Effective Teamwork: Management Styles, Motivation, and Performance

This report delves into the effectiveness of teamwork in 21st-century organizations, focusing on public services. It explores various management styles such as scientific, bureaucratic, and quantitative, analyzing their roles and suitability for different tasks. The report also examines organizational behavior, the interplay of motivation, reflection, and their impact on workplace performance. It highlights the advantages and disadvantages of motivational and reflection theories, using public services as examples, and assesses how management approaches, motivational theories, and organizational behavior affect team performance. The report covers personality traits, the 'Big 5' personality traits, and methods of measuring personality. It uses examples from the NHS and police to illustrate management styles like autocratic and democratic approaches.

Unit 1: Organisational Structures and Culture
Name: Aishah Irfan
Tutor: Perry Ryan
Title: Effective Teamwork
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Contents Page
1. Introduction: Page 3
2. Different approaches to management styles in public services: Page 3
3. Role of management and the most appropriate management style for various
tasks: Page 5
4. Organisational behaviour concept: Page 8
5. Relationship between motivation, organisational behaviour, reflection and how
it impacts the workplace: Page 12
6. Advantages and disadvantages of the theories of motivation and reflection:
Page 14
7. How management approaches, motivation theory, organisational behaviour
can affect the public service teams performance: Page 16
8. Conclusion: Page 22
9. References: Page 23
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Introduction
This journal article will be exploring the effectiveness of teamwork in organisations in
the 21st century. This will be done by researching the different management styles in
the public sector, the examples that will be researched are; scientific, bureaucratic,
quantitative and systems. Additionally, it will also explore the different management
roles in public services and how effective they are against different tasks.
Furthermore, it will explain the concept of organisational behaviour. It will also be
explaining the link between; motivation, organisational behaviour, reflection and how
these factors can impact the individual’s performance at work.
It will also illustrate the advantages and disadvantages of the motivational and
reflection theories. This will be done by using one of the public services as an
example.
Different approaches to management styles in the public services
Management: The definition of management is defined as “a single group of
individuals who challenge and oversee a person or collective group of people in
efforts to accomplish desired goals and objectives” (The Strategic CFO, 2020).
Management theory: Management theories are defined as a “collection of ideas that
recommend general rules for managing an organisation or a business” (Indeed,
2020)
There are different approaches and theories to management styles; the main types
are known as scientific, administrative, bureaucratic, and quantitative and systems.
Scientific: Scientific management theory was put forward by Fredrick Winslow
Taylor. It was a revolutionary idea during the 1990s, it stated that employee training
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and implementing standardising best practices would increase productivity. Taylor’s
theory was called ‘scientific’ because he used techniques that were borrowed from
botanists and chemists. Additionally, he also analysed it by observing, synthesis,
rationality and logic. Scientific management focused on efficiency and productivity.
Jobs that implement this management style will newer employees trained quicker.
Administrative: Administrative management is where a set of activities are carried
out in order to lead an organisation in a rational manner, by doing tasks, efforts and
using resources. However, this can be very long and a tedious way of managing.
Bureaucratic: Bureaucratic management theory was put forward by Max Weber.
The theory focused on “structuring organisations into a hierarchy so there are clear
rules of governance” (Indeed, 2020). The main principles of bureaucratic
management is to; “have a chain of command, clear division of labour, separation of
personal organisational assets of the owner, strict and consistent rules and
regulations, meticulous record keeping and documentation and the selection and
promotion of employees based on their performance and qualifications” (Indeed,
2020). This management style is commonly used in most organisations.
This is commonly used in nursing since they need to make sure that the patients’
health and safety comes first, so, by upholding bureaucratic management, they will
be responsible for maintaining rules and to make sure that other nurses follow the
rules. For this to work, the employees need to follow the rules and there needs to be
clear communication amongst employees and the employer.
Quantitative: Quantitative management is based around using computers and
mathematical techniques to look through the financial statistics and to select stocks.
The police use this in order to choose what equipment they need.
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Systems: Systems management consists of a broad range of IT functions or groups
that are aimed at maintaining or improving the infrastructure, network, application
services, Oss, as well as other things.
