Recent orders
Developing and using Research Skills
Index
Index………………………………………………………………………………………………………….1
TAQ 1 A: Identify, explain and use at least two different research methods…………..2
TAQ1 B: Evaluate the appropriate use for the different research methodologies…….4
TAQ 2 A: Aim of the study…………………………………………………………………..5
TAQ2 B: Suitable hypothesis for the study………………………………………………..5
TAQ2 C: State whether the above hypothesis is directional or non directional………5
TAQ2 D: Which group acted as a control group and what is the purpose of the control group………………………………………………………………………………………….5
TAQ2 E: What was the IV…………………………………………………………………..6
TAQ3 A: Advantages and disadvantages of repeated measures design and independent groups design………………………………………………………………..6
TAQ3 B: Advantages and disadvantages of observations and experiments…………8
TAQ 1 A: Identify, explain and use at least two different research methods from the list
RESEARCH METHOD Explanation
Example When research method could be used (with example and reason for choice) Limitations of the research method (how and why it could be less effective), with explanation based on example
Observation It is a basic method of getting information through careful watching of things and trying to understand them in depth (Panneerselvam, 2004).
An example is observing animals and people in their habitat without interviewing the respondents (Kothari, 2004). One way it could be used is in the case study of individual interaction and how they relate with each other (Kothari, 2004).
This is the case when ethnologists specialize in the study of animals and their natural environment. Observation brings about issues of bias. A researcher studying animals may come up with results that may be wrongfully interpreted (Panneerselvam, 2004).
Field experiment Subject study in the real world whereby the investigator intervenes in collection of data, focusing their attention towards specific behavior rather than being general and interacting with the subject during data collection (Goddard and Melville, 2004). Could be very useful when carrying out social surveys (Kothari, 2004).
One such example is the study of an area with respect to certain conditions such as survey of schools in an area. There is less variable control; the experimenter has limited control of the environment thus varies affect the outcome. The cause and effect relationship becomes hard to establish in the process (Panneerselvam, 2004).
Interview Form of communication where one person asks questions, which are answered by the recipient interviewee (Kothari, 2004).
They take many forms like structured interviews and informal (Goddard and Melville, 2004). Useful when finding out information about an individual’s history from close acquaintances (Goddard and Melville, 2004).
An example is determining the childhood of a prominent personality. When faced with an interviewer, honesty is the last thing one thinks of especially in informal interviews (Kothari, 2004). As such, it tends to discredit the interviewer’s final report.
Bias information may be given to conceal a hidden truth that happened a long time ago.
Questionnaire This is a list of questions written and helps one to gather a lot of relevant information cheaply and relatively quick (Panneerselvam, 2004). They don’t take time to fill and participants understand the questions.
One instance filling out a questionnaire concerned with the environmental degradation of a particular region.
This particular concern could help an interviewer cover large areas of study with ease and save time and money (Kothari, 2004). Since it covers a general population and a lot of people tested quickly, most people tell fibs. This may be an issue as lie questions may also be included for example in Eysenck’s Personality Questionnaire (Panneerselvam, 2004).
Laboratory experiment Experiments carried out in a controlled environment, which is special and tightly enclosed (Kothari, 2004).
Examples include determining dependent and independent variable as the effect and cause effect respectively.
A good example of controlled experiments in a laboratory includes studies on the human memory. This ensures that the cause and effect relationship takes place. The controlled environment ensures that one is able to discover faster and effective reactions (Goddard and Melville, 2004). Artificial experiments may not give conclusive results on how individual memories would behave in real life situations (Kothari, 2004). They provide a platform for lack of ecological validity.
(Word Count 500)
TAQ1 B: Evaluate the appropriate use for the different research methodologies.
Observation is critical when it comes to the innovation and improvement of new services and products. It should be used when looking to develop new ideas and making changes that are related to human beings. Observation is a holistic approach and should be used when creating new ideas by the relevant departments.
