). People would rather do activities or behaviours that resonate with many in the society despite the ethical nature or result of their activities.
On the other hand, the individualist culture remains characterized by pushing self-interest, independence nature of carrying out activities, following ones rights, assertive nature in activities, acceptance of conflict among parties, and rational nature of thought (Ang & Leong 2000). Here, people act independently and become responsible of their acts as opposed to acting according to a group. People are allowed to air their view and act ethically as a person as opposed to the group format experienced in the previous state.
As such, the differences among the individualism and the collectivism result in the different ethical decision making among the employees in the separate countries. According to Abbasi, Tarhini, Elyas, and Shah, (2015). People in collectivism cultures would make unethical decisions that may not resonate well with the individualist culture but find it in favour as long as it pleases the rest of the organization’s interests.
The article cites several evidence of literature from a varied number of scholars that supports the case as supported by Ali, Lee, Hsieh, & Krishnan (2005). Furthermore, it presents the hypothesis for the study which supports the fact that individualist culture encourages truth and ethical acts where truth is expected at all times as people’s acts are held accountable whereas workers in the collectivism culture compromise acts to avoid confrontation in pursuit for harmony between people within collectivism culture.
In strengthening the facts, the article produces figures, and methods of carrying out the survey all of which justify the literature being projected on the same. The survey results justify the study findings and affirm the fact that the several differences would inform the acts of employees to satisfy the cultural demands and in remaining true to one’s culture. Collectivism nations would always work in harmony towards what the majority demand and thus lack independence and open mind. On the other hand, the results indicate that the individualist cultures allow workers to have independent thoughts and present the truth. As such, managers in organizations ought to have the information at hand to easily handle people from the respective cultures to avoid conflict of interest and confrontation among parties.
References
Abbasi, M.S., Tarhini, A., Elyas, T. and Shah, F., 2015. Impact of individualism and collectivism over the individual’s technology acceptance behaviour: A multi-group analysis between Pakistan and Turkey. Journal of Enterprise Information Management, 28(6), pp.747-768.
Ali, A. J., Lee, M., Hsieh, Y., & Krishnan, K. 2005. Individualism and collectivism in Taiwan. Cross Cultural Management, 12(4), 3-16.
Ang, S. H., & Leong, S. M. 2000. Out of the mouths of babes: Business ethics and youth in Asia. Journal of Business Ethics, 28(2), 129-144.
Triandis, H.C., 2018. Individualism and collectivism. Routledge.
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