Team Dynamics and Organizational Behaviors

2 Team Dynamics and Organizational Behaviors 1
2 Team Dynamics and Organizational Behaviors
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2 Team Dynamics and Organizational Behaviors 2
2 Team Dynamics and Organizational Behaviors
Executive Summary
Every individual has deep-rooted cultures that they ascribe to and believe. It is due to
one's family background, race, gender, age, geographical location, and language. These cultures
define the behavior of an individual. It is essential to understand these cultures when interacting
with individuals in an organization. Cultural differences are expected to arise in every
organization due to the diversity in the world today as stated by Ashkanasy and Humphrey,
(2011, p.221). Cultural awareness through accepting and understanding our own cultures while
still respecting those of others is vital to the success of any organization. It was the case in the
class activity.
Introduction
Organizational behavior is defined as the way people interact with one another in a group
setting, especially with their workmates. The study of organizational behavior is mainly directed
to the management of employees in an organization. Research has introduced different models
and approaches that have defined and explored the topic of organizational behavior. The main
aim, however, is to ensure that the management can use the right tools to properly motivate its
employees to be proactive in their jobs as researched by Elangovan, Pinder, & McLean, (2010,
p.433). When employees are at their optimum performance, they are likely to yield more returns
for the organization.
Cooperation in every group to achieve a frequent target is what assists in the
achievements of those objectives. Our activity needed to portray the importance and dynamics of
teamwork. They were experienced in the first phase when we came together in the group as

2 Team Dynamics and Organizational Behaviors 3
stated by Andersson, Jackson, & Russell, (2013, p.153). Each member had his/her fear and
beautiful relationships that were to be formed. Personal opinions on little matters that would lead
us astray from the aim of the group arise. However, after some time we listened to each other and
started having conversations. There was order, and the group members gained a shared focus on
the vision of the group. It led us to the second stage where we had to divide the roles that each
member would take. The group was more comfortable in airing its opinion to one another.
Members sought clarity on the issues that were vague. I also observed that there were members
who were not satisfied with the roles that they got. It led to the compromise of other group
members to accommodate each member as researched by Salehi and Gholtash, (2011, p.309).
Due to issues like these, some disagreements arose, and the group leader had to step in to assist
in resolving the conflict. Some members asked for rewards if they completed their roles and
some suggested a form of penalty for those who would not play their roles.
Motivational Theories
Group members who had formed alignments due to their shared perceptions started to
show a sign of tolerance. The conversation got intense and different views were aired in a non-
conflict manner. The group leader gave direction while other group members gave
recommendations. Some group members were highly informed and creative in the exercise the
interaction had a sense of cohesion. Members felt a sense of reassurance and belonging in the
group. I noticed that some other groups ad disagreed and were no longer cooperating in the
exercise as stated by Pieterse et al. (2010, p.611). These groups probably had the wrong
leadership, or the group members had not tolerance of each other.
Our group leader showed commitment and passion by seeking every group members'
idea and views before going to the next issue of discussion. Divergent perspectives were