Field experiments are very important when it comes to examining the naturally occurring environments and worldwide interventions. Economists use field experiments to analyze and interpret information obtained from healthcare programs, education, and environment degradation and have used the information to measure the effectiveness of eradicating issues that arise from such problems.
Interviews allow one gather qualitative data that is open ended and covers a wide range. They are vital to any project investigation as they provide rich qualitative data about end users, key stakeholders and individual projects. Interviews are useful since they provide information about personal feelings, motivations, and attitudes.
Questionnaires are most commonly used as they are less costly and provide a quantitative data gathering method whereby the information and evidence obtained is expressed in terms of numerals. Depending on the distribution method and lack of bias information, questionnaires can be done swiftly with data analysis starting right away.
Lab experiments are useful in establishing a cause and effect as it involves the direct manipulation of one variable and at the same time trying to make the other variable constant. This is the case since experimental methods vary from the non experimental methods and as such laboratory experiments can become duplicated.
(Word Count 254)
TAQ 2 A: Aim of the study
To determine the dependent and independent variable among the experimental information provided.
TAQ2 B: Suitable hypothesis for the study
The most suitable hypothesis testing would be the experimental hypothesis.
TAQ2 C: State whether the above hypothesis is directional or non directional.
The experimental hypothesis chosen above is a non directional hypothesis.
TAQ2 D: Which group acted as a control group and what is the purpose of the control group.
Mr. Whitebeard’s class’ used as a baseline for comparing both results in the experiment.
TAQ2 E: What was the IV
Mrs. Mullet’s class as there was significant difference between the conditions provided by Mrs. Mullet’s class and Mr. Whitebeard’s class, with a change in performance in Mrs. Mullet’s class performance.
(Word Count 76)
TAQ3 A: Advantages and disadvantages of repeated measures design and independent groups design
Repeated Measures Design Independent Groups Design
Advantages Advantages
Can be used to get rid of subject variables
There is equal variation. Since it involves manipulation of the independent variable in order to observe the dependent variable, it becomes easier to monitor the effect and cause relationship of a variable.
It only needs a relatively small number of subjects due to the fact that it uses fewer subjects. This is because data for all conditions are derived from the same group of participants (Howit & Cramer, 2011)
There is great control over irrelevant variable as compared to other research methods.
Gets rid of bias based on subject
Also gets rid of bias based on order effects that result from the different participants used under each condition. The aim of this research design is less expected to become clear to the participants since both conditions are run simultaneously (Howit & Cramer, 2011)
Can use on material content within a short period and repeatedly
Disadvantage Disadvantage
There is a small range of potential uses as compared to other research designs. It is not possible to simply use two different reading schemes for teaching young children within the same group of younger children.
Order effects that are brought about by participants are in each condition and are unavoidable. The order effects occur when people behave differently because of the order of conditions given. This can become minimized through the use of counter-balancing, which consists of some contributors doing the conditions in a uniform order while others doing the same conditions in a different order so as to randomize the order effects.
It creates a sense of boredom. One gets tired doing one task and later on redoing the similar task the same way thus becoming easily fed up. Can lead to problems relating to validity, like maturation, which can become evident in terms of the effects of treatment for example. Here the participant gets used to the idea of being tested and in other instances, one group of participants talks to another group of participants about the experiment underway.
The other disadvantage is the fact that this research design suffers greatly from individual differences. Two people cannot be the same at any one instance, some people may find the tasks in the experiment quite difficult while others may find the tasks rather simple and easy to complete. An example is when conducting a memory task; an Individual with sharp memory will find it easy in figuring out what the researcher is testing while someone with poor memory would end up struggling a lot in the end demand for characteristics becomes inevitable.
There is need for more subjects
Subjective variables such as age are not easily controlled.
TAQ3 B: Advantages and disadvantages of observations and experiments
Observations Experiments
Advantages Advantages
It is the best and direct method of data collection and information and is suitable for studying of human behavior
Observation improves precision of results obtained from the research.
The data collected is accurate in its own nature and also very reliable.