Role of management and the most appropriate management style for various
tasks
The type of management style and approach is important when it comes to
motivating and implementing plans in situations.
Autocratic – An autocratic management style is where the person in charge will
make all the decisions with little or no input from their group members. The decisions
will also be made by the person in charge based on their ideas and their judgement,
additionally, they will hardly ever accept advice from their group member, regardless
of the advice will aid the group.
There are several advantages of using the autocratic management style. One of the
advantages is that it maintains discipline and order, this is very important for the
armed forces. This is because it is very quick and efficient when emergencies occur.
Additionally, young and inexperienced recruits will be told what to do and how to do it
via orders, this will cause them to learn more efficiently and better.
On the other hand, it can also cause a high turnover of staff due to the fear of
punishment and because of additional stress. Additionally, the staff may also feel
devalued, this can negatively affect their morale and work performance. Also, due to
the team members constantly relying on the person in charge for instructions, it will
cause them to lack initiative and the team might also have less responsibility for their
actions.
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Alternatively, one of the strengths of the autocratic management style is that it is very
efficient. This is because as soon as the order is made, it will be carried out as
quickly and efficiently as possible. However, there are some cases where groups are
not used to doing work as quickly as possible, this can cause high amounts of
absenteeism and having a high staff turnover because of the amount of stress that
the workers are facing.
One example of the autocratic management style being used is in the army. The
scenario where this would happen is if a young soldier was deployed to another
country and if they were told to “get down” then the soldier will have to get down, or
they would die. This style is commonly used in most army regimens because the
nature of it demands that someone is told what to do and where they have to be.
Another example would be in the NHS as a nurse. The scenario where this style
would happen would be if a patient was going into cardiac arrest, one of the nurses
would have to alert other nurses and doctors in order to stabilise the patient.
To conclude, autocratic management is very effective in public services because the
public will be satisfied with the public services efforts. Additionally, the choices that
the leader will make will benefit the team.
Democratic – The democratic approach, is where the leader and the team members
both freely think of ideas and where all ideas are respected.
The democratic approach gives workers higher self-esteem because their ideas are
being considered. Additionally, they will also feel more inclined to the changes
because they have been a part of the process to make the changes. Additionally, as
the leader, will generate loyalty between the leader and the workers, as well as
confidence and cooperation. Also, having workers actively participating in the
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decision-making, it will cause higher productivity and satisfaction amongst the
workers.
However, one disadvantage of using this approach is that it can be very time
consuming during the decision making process and if the workers are not skilled
enough, it will not be very effective. Additionally, if there are evasive workers who do
not wish to participate in the teamwork, it will cause problems for the other team
members. Also, because there is a lack of communication with all the team
members, some important decisions will be unheard of or missed.
One example of where the democratic approach will be used will be in the NHS for
doctors. The scenario where this would happen would be if a patient needs to
undergo a complicated surgery, the doctors would then come together and decide
the best course of action.
Another example of this would be in the police. This would be used if the police are
working on a case about a specific area, they will then come together and hold a
small meeting about what the case is and they will then discuss the best course of
action about solving the case.
Concept of organisational behaviour
Organisational behaviour
According to Investopedia (K. Peters, 2021), organisational behaviour is ‘how people
act within groups at works’.
Additionally, there are several objectives of organisational behaviour, this includes;
having an increase in job satisfaction amongst workers, developing a good team,
increasing productivity, encourage leadership and promoting innovation.
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Personality
Personality is the combination of characteristics or qualities that form an individual’s
distinctive character.
The ‘Big 5’
In an individual, five basic parts make up their personality. They are generally
referred to as the ‘Big 5’ personality traits. The personality traits are very broad and
they are; extroversion, agreeableness, openness, conscientiousness and
neuroticism.
There have been countless theories that have tried to figure out how many
personality traits exist. In the past, the theories were under the assumption that there
were several personality traits. One of the theorists that believed this was Gordon
Allport’s who believed that an individual had 4,000 personality traits. Another theorist
was Raymond Cattell who believed that an individual had 16 factors that contribute
to someone’s personality, Hans Eysneck also had the same belief but he believed
that there was a three-factor theory instead.
