Team-Based Organizational Culture: Concepts, Theories, and Recommendations

Running Head: ORGANIZTIONAL CULTURE 1
TEAM-BASED ORGANIZATIONAL CULTURE
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ORGANIZTIONAL CULTURE 2
Introduction
The structure of organizational cultures of organizations differs depending on the corporate
model of culture that organization adopts. In spite of different approaches of organizational
cultures, they all address matters of self-actualization, avoidance of culture, collegial, and
power culture. Over the recent past, the approach organizational culture has been evolving,
with most organizations shifting from a hierarchy-based to a team-based organizational
culture (Alvesson 2016, p.186). This paper explores the concept and theories of team-based
organizational culture with the aim of presenting facts, advantages, disadvantages, and
recommendations to Sunflower Food Company, to motivate its employees and adopt a team-
based organizational culture effectively. The paper emphasizes on a number of team-based
concepts including Group Dynamics, Belbin Team Role Preference, Group Cohesion, Social
Loafing, Group Decision-Making, and group dysfunctional norms.
Group Dynamics
Group Structure and Size
According to Cole (2018), effective group performance is underpinned on the composition
and size of the group. At minimum, a group should consist of at least two persons. Larger
groups are prone to conflicts due to few opportunities that strengthen social relationships and
limited opportunity for individual recognition. Haynes (2012) asserts that individual
capability and performance must be taken into consideration when forming a group.
Sunflower Food must evaluate the number of people required to ensure that the salient skill-
sets for performance are incorporated.
Another significant component of group dynamics is the concept of diversification (Levi
2017, p.273). A group should have people from diverse cultures to meet organizational needs.
Diversification in groups may however slowdown performance due to language and cultural

ORGANIZTIONAL CULTURE 3
differences. Nevertheless, diverse groups are more efficient and more creative in problem
solving since members can access solution variety of ideas.
Group Development
Levi (2017) argues that the selection of individuals to a group on the basis diversity,
expertise, or compatibility is not adequate to guarantee effectiveness of the group towards
achieving the organizational goals. If anything, a group is just a collection of different
characteristics, personalities, influences, and needs. Therefore, effectiveness of the group
necessitates the members to take time and acclimatize to the task, environment, and to fellow
members. Organizational theorists agree that group development must go through five
distinct stages to reach maximum performance. These stages include “forming, storming,
norming, performing, and adjourning” (Haynes 2012, p.40)
The first stage of development is forming. During this stage, members familiarize with each
other and the underlying tasks. Storming is the second stage of group development. Group
conflict and criticism are common at this stage. Some of the issues that surface as members
take tasks include “identification of roles and responsibilities, operational rules and
procedures, individual need for recognition of his or skills and abilities” (Cole, 2018, p.192).
Haynes (2012) refers to this stage as counter-dependent stage because members tend to take
on each other in search identity. This stage is very challenging, particularly if the group is
deficient in skills and ability to clarify their tasks, reach an agreement, and make decisions on
how to undertake the task.
Stage 4 is norming. At this point, group members begin to resolve their differences that create
conflict and start to build their social agreements. Additionally, members begin to embrace
interdependence, build strong cohesion, and agree on group standards that will facilitate the
accomplishment of their goals. The next stage is performing. Once the group has “sorted out

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its social structure and understands its goals and individual roles,” members will then focus
on accomplishing their tasks. The stage is themed by creativity and mutual assistance (Cole
2018, p. 206). At this stage, the group senses its maturity and then embraces being
independent by relying on its own resources. The final stage is adjourning. During this
period, the group undertakes closure activities like rituals or rites that are suitable for the
event. Some of these may include ceremonies for accomplishing the task.
Belbin Team Role Preference
The Belbin Team Role Preference is one of the theory that is preeminent in the concept of
group dynamics. The theory sits on a nine-legged stool of roles that are perceived to promote
interrelationship within the group and predict the teams that are likely to succeed in
accomplishing a given task. Management theorists have endorsed Belbin Team Role
Preference since it enables individuals to understand why they prefer certain tasks and
disfavour others. More importantly, by conceptualizing Belbin concept makes it easy to bring
together a mix of team members for specific tasks and projects. The typology roles identified
in the theory include Implementer, Shaper, Resource Investigator, Specialist, Team worker,
Plant, Monitor Evaluator, and Completer Finisher (Belbin 2014, p. 6).
Belbin (2014) described Implementer as people who are conservative, practical, systematic,
efficient, and stable. Implementers are self-disciplined and down to earth. Their main role in
the group is to convert theoretical concepts into practical brief. However, Implementers are
somewhat inflexible and rigid to change. Mangers that are implementers should strive to
balance between perseverance and adaptability in order to perform their tasks effectively. In
addition, their focus should be on their strength to clarify objectives in practical terms.
Coordinators are quintessentially confident, calm, positive, extrovert, and mature in approach
(Omar et al. 2016, p. 8). They focus on the entire team and individual commitment towards