It is less demanding in nature and this makes it less bias when it comes to working abilities.
Observations can be made continuous by the use of modern technology thus can be used for a larger duration of time (Kothari, 2004).
By using observation, the researcher can be able to make an in-depth analysis of the problems that have been identified.
There is a decrease of problems of depending on the respondent.
Observation serves as an important tool in understanding the verbal response positively and more efficiently (Panneerselvam, 2004). Provide a platform for determining the cause and effect of a variable. This is because experiments involve calculated manipulation of one variable and maintaining the other variable constant (Goddard and Melville, 2004).
Experiments allow there to be precise control of variables. Control enables the experimenter be able to isolate the independent variable so as to observe its effect on the dependent variable with control being intended for allowing individuals to come up with a concrete conclusion based on the two variables (Kothari, 2004).
Experiments produce sufficient quantitative data having numerical data. This data can become analyzed using inferential arithmetic tests and the tests can be able to produce reliable statements on how the events occurred through chance (Panneerselvam, 2004).
Duplication of experiments can be done easily therefore generalization of data from a single experiment becomes impossible (Panneerselvam, 2004). The more an experiment is replicated, and having the same results being retrieved, then the higher the probability that the theory that is tested is valid.
Disadvantages Disadvantages
Issues relating to the past cannot be studied through observation.
Attitudes and opinions cannot be studied through observing. Also sampling cannot become effective here.
An individual is only limited to the available documents.
Controlled observations require special equipments so as to work effectively and such equipments tend to be very costly.
Observation alone cannot be able to provide complete answers to problems and issues that need to be addressed.
They involve a lot of time because the researcher has to wait for such an event to take place then be able to study the particular event (Kothari, 2004).
The other greater disadvantage is the fact that it is unknown for the event to occur in relation to the actual presence of the researcher being present. Due to lack of adequate control, it becomes impossible to decide whether change in the dependent variable is as a result of the independent variable (Goddard Melville, 2004).
Experiments are not examples of real life situations since they are carried out in controlled environments thus producing distorted information and behavior.
Experiments cannot control every variable, there are other variable, which the experimenter is not aware of and they are at work. Bearing this in mind, it becomes impossible to control all variables, for example it is impossible to control completely the mental world of individuals that are taking part in the stud.
(Word Count 1001)
Bibliography
Goddard, W. & Melville, S. 2004. Research Methodology: An Introduction. Claremont, SA: Juta and Company Ltd.
Howitt, D., & Cramer, D. 2011. Introduction to Research Methods in Psychology. (3rded.). Harlow, Essex: Pearson Education Ltd.
Kothari, C., R. 2004. Research Methodology: Methods and Techniques. New Delhi: New Age International.
Panneerselvam, R. 2004. Research Methodology. New Delhi: PHI Learning Pvt. Ltd.
Developing and Managing effective teams and Workplace Diversity
Developing and Managing effective teams and Workplace Diversity
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Introduction
Development and management of effective teams refer to managerial activities aimed at empowering employees put together in groups so that they improve their performance and steer organization to meet its set objectives. According to the management theory, teamwork is a key component of any process in an organization as it affects the level of productivity and quality of products and services delivered by workers (Reddy, 2004, p. 121). In turn, this influences the level of customer satisfaction and overall reputation of an organization. Effective teams produce more work in less time. This enables an organization to alleviate costs incurred due to inefficiencies, to make more sales and to realize higher profits. In other words, individuals within an organization rely upon one another to ensure that they produce the desired volume of quality products or/and services which meet or exceed customer expectations (Reddy, 2004, p. 121). Thus, development and management of effective teams can steer an organization to attain competitive advantage over time.