Nevertheless, a lot of modern researchers believed that Cattell’s theory was too
intricate and that Eyseneck’s theory was not broad enough in information. The
researchers then agreed on the five-factor personality traits, as the foundation of
someone’s personality. The research concluded on the five core personality traits.
Openness is described as having a lot of imagination and insight. Additionally,
individuals who have high amounts of this trait have a broader range of interests
than people who do not have it. Also, these individuals tend to be curious about the
world as well as other people and they are also eager to learn new things and enjoy
new experiences.
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Conscientiousness is often described as having high levels of thoughtfulness, goal-
directed behaviours and also have good impulse control. Additionally, highly
conscientious individuals tend to be more organised and they are also good at
noticing detail. Furthermore, these individuals also plan and are also mindful of
deadlines, also, they take into account how their behaviour will affect other people.
Extroversion is described as an individual having higher amounts of excitability,
sociability, talkativeness, assertiveness and higher amounts of emotional
expressiveness. Individuals who have higher amounts of extroversion tend to be
more outgoing and they also gain energy in social situations. This is because when
they are around other people, it helps them become energised and excited. On the
other hand, individuals who are low in extroversion tend to be more reserved and
have less energy in a social setting. This is known as introversion.
Agreeableness is described as an individual having high amounts of trust, kindness,
affection and other positive social behaviours. Individuals with high amounts of
agreeableness tend to be more cooperative and people who have low amounts of
agreeableness tend to be more competitive.
Neuroticism is described as a trait that consists of sadness, moodiness and
emotional instability. People who have high amounts of this trait tend to have more
mood swings, anxiety, irritability and sadness. However, people who have lower
amounts of neuroticism tend to be more stable and more resilient emotionally.
Measuring an individual’s personality
There are several ways to measure someone’s personality, one of the most common
ways to do this is by doing a self-report questionnaire. Self-reports depend on the
information that the participants give about themselves or their beliefs via a question-
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and-answer format. This is usually displayed as a multiple-choice item that ranges
from 1 (strongly disagree) and 5 (strongly agree). Below is a diagram that displays
what a self-report would look like:
These reports can be used both clinically and for non-clinical purposes e.g. needing
help with career guidance. Some of the most commonly used self-report measures
are the Myres-Briggs Type Indicator, Neo Pi-R, MMPI-2, 16 PF and Eysenck
Personality questionnaire.
Myres-Briggs Type Indicator
The Myres-Briggs Type Indicator (MBTI) is based on Carl Jung’s theory of
personality. The MBTI is also one of the commonly used personality tests that are
used for nonclinical purposes, however, it is not valid and it also has low-reliability
rates. Additionally, the purpose of the MBTI is that it assess individuals based on the
four bi-polar dimensions. The dimensions are; extroversion or introversion, sensing
or intuition, thinking or feeling and judging or perceiving.
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The MBTI is also popular amongst businesses across the world. Additionally, studies
show that using MBTI brings a cluster of different personality types in different jobs.
However, there have also been controversies surrounding MBTI. One of them is that
a lot of companies use this personality test as a part of their hiring process, yet
research shows that personality tests tend to be misused during the recruitment and
selection process. This is because they are mistakenly treated like it was a
normative procedure.
Neo Pi-R
The Revised Neo Pi-R is designed to measure personality traits based on the five-
factor model. Under the five factor model, the five parts of the personality are sides
of opposing areas that include; openness, experience, conscientiousness,
extroversion, agreeableness and neuroticism.
Minnesota Multiphasic Personality Inventory (MMPI)
Minnesota Multiphasic Personality Inventory (MMPI) is commonly used for both
clinical and non-clinical reasons. The MMPI is also used a lot to help diagnose
personality disorders. In 1943, it was published with five hundred and four true and
false statements, this was later improved in 1989 with five hundred and sixty-seven
questions and it was known as the MMPI-2.
16 PF (Personality factor)
The 16 PF (personality factor) measures the individual’s personality per Cattell’s 16-
factor theory of personality. Additionally, the 16 PF is also used by psychologists as
well as other mental health professionals e.g. using a clinical instrument to help
diagnose psychiatric disorders and to help prognosis and therapy planning.
