Report on Asda's Team Dynamics, Technology Impact, and Group Formation

This report examines team dynamics within Asda, focusing on how groups are formed and managed, with an emphasis on Tuckman's model of team development. It explores the roles and responsibilities within teams, highlighting the importance of employee engagement and proper delegation. The study also evaluates the impact of technology on team functioning, acknowledging both its benefits in improving communication and its potential drawbacks in terms of over-reliance. Furthermore, the report identifies factors that promote effective teamwork, such as proper interaction and coordination, while also discussing factors that can impede teamwork, including improper communication and cultural differences. The conclusion emphasizes the significance of employee skill development and technological advancements for achieving organizational goals.

Section 2 Organisational Behavior

Introduction
The present study has been emphasizing on team dynamics
and how Asda manages team work in the contemporary
scenario.
Along with this, the impact of technology on team work is
also discussed.
Tuckman theory of team building is also stated in the
research study along with the types and purpose of team at
Asda.
Several factors also mentioned that aids Asda to develop
teams in the business entity.

MAIN BODY
4.1 How groups are formed
 Group is an association of people who works together for a particular
goal and process and chiefly groups are formed for informal ways.
 Hence, a group can be defined as several individual who come
together for specific purpose and group dynamics refers to the
attitudinal and behavioral attributes of a group (Baligh, 2006).
 Group dynamics is concerned with ways on the basis of which groups
are formed and they perform different activities and functions.

Contd.
Teams are formed for specific purposes at Asda and
according to group formation, people are integrated in
different teams.
Team roles and responsibilities are different and Asda has
been emphasizing on Tuckman's model for team
development. The way of developing teams has been
mentioned in next section of the research (Ahmad, 2009).
Asda emphasizes on team building aspects so that all the
employees can comprehend their roles and
responsibilities towards the team work.

Contd..
All the participants working in the team are committed to
their roles and responsibilities and this helps them to
manage all their duties in adequate way (Griffin and
Moorhead, 2009).
At Asda, there are multi- disciplinary teams where in each
and every member plays different roles so that
organisational success ratio can be encouraged.
This also develops the level of employee loyalty and as a
result, management is able to retain the potential
employees (Daft, 2009).

Contd.
 At Asda, group formation are very common organisational entity and
the study of group is an important area of study in organisational
behavior.
 Groups are formed on the basis of Tuckman theory where in people are
informed about the ways they need to be in a team (Hassell, Zhao and
Maguire, 2013).
 Asda follows a particular process of forming teams in the organization
and this also allows the business to share common goals and things in
adequate manner.

Team formation
 Forming: This stage is usually characterized by some confusion and
uncertainty and here the major goals of the group have not been
established. The nature of the task or leadership of the group has not
been determined (Baligh, 2006). At this stage, members learn the
purpose of the group as well as the rules to be followed.
 Storming: In this stage, the group is likely to see the highest level of
disagreement and conflict. Members often challenge to group goals
and struggle for power. The group members of Asda can acquire a
positive experience and they can also achieve cohesiveness through
resolution.

Contd.
 Norming: This stage is characterized by the recognition of individual
difference and shared expectations. Responsibilities are divided among
the group members and the group also decides the ways through
which progress can be evaluated.
 Performing: At this stage, people are matured enough and they attain
a feeling of cohesiveness and during this stage of development, people
accept one another and conflicts are also resolved through group
discussion (Ahmad, 2009).
 Adjourning: Not all groups experience this stage of development
because the group chiefly wind up after performing the basic tasks and
responsibilities.

Nature of groups
 Group dynamics as related to development concerns not only why
groups form but also how. Groups can be either formal or informal.
 The main purpose of group formation at Asda is to delegate duties and
responsibilities adequately in all the teams so that all the projects can
be completed properly.
 People behave differently when they work as a group; however they
have to reach towards a common goal and purpose (Daft, 2009).
 Several times, conflicts arises in a team due to difference of opinion
and that also affects overall business prosperity.