Another critical issue that affects organizational effectiveness is diversity management. This refers to bringing together people of different ages, religions, races and/or ethnic diversity together into a cohesive and productive unit (Werner & DeSimone, 2009, p. 502). The ability to manage and utilize diverse workforce affects an organization’s performance. Thus, diversity management should be made part every organization’s culture. This paper examines management theory on the concepts of creation and management of effective teams and diversity management within organizations. The paper also examines how well Toyota Australia has utilized these concepts, a company that I am yearning to work for. Toyota Australia is the Australia’s branch of Toyota Motors Company, a leading multinational automobile manufacturer in the world with headquarters in Japan. This corporation has achieved numerous goals throughout its history and in fact, its cars have in many cases been rated the most valuable in the world (Toyota, 2012). One of the sources of this success is the corporation’s effectiveness in developing and managing work teams and its dynamic culture that embraces cultural diversity.
Development and management of effective teams
As Daft (2007, p. 47), explains, the effectiveness of organizational teams is dependent upon an organization’s effectiveness in the process of recruiting and managing human resources. In order to build an effective team, an organizations should interact with external labour environment so as to attract, select, recruit, retain and use workers with the required knowledge, abilities and skills for executing its strategic business plan. Workplace teams should be carefully planned and put together. For instance, four leaders should not be put together in the same team. Instead, people with different competencies should be put together in order to get the most out of them. For instance, a leader can be put together with a reporter, individuals with technical expertise and others who follow directions. Goals and directions should be communicated well to organizational teams to assist them in overcoming challenges that may arise. The set goals have to be specific, realistic and measurable (Daft, 2007, p. 47).
Organizational teams must be nurtured and given enough time to develop and become effective. After pairing off individuals whose skills and abilities best complement each other with regard to organizational objectives, they should be given some space to know each other and to develop effective ways of operating (Daft, 2007, p. 48). Teams should also given the necessary resources to enable them achieve the set objectives within the required or reasonable time. They should also be given enough time to complete the allocated tasks.
Team members should be allowed and encouraged to participate in decision making process by expressing their views and showing their intellectual abilities (Holman et al, p. 104). They can arrange regular meetings to discuss various challenges and problems affecting their work and find solutions to them. They should be allowed and encouraged to make surveys and collect data regarding quality trend and other issues related to organizational products and services. Where possible, organizations should train individuals on statistical control methods, team building and problem solving. This will help to push decision-making from management to employees, who better understand the job they do and hence, make better recommendations (Daft & Lane, 2009, p. 258). Additionally, workers in teams should be taught that they are expected to initiate changes in their own jobs. The notion behind this is that improving quality a little bit at a time, throughout, has a high probability for success. Innovations can be initiated in a simple manner and then employees build on their success on this continuous process.
Further, management should motivate teams by instituting an effective reward system. Organizations should provide rewards to teams in recognition of good performance (Holman et al, p. 104). Examples of rewards and benefits are bonuses, special assignments, office fixtures, time off, awards, promotions and verbal praise. Basically, employees in a team feel good and “naturally high” after completing a job and delivering high quality outcome. They feel that they are more competent, have achieved greater development jointly and at personal levels and that they have greater self control over their work (Holman et al, p. 104). An effective reward system has to satisfy the basic needs of all team members, needs to be distributed fairly and equitably and need to be comparable or better than those given by other, competitive organizations in the same area.
According to Madura (2006, p. 664), the process of enhancing effectiveness of organizational teams is highly dependent upon continuous and effective communication. Communication in an organization should effectively move via upward, horizontal and downward channels. Downwards communication is the transfer of messages, information and ideas from the management to the team members in an organization. The opposite of this is upward communication. Horizontal channel involves communication between colleagues or workers in a team (2006, p. 664). Communication from the management should cover all team members and should be open, encouraging and honest. This will help to encourage teams to embrace and support organizational goals.
Toyota Australia
Toyota Australia management has been engaging in various activities that help in developing and managing work teams and in making them effective. To start with, human resource managers recruit workers with the right skills and competencies required for the tasks undertaken within the company (Toyota, 2012). They take their employees through constant training to enable them to remain competitive and to be productive. In addition, they embrace activities which aim at retaining key competencies through increasing employee’s job satisfaction, reducing workload and turnover rates. However, Woscombe (2011) noted that there is tendency for Toyota Australia’s managers to recruit persons with the same traits as themselves. This is a drawback for such an organization’s where innovation is a key factor to long-term success.