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Eysenck Personality Questionnaire
The Eysenck Personality Questionnaire was based on Eysenck’s model of
personality. Eysenck’s theory focused on three main parts; psychoticism,
extraversion and neuroticism.
Relationship between motivation, organisational behaviour, reflection and how
it impacts the workplace
Motivation
‘Motivation is the process that initiates, guides and maintains goal-orientated
behaviours’ (K. Cherry, A. Morin, 2020). Additionally, two types of motivation are
described as extrinsic motivation or intrinsic motivation.
Extrinsic motivation is described as things that happen outside of the individual and it
commonly involves rewards like money, trophies, praise or social recognition.
Intrinsic motivation is described as the things that the individual can do to get
gratification e.g. completing a crossword.
In addition to the above, several factors can impact motivation, such as; activation,
persistence and intensity.
Activation involves deciding to bring out behaviour e.g. enrolling in a psychology
class.
Persistence is to carry on making an effort towards a particular goal regardless of the
upcoming problems, e.g. enrolling in a psychology course to earn a degree even
though it needs a lot of time, energy and resources.
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Intensity is how much vigour goes into the individual to pursue a goal. One example
of this would be if two students are in the same course, and one student does not put
in a lot of effort, whilst another student puts in a lot of effort. This example shows that
the first student lacks intensity, whilst the second student has a higher intensity.
Collective motivation
Collective motivation is where a group of people in the same organisation have the
same goal.
How motivation and behaviour affects work
Motivation is inspiring people to achieve their goal and there can be many key
elements of motivation that make someone do this. In the workplace, the
psychological factors that often motivate someone’s behaviour are job satisfaction,
achievement, teamwork, need for money and respect.
Additionally, one of the most important areas of management is to create enthusiasm
with their employees in order for the employees to work their best.
Employee satisfaction is where employees are satisfied and happy at work. A lot of
people claim that employee satisfaction is an important factor to increase employee
motivation.
Reflection
Reflection is where the individual looks back at what they have done in order to see
how they can improve themselves.
Reflective practices
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Reflective practice is where the individual reflects on their actions so that they can
‘engage in a process of continuous learning’ (C. Sewell, 2019).
Additionally, the reflective practice also has a lot of benefits such as an increase in
self-awareness. This is very important because it is the main component of
emotional intelligence and in developing a better understanding of other people.
Additionally, reflective practices can also help an individual to help develop their
creative thinking skills and it also helps encourage active engagement in the work
processes.
How motivation and behaviour can affect performance at work
One way motivation affects performance at work is by making the individual more
productive which increases their job performance. Research shows that motivated
employees are more likely to do their job at a higher standard than someone who is
not motivated. A scenario where this would occur would be if an employee received
praise from their superior, once they have heard this, they will be more motivated to
do a better job in hopes to receive more praise.
However, having a lack of motivation will lead to the individual feeling resentful
towards the more motivated employees. By not feeling a lot of motivation, it can
cause chaos in the workplace because they are not receiving the same amount of
motivation as another employee. To resolve this, the employer needs to make sure
that they recognise who needs praises and who does not.
Another way motivation can positively impact work performance is by increasing job
satisfaction. When some employees focus on the money side of the job and the non-
money side, they will feel more tempted to work to a better standard as a result. This
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then results in the employee feel valued and important which in turn leads to
increased job satisfaction.
On the other hand, this can lead to the employees only being motivated by
incentives. This leads to the workers only focusing on the incentives so much that
once they obtain them, they will feel satisfied and they will not aim higher. This can
cause problems for the business since the employees only focus on the incentives
that they completely disregard customer satisfaction.
One way behaviour can negatively impact performance is that it can harm
relationships at work. As a result, the employee will be excluded from groups and
communities in the workplace. This then fuels the negative attitude as the employee
is being left out.
Another negative impact that behaviour can have on performance at work is that the
employee will not get any perks. Having a negative attitude, reduces the likelihood of
an employee getting any perks.