Group behavior within organizations
 People at Asda are integrated in different teams and groups and they
perform all their job roles in adequate manner.
 People who work in team behaves formally when it comes to
accomplishment of organisational aims and objectives; however the
organization also allows them to behave informally when it is in the
team.
 The business organizes different events and interactive sessions so
that groups can interact in positive way.

4.2 Discuss factors that promotes
development of effective team work
 Proper employee engagement: Asda's employees are engaged in
all organisational processes and this is the reason, they work
adequately in a team.
 Availability of complex projects: Asda works on many complex
projects; therefore this is the reason people are split into teams. This
also enhances the ways of managing all the tasks.
 Proper interaction among all the departments: All the
departments at Asda have been properly communicating and
interacting with each other on frequent basis. People are having proper
interaction among all the departments which helps them to manage
the flow of information from one sphere to another in adequate way
(Griffinand Moorhead, 2009).
 Proper delegation of roles and responsibilities: The leader has
been delegating all the roles and responsibilities in adequate manner

Contd..
Group norms are such aspects that should be followed in
each and every team and that are essential for Asda as
well because that aids in managing every dimension of
team management.
Group decision making process exists at Asda where in all
the people in the groups are integrated into
organisational processes (Baligh, 2006).
Diversified people are involved in the team so that work can
be managed in adequate way and this can also augment
the value of diversity and equality (Hassell, Zhao and
Maguire, 2013).

Factors that impede effective teamwork in
the organization
 Improper coordination among the team: Improper coordination in
the team of Asda not only affects team work but also it creates
difference among people. People do have cultural differences and such
aspects leads to conflicts and issues.
 Improper communication: When people do not communicate
properly in the team, the work gets hampered and it also affects team
bond.
 Cultural difference: Apparently, when people come from different
religions and culture; they faces issues in managing team work and
this chiefly happens due to lack of support.

Factors that impede effective teamwork in
the organization
 Improper coordination among the team: Improper coordination in
the team not only affects team work but also it creates difference
among people. People do have cultural differences and such aspects
leads to conflicts and issues.
 Improper communication: When people do not communicate
properly in the team, the work gets hampered and it also affects team
bond.
 Cultural difference: Apparently, when people come from different
religions and culture; they faces issues in managing team work and
this chiefly happens due to lack of support (Mayfield and Taber, 2010).

4.3 Evaluate the impact of technology on
team functioning at Asda
 The use of new technologies can improve as well as it can hinder the
performance of team members at Asda.
 As technology changes, team members of Asda must have to update
and maintain their knowledge in order to function effectively.
 With the increasing use of technology at Asda, people are allowed with
different tools and devices so as to manage their work processes.
Further they are also augmenting their capability while managing
technical aspects.
 However, extreme use of technology could hamper the analytical
thinking of team members and they are getting dependent on
technological aspects (Daft, 2009).

D3
Technology can improve existing communication process of
Asda because the entity has different tools to transmit
information from one place to another.
The use of technology can also help the business to
implement wide range of changes in the teams.
Networking capability of the business can also be
encouraged through the same.
With the help of technology, global and cross cultural teams
can be build and this can also integrate different poeple in
a team from diversified background.

Conclusion
From the presentation it was concluded that, organization
can achieve its goals and objectives on the basis of team
work. But this can be achieved only when management
emphasis on development of employee skills, roles and
responsibilities. In addition to this focusing on
technological development in the business will also
enhances the effectiveness of Asda.

References
 Ahmad, K., 2009. Leadership and work motivation from the cross cultural perspective.
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 Baligh, H. H., 2006. Organization Structure. Springer.
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citizenship behavior on customer loyalty. International Journal of Service Industry
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 Daft, 2009. Organization Theory and Design, 10th Ed. Cengage Learning.
 Griffin, R.W. and Moorhead, G., 2009. Organization Behavior, 9th Ed. Cengage Learning.
 Hassell, D. K., Zhao, S. J. and Maguire, R. E., 2013. Structural arrangements in large
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