Team Work and Communication

THE NATURE OF TEAM WORK

The present day organization assign role to the individuals in a way that they interrelated and interdependent upon each other. These interactions of people in small groups bring forth an important question of team work. However, more coming together does not really build a team. Some conscious efforts by the participant members are required to be don, if a team has to be built. A few pertinent questions the arise, (I) What is team work? (II) what are the bases of team Work? (III) How an effective team can be built? There are two principle types of group interaction.

One exists when people are generally discussing ideas and is generally called a meeting.

Second exists when people perform tasks together and is called a team.

TEAM WORK:

Team work is individuals working together to accomplish more than they could do alone but more than that it is exciting, satisfying and enjoyable.

There are many factors to show why people do not work in a team and complete with each other. As a result of this there is poor team work. Some of the indicators of poor team work are:

• Symptom of frustration
• Unhealthy competition
• Rigid group norms & procedures
• Quality of relationship is poor
• Absence of trust
• People not developing
• Dearth of new ideas & creativity
• Domination by the leader
• Warring cliques or sub-groups
• Avoidance approach to potential conflicts
• High turnover, more absenteeism, more grievances and more transfer requests
• Work schedule delays

On a comparative scale, the indicators of good team work will be just opposite. From this we can deduce some of the characteristics of a good team.

CHARACTERISTICS OF AN EFFECTIVE TEAM:

1. Clear objectives and agreed goals
2. Openness & confrontation
3. Support & Trust
4. Co-operation & Conflict
5. Sound Procedures
6. Appropriate leadership
7. Regular review
8. Individual development
9. Sound inter group relations.

BASIS OF TEAM WORK:

Some of the reasons why people collaborate are as following:

1) Collaborative Motivation

There is a basic need for human beings to help, to care for and to be useful to others. This is explained by Extension Motivation in which the basic urge is to extend oneself to other and be of service to others. This extension motivation is the basis of collaboration. It is possible that some people have higher extension motivation where they have a tendency to collaborate more than other individuals. Extension motivation is result of many forces, and is reflected in the general concerned a person has for others. If other in the group do not have a high Extension Motivation, it also gets reduced in the individual.

2) Group Norms:

Group norms are not the formally written rules of behavior but the informally evolved and are implicitly agreed by all members. Group norms have the support of group force and thus influence the individual a lot. A person may have a low collaboration motivation and a tendency to complete but may change to collaboration with the influence of prevailing norms.

3) High Pay – off for Collaboration:

Individual generally behaves according to perceived reward for behavior. If one behavior is rewarded he is likely to repeat it. In collaboration, the psychological pay-off is higher than the perceived pay-off in competition. Therefore, people collaborate.

4) Super ordinate goal:

• An attractive & desirable goal
• A sharable goal
• Situation is such that it cannot be achieved by a single individual group without working with other groups. This constitutes a super ordinate goal. A super ordinate goal in itself provides the basic for collaboration.

5)Perceived Power:

People at all levels in the organization have power either positive or negative, and this should be perceived & should also be demonstrated which contributes to the development of collaboration. Unconditional cooperation only leads to exploitative situation.

6)Mutual Trust:

Co-operation and team work is a function of perception of power and a minimum trust that it will not be used against each other. The absence of a minimum level of trust leads to conflict and competitive situations.

7)Communication:

Collaboration increases with free and open communication as it opens up the possibility of discussing the consequences of the behavior of groups or persons, perception of power and development of trust.

8)Fait Accompli:

When individuals stay together and share certain norms they begin to see good points in each other and collaboration emerges. This is on the realization that they have to live or work together (faith accompli).

9)Risk taking:

If collaboration has to develop one party must take the initiative to co-operative even at the cost of being vulnerable. This is based on the inner strength of group or individual who can take the risk. This courage to lose initially for the benefit of all concerned is the key to the development of collaboration and strong team work.

COMMUNICATION

Communication in simple terms refers to the act, by one or more persons, of sending and receiving informations, ideas and feelings with an objective to exchange meaning. This definition of communication is not as simple as it appears to be. Communication is rather a complex process. Its complexity and intricacy lies in the following:

1. Thoughts, feelings experiences, prejudices and locational setting of the person who sends and receives the message, influence its meaning;
2. Multiplicity of channels through which the message is transmitted may distort the meaning of the message;
3. Multiple means of expression b b(i) verbal, consisting of words and language, and (ii) non verbal, consisting of gestures, facial expressions, body movements, exclamations, etc. may increase the ambiguity in interpreting the message;
4. Barriers from the environment may also distort the meaning of the message.

THE COMMUNICATION PROCESS

For the purpose of understanding, a communication can be broken down into its following basic elements.

1. Sender or Source: refers to the person (or persons) who is sending the message. The personality of the source is one of the most significant aspects of any communicative act.
2. Encoding: refers to sender’s activity of translating the message in symbol (words, language, gestures) so that it can be understood by the receiver. The sender’s vocabulary, intentions, and the context within which he is framing his message, have an important influence on the encoded message.
3. Message: is the content of the information which the sender intends to send to the receiver.
4. Channel: is the means through which the message is transmitted to the receiver. For example, the message may be conveyed through written words, spoken words, gestures, etc. Again, it may be conveyed personally or publically, may be directed towards the receiver or towards everyone. The effectiveness of a message depends much on the channel used to transmit it.
5. Receiver: is the target of a communication. As in the case of the sender, the personality of the receiver would influence the reception and interpretation of the message.
6. Decoding: is the corresponding process to encoding in the case of the receiver. It refers to the process of interpreting and understanding the received message. Again, as in the case of the sender, the consequences of decoding are influenced by the receiver’s vocabulary, motives and the context within which the message is being interpreted.
7. Feedback: is the concluding link of the communication process. A complete act of communication implies that not only the sender sends the message which is received by the receiver, but also the sender comes to know that the message has been received and understood properly. This act of receiver’s response, which may be explicit or implicit depending on the nature of the message, to the sender is known as feedback.