On the other hand, behaviour can positively impact performance at work by
increasing the employee’s job security. Having a good attitude at work gives an
employee job security. It can also increase the likelihood of getting a promotion due
to a good attitude.
Advantages and disadvantages of the theories of motivation and reflection
This section will be explaining and assessing the advantages and disadvantages of
Herzberg’s two-factor theory and Vroom’s Expectancy theory. Additionally, it will also
be describing and assessing the advantages and disadvantages of some reflective
theories. The reflective theories that will be covered are Gibbs’ Reflective cycle and
Lawrence-Wikes’ REFLECT model.
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Herzberg’s two-factor theory
In 1959, Fredrick Herzberg who was a behavioural scientist introduced a two-factor
theory. Herzberg believed that some job factors result in higher satisfaction and that
some factors produced lower satisfaction. He believed that the opposite of
‘satisfaction’ was ‘no satisfaction’ and that the opposite of ‘dissatisfaction’ was ‘no
dissatisfaction’.
Herzberg classed the job factors into two categories, which were hygiene factors and
motivational factors.
Hygiene factors: The hygiene factors are factors that are essential for motivation to
exist at work. However, these factors do not lead to long-term positive satisfaction.
Regardless, if these factors are not there, then it will lead to dissatisfaction. This is
because the hygiene factors are there to placate their employees to make sure that
they are not dissatisfied. Hygiene factors need to work. Hygiene factors are also
known as dissatisfies or maintenance factors. These factors describe the job
environment situation/ scenario. The hygiene factors include pay, company and
administrative policies, fringe benefits, physical work conditions, status, interpersonal
relations and job security.
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Motivational factors: Motivational factors have positive satisfaction, according to
Herzberg. These factors are known as satisfiers, they are there to improve the
employee’s performance in their jobs. The employees find this very rewarding. The
motivational factors include recognition, sense of achievement, growth and
promotional opportunities, responsibilities and meaningfulness of work.
One of the limitations is that the two-factor theory often disregards situational factors.
Also, Herzberg had an assumption that there was a link between productivity and
satisfaction. However, the research that Herzberg conducted heavily focused on
satisfaction and ignored productivity. Another limitation is that the theory is not very
reliable.
(Advantages and disadvantages)
Vroom’s Expectancy theory
This theory was brought forward by Victor. H. Vroom, who believed that people are
motivated to do certain activities in order to achieve a goal to the extent that “they
can expect that certain actions on their part would help them to achieve their goal.”
(P. Junega, 2020)
Vroom’s Expectancy Theory is rooted in the cognitive concept e.g. how someone
processes different elements of motivation. This theory is based on the grounds of
valence, instrumentality and expectancy. This is why it is called the VIE theory.
There is a visual algebraic representation of Vroom’s Expectancy Theory in the
diagram below:
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This diagram shows that the
algebraic formula is Motivation
(force) = Valence x Expectancy.
Valence: Valence refers to the
amount of value that the person
places on a particular outcome or
one of their strengths of the
person’s preference for the expected rewards of the outcome. In order to have a
positive valence, an individual should do the outcome regardless of the outcome.
One example would be if an employee was motivated by promotions, they would
then not value incentives as a result. However, if the valence is zero then the person
would prefer to do a task without any rewards. Unlike the example above, the
employee will agree with the increased motives.
Instrumentality: This is another input that will decide the valence. Instrumentality will
decide the first outcome and how to get the second level outcome e.g. how far the
first leads to the second level outcome.
Expectancy: Expectancy is another outcome that will determine motivation. It refers
to the possibility that a certain course of action will lead to their professional goal.
Expectancy is different from instrumentality because it focuses on the efforts being
done to achieve the first level outcome, unlike instrumentality which focuses on the
first and second-level outcomes to each other. In simple terms, expectancy is the
probability that a certain action will lead to a certain first-level action.
(Advantages and disadvantages)
Gibbs’ Reflective cycle
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Gibb’s reflective cycle is one of the more complex models of reflection, Gibbs’ cycle
is made up of six stages; description, feelings, evaluation, analysis, conclusion and
action plan. Due to the cyclic nature of this theory, individuals may repeat the same
experiences. However, it allows the individual to learn and plan from the things that
went well and did not go well.
