Short Report on Building Strong Teamwork Culture, MNG81002, SCU

This report, prepared for the MNG81002 course at Southern Cross University, presents a persuasive argument on building a strong teamwork culture. It emphasizes the importance of clear communication, transparency, and a positive work environment to foster employee engagement and organizational commitment. The report discusses the significance of aligning employee values with company goals, promoting justice and support, and delegating tasks effectively. It references key concepts such as authentic leadership, meaningful work, and organizational commitment, supported by credible sources. The structure follows the report guidelines, including an introduction with contextualization, purpose, thesis statement, and blueprint, followed by body paragraphs presenting arguments for and against the topic. The report concludes with a summary of the main points and the importance of building a strong teamwork culture for business success. The report utilizes the SCU Harvard referencing style and adheres to the specified word count and formatting requirements.

MANAGEMENT COMMUNICATION
Name of the Student
Name of the
University
Author’s Note:

BUILDING OF STRONG
TEAM WORK CULTURE:
The effective team
culture with the proper
team collaboration
helps the business to
grow the strong
working environment
in the business. As it is
quite obvious that
none of the employees
are identical therefore
they come with
different motives and
faces different problem
in the organization.

CLEAR COMMUNICATION WITH EMPLOYEES ABOUT OBJECTIVES AND GOALS:
The staffs are required
to focus on the team
development and
recognizing what is
important for the
company growth and
the company activities.
Mostly the employees
stay in the company
for long term process
only if they feel they
have a sense of
belonging.

BUILD TRANSPARENCY
The development of transparency
among the employees and the
employers also provides an
additional advantage for the
employees for becoming actively
engaged with the organizational
events.
When the employee remains straight
forwards with their staffs and the
offering of a large number of
figures makes the employees more
engaged with the organization and
feels a wider sense of belonging
towards the organization.

PROMOTION OF POSITIVE WORK
CULTURE:
The positive work
environment and the
encouraging work culture is
also making the employees
more optimistic to be part
of the organization that is
by encouraging them to
share more of the new
ideas.

IMPROVE DEVELOPMENT:
A company that knows how
to delegate tasks
effectively has the better
organizational commitment
(Azanza, Moriano and
Molero 2013). It should
have been comprehended
that not every jobs is for an
individual and the
organization is an
instrument for carrying out
certain tasks which
involves in the scenarios.

JUSTICE AND SUPPORT:
The employee’s loyalty in the organization fulfills the obligation
of the employees like the justice, forgiveness approach, moral
integrity, and human values. The manager of the organization
is required to ensure the impartiality of decision like the
allocation of the incentives and resources (Cohen 2017).

SHARED VALUES
The corporate engagement
is considered as the
identification of the
individual with the
organization becomes
higher when the
employee’s beliefs and the
employee’s ideas confirm
that this prevents the
organizational values
(Cohen 2017). Therefore
the Congruence of values
makes the decision-making
process for the employees
more comfortable.

REFERENCES
Azanza, G., Moriano, J.A. and Molero, F., 2013. Authentic leadership
and organizational culture as drivers of employees’ job
satisfaction. Revista de Psicología del Trabajo y de las
Organizaciones, 29(2), pp.45-50.
Geldenhuys, M., Laba, K. and Venter, C.M., 2014. Meaningful work,
work engagement and organisational commitment. SA Journal of
Industrial Psychology, 40(1), pp.01-10.
Hanaysha, J., 2016. Examining the effects of employee
empowerment, teamwork, and employee training on
organizational commitment. Procedia-Social and Behavioral
Sciences, 229, pp.298-306.
Suma, S. and Lesha, J., 2013. Job satisfaction and organizational
commitment: The case of Shkodra municipality. European
Scientific Journal, ESJ, 9(17).