Team building, group dynamics, talent management, leadership development, and any number of other functional areas are much more about clarity, focus, aligning expectations, and defining roles than creating equality" (Myatt, 2012). In the last twenty years, organizations have come to the realization that the better their employees are at working together, the more successful their organizations will be.
Reductions in budgets in the public sector mean that there is an increased pressure for these organizations to deliver more effectively. Team-building is a verifiable way to ensure a greater success at employee cohesion. Private sector organizations have largely realized this, as private sector organizations more frequently enlist the help of outside organizations such as team-building experts to teach and implement effective means of team-building for their workers. Given these trends in team-building, I would want to further explore: what are the immediate benefits of team building? What are the long-term benefits of team building? What are some of the common mistakes or challenges encountered on the road to team building?
Collaboration and Coordination with Outside Contractors
Effective collaboration and coordination is absolutely essential at both the public and private sector. Collaboration and coordination fundamentally refer to the ability to work well with other agencies and entities so that work is done in a manner in which all different parties are bringing their strengths to the project so that it is finished in the best possible way. Establishing collaborative partnerships between public service entities or between private sector entities can be truly beneficial, as well as with public sector and private sector entities. For instance, "Collaborative partnerships are non-legal working relationships that often occur between the public and private sectors to meet a common objective or goal. Primarily goodwill gestures, collaborative partnerships are often used to provide knowledge exchange or collective leverage resources for a specified goal" (nascio.org, 2006).
Given the facts, both organizations within the private sector and in the public sector need to learn how to work better with outside contractors and with outside organizations and specialists. At the most foundational level, an organization will only reach stability and keep stability if it has strong group cohesion and team development. However, an organization, be it public or private, won't be able to thrive, blossom and evolve unless it can work well with others, meaning outside contractors. For example, public organizations need to be able to work with one another immediately and seamlessly in times of crisis, rather than having delays and obstacles because they can't figure out how to do this. Thus, based on all these findings, I would naturally explore questions like: what are the best ways to foster coordination and collaboration? What are the best ways to train teams in the process of coordinating and collaborating information? What are some common stumbling blocks that organizations encounter in the task of coordination and collaboration?
Decision-Making
Decision-making in an effective and meaningful way is a common thread of a range of thriving and relevant organizations. "Decision making is the most common task of managers and executives. Successful [organisations] ?outdecide' their competitors in at least three ways: they make better decisions; they make decisions faster; and they implement decisions more? (McLauglin 1995:443)" (Dillon et al., 2010, p.229). This quote aptly demonstrates the absolutely vital role that decision-making has come to play with all organizations which are high-achieving -- regardless of whether or not they are in the public or private sector. Thus, historically, decision-making has been and continues to be an incredibly crucial process for success.
However, it's long been known that decisions are made differently in the public sector vs. In the private sector. "Anecdotal evidence suggests that since public and private sector decision makers operate in different decision making contexts and employ different...
Only then will the more effective use of knowledge occur and its value is de-politicized, making it more potent in generating profits (Chartrand, 1985). It is a paradox that the more challenging, disruptive and uncertain a given industry is the more organizations fractionalize their structures, creating splinter groups and politically volatile structures that only accelerate a company's demise. The paradox is that in the toughest and uncertain of times in
However, this does not happen always. An organization's structure is in reality an extremely powerful control technique, as the alternative to structure will automatically favor some groups and put others in trouble. In case managers are employing structure to extend power to some groups or individuals they are not just wielding power rather are getting involved in political movement. Therefore, strategic choices relating to structure might not be coherent
Organizational Culture and Sustained Competitive Advantage Organizational culture is a defining feature of every organization. The unique culture that every organization displays has an affect on its ability to remain profitable. Culture can have either positive or negative affect on the ability of the organization to remain competitive. Much academic research up to this point has focused on theory and defining what is meant by culture and sustainable competitive advantage. This
Organizational Culture IKEA Organizational Culture Strong and Weak Sides of Organizational Culture Impact of Internal and External Factors Leadership and Organizational Culture IKEA Subculture Values Employees and Organizational Structure IKEA Organizational Culture Every organization has a unique culture that dictates how things are done -- it defines the organization's social and psychological behavior. Though there is no universally agreed definition, organizational culture essentially refers to the values, beliefs, attitudes, assumptions, principles, habits, and customs shared by members of a
Organizational Behavior Chester county hospital organization culture Chester county hospital is an organization within the public sector. This organization strives to be the best place to work for any of its employees or potential employees. This organization is among Chester County's largest and most well respected employers and this success is attributed to the dedicated employees who are committed to maintaining an atmosphere of excellence. The members of staff are a representation
organizational approaches, it is easiest to start with the classical approach, mainly because the focus is different here: if for the two latter approaches, the focus is on the human resource, on the employee, in the case of the classical approach, the focus is on the manager and on the management process. The classical approach proposes principles of management that should guide the manager in the decision making process,
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