Description: This is when the individual is describing what happened.
Feelings: This is when the individual recalls and reflects on their emotions after the
incident has taken place.
Evaluation: This is where the individual recalls the incident and they point out the
good and bad parts.
Analysis: This is where the individual makes sense of the incident.
Conclusion: This is where the individual takes what they have learned from the
incident and focuses on what they could have done differently.
Action plan: This is where the individual makes plans on how to deal with similar in
the future or changes in general.
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Gibb’s reflective cycle is a good way to work through an experience.
One of the advantages of this, is that the model is easy to understand and it is also
easy to use. Since it is easy to understand and use, anyone can easily implement
into their lives and in any given scenario.
Another advantage is that as people grow and mature, they can use this to recall and
learn about their past experiences. This is important because it will guide them into
not making bad decisions.
One disadvantage is that some people find it hard to talk about their feelings. This
can cause them to feel frustrated and they could lash out as a result.
Lawrence-Wikes’ REFLECT model.
Reflective practice is about ‘meta-cognition or thinking about your thoughts’
(Edinburgh Napier Students’ Association, 2021). By doing this, it allows the individual
to recall their actions which helps them gain insight into their behaviour and their
preferred learning communication style. Additionally, it also allows them to recognize
their strengths and weaknesses.
In 2001, Rolfe et al developed a simple version of a reflective practice model, it was
in three parts; what, so what and now what.
What: The ‘what’ was designed for the individual to ask themselves what happened.
So what: The ‘so what’ was designed for the individual to ask themselves what has
happened as a result.
Now what: The ‘now what’ was designed for the individual to ask themselves what
they will do as a result of what has happened.
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However, Gibbs’ Reflective Cycle was more in-depth and it was made up of six
parts, these were; description, feelings, evaluation, analysis, conclusion and action
plan.
Description: This is describing the event.
Feelings: This is how the individual is thinking and feeling.
Evaluation: This is where the individual states the good and bad parts of the
experience.
Analysis: This is where the individual thinks about what they could have done in that
situation.
Conclusion: This is where the individual thinks about what else they could have
done.
Action plan: This is where the individual thinks about what they will do if the same
situation happened again.
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Furthermore, the Lawrence-Wilkes made the REFLECT model in 2014, the diagram
on the left shows the
REFLECT model:
Conclusion
In conclusion, this journal article has explored how effective teamwork is in
organisations during the 21st century. This was done by researching the different
management styles which are used in the public sector, the examples that were
researched were; scientific, bureaucratic, quantitative and systems. Furthermore, the
management roles in the public services were also looked into how effective it is
against different tasks.
Additionally, the concept of organisational behaviour has been summarised, it has
also explained the like between; motivation, organisational behaviour, reflection and
how these factors impact an individual’s performance at work.
Also, it has illustrated the advantages and disadvantages of the motivational and
reflection theories by using a case study of a public service implementing the study
in the workplace.
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References
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Leadership) accessed on 17/12/2020
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Workplace Management Theories | Indeed.com) accessed on 17/12/2020
3. Katelyn Peters, Investopedia, “Organisational Behaviour”, 31/03/2021
(Organizational Behaviour Definition (investopedia.com)) accessed on 17/12/202
4. Kendra Cherry, Amy Morin, Verywell mind, “What is motivation?” 27/04/2020
(What Is Motivation? (verywellmind.com) accessed on 17/12/2020
5. Clare Sewell, University of Cambridge, “Reflective practice toolkit”, 2020 (What
is reflective practice? - Reflective Practice Toolkit - LibGuides at University of Cambridge
Subject Libraries) accessed on 27/12/2020
6. Prachi Junega, Management Study Guide Content Team, “Expectancy
Theory of Motivation”, 2020 (Expectancy Theory of Motivation
(managementstudyguide.com) accessed on 27/12/2020
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7. Edinburgh Napier Students’ Association, “Guide to reflective practice”, 2021
(Guide to Reflective Practice - Edinburgh Napier Students' Association) accessed on
19/04/2021
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