TYPES OF COMMUNCATION

Basically, there are three ways in which people communicate with each other. There are:

1.Face-to-Face Communication:

Most of the routine organizational work is carried out through verbal instructions. This includes meetings, interviews, directions, counselling, personal talks, etc. This way of communicating has the advantage that both the sender and the receiver have a chance of making themselves clear.

However, in practice the fact-to-face communication may become ineffective due to the following reasons:

1. most people believe that just transmitting the message is enough for communication. The do not consider whether the message was received and understood by the other person.
1. most people use their listening time to structure their own arguments and responses, and thus, completely tune out what the other person is saying; and
1. if the communicated message is an order or instruction, the effectiveness of the message often gets lost through lapses of memory.

2.Written Communication:

One can not totally rely on verbally spoken communications. A wide range of organizational activities, circulars, reports, manuals, job descriptions, etc. is conveyed in written form. Written communication is necessary in certain situations, such as:

1. When the same message is to be conveyed to a large number of people at distant places:
1. When the message is complex in nature, e.g., about work methods, rules and regulations, etc.

The main drawback of the written communication is that there is no certainty about its being read by its receivers. Also, chances of getting a feedback are less in the case of written communication, than in the case of face to face communication.

3.Non verbal Comunication:

People convey messages not only through spoken and written words but also through non verbal means which are equally important in expressing oneself. For example, nodding of head conveys agreement, frowning express displeasure, shrugging shoulders signifies grudging withdrawal and so on. These clues convey the intentions behind the words and help in interpreting the intended meaning of the message. However, these clues should be treated as complementary to the verbal message.

CAUSES OF COMMUNICATION BREAKDOWN:

Breakdown of communication occurs when the message is not received, is received in a distorted form or when either the sender or the receiver refuses to participate in the communication process. There are mainly two factors which causes communication breakdown.

1.Physical Noise:

‘Noise’ is any factor which interferes with the communication process. For example, distracting sound, frequent interruptions and attention diverting gestures break the continuity of communication. Usage of highly technical and complex words, too long and too short sentences may act as noise to render the communication ineffective.

2.Psychological Noise:

Noise can also occur at a psychological level. Prejudices, apprehensions, tensions, mutual distrust, perceptual differences etc. of the sender and receiver are a few examples of Psychological noise.

COMMUNICATION WITHIN AN ORGANIZATION

Communication process within an organization is characterized and moulded by the nature of the organization structure. The content of the communication, and the barriers leading to communication breakdown can reasonably be anticipated by knowing the organizational positions of the sender and the receiver. In general, there are three types of formal communications in an organization:

1)Downward Communication:

Any communication which originates from a higher level of hierarchy and is diverted toward the lower levels is called downward communication. This essentially consists of policies, orders, directives, etc. Downward communications are needed:

1. to instruct the employees about the work methods and jobs;
2. to provide information about the rules, procedures and practices to the employees; and
3. to provide the subordinates with feedback on their performance.

An important requirement of effective downward communication is that it needs to be translated into more operational and practical terms as it passes down the levels of hierarchy. Unless this translation makes the message relevant for the receiver, it defeats its intended purpose. For example, if the corporate objectives which are phrased in very generic terms, are presented to the worker without specifying his targets, they would convey no message to him to act upon.

2)Upward Communication:

Both management and employees often neglect the role of upward communication in an organization. However, many of the decisions regarding the policies and targets, made at the upper levels of hierarchy, depend heavily on the information received through the upward channels of communication. The upward communication is useful.

1. to provide feedback to the management about the implemented programmes and policies;
2. to provide information about output, quality of products, etc.
3. to collect the job relevant feelings and reactions of the employees; and
4. to receive the complaints and grievances of the employees.

For smooth and unhindered upward communication some of the salient pre-requisites are:

1. the management must ensure an open and uninhibited organizational climate which creates a feeling among the employees that the management is interested in their views and problems;
2. the employees from whom such communications originate, must feel responsible enough to send only those messages which are relevant and meaningful, both in terms of content and format, within the organizational framework; and
3. the functionaries at the intermediary levels (e.g. supervisors, departmental heads, etc.) through whom such communications pas, must become a link and not a block, in the communication channel. This is especially so in the case of ‘negative’ message (e.g. grievances, complaints, reports of failure etc.) which may be interpreted by their supervisors’ as indications of their own ineffectiveness.

3)Horizontal Communication:

Messages exchanged among employees who are at the same level in the organizational hierarchy is called horizontal communication. Such communication is important for effective organizational functioning in two ways:

1. it facilitates coordination of work at the inter-departmental level, and
2. it permits exchange of jobs, related experiences and knowledge.

It must, however, be noted that the horizontal communication to be useful, requires going beyond the petty feelings of one-upmanship, jealousies, favouritism etc.

INFORMAL COMMUNICATION IN ORGANISATIONS

In addition to the formal channels of communications, people in an organization also communicate through a network of personal contacts, which is known as the grapevine or the informal channels of communication. Such communications are, however, a double edged sword. When they are used to exchange work related or personal information they become and important means of communication, on the one hand, and an instrument in promoting interpersonal relations, on the other. But they have also a tendency to degenerate into rumour mongering and inter-personal conflicts.