Organizational teams in Toyota Australia comprise of 4 to 23 members depending on the task at hand, who have different competencies that complement each other. These groups are allocated enough resources and time to complete the allocated tasks and in accordance to the goals of the organization which are communicated to them effectively. According to Toyota (2012), the members of different groups or teams are allowed to make suggestions for improvement which are then incorporated management’s decision-making process. Their suggestions are included in the planning processes for quality and schedules. According to Toyota (2012), these groups are encouraged to find solutions for challenges and problems that they face while working.
There are several communication methods established within the organization by which workers and management share news, ideas, feelings and opinions. Some of the methods used include face-to-face communication, use of news-letter, cell-phone, telephone, memo, notice board, and instant messaging. These tools are used regularly and thus, they form part of the organizational rituals (Toyota Australia, 2011). However, communication and feedback standards within this organization are not very effective mainly due to its bureaucratic arrangement and the set of rules under which the workers operate.
According to Toyota (2012), teams’ members are provided with full information regarding the impact of any new system or technology introduced in the organization. Organizational teams are also given autonomy, encouragement, trust and authority to accomplish tasks. To achieve this, the organization’s management sheds bureaucratic ideas by encouraging teams to pursue new ideas in relation to organizational objectives and gives them authority to promote their ideas. This helps to unshackle the employees and make change to be part of their responsibility especially during the implementation of new systems. Toyota Australia has established promotion and rewards and benefits programs in order to motivate employees. The rewards and benefits provided include discounted vehicles and spare parts, overseas career development, parental leave, employee assistance program, learning and development program and superannuation (Toyota, 2012). This company needs to work harder in motivating teams by providing them with additional incentives in order to ensure employee turnover rate is low.
Managing workplace diversity
Workplace diversity has numerous benefits and hence, should be promoted in all organizations. To start with, all human resource policies from promotions to recruitment should be based on employee performance. These policies should not be influenced by ethnic background, religion or race (Werner & DeSimone, 2009, p. 514). They should also be based on strong policies of equality. During recruitment, qualifications of candidates should be rated based on their skills, knowledge and experience and not any other external influences. Recruitment committee should be diversified based on length of services, unit affiliation, job classification and variety of life experiences. This will ensure that the members represent different perspectives and remove biases from the selection process. This will ensure that a diverse workforce that will be beneficial to an organization is recruited (Werner & DeSimone, 2009, p. 514).
Diversity should also be encouraged when developing teams and other groups within the organization. Managers should ensure that teams are comprised of individuals with diverse qualifications. Also, complaints of discrimination or favouritism should be treated seriously (Barak, 2010, p. 37). Workers should be encouraged to report instances of discrimination or harassment. Managers should come up with a definitive process for investigating and dealing with such issues. Additionally, it is essential to take all staff members through training on the benefits of diversity. Discussions should be encouraged during training sessions on how workplace diversity should be managed at organizational and at personal levels.
Toyota Australia
According to Woscombe (2011), Toyota Australia has always declared itself as committed to equal opportunities and has always recognized diversity as an important aspect of the personnel management. Diversity is reflected in the organization’s famous phrase contained in TMC’s advertisements that says “respect for people and continuous improvement” (Toyota, 2013). Toyota Australia also strives to ensure that their customers and business partners are represented in the workforce. However, the company activities involve certain levels of collectivism, hence raising questions regarding its diversity policy. They often try to match customer diversity to the services offered meaning that selections in the services department are influenced by ethnic differences of the consumers. According to Woscombe (2011), this company benefits from matching sales persons to demographic attributes of consumers since consumers tend to trust people with similar cultural attributes more. The same reason has also driven this organization to create racist advertisements targeting different segments of consumers.
Conclusion
In conclusion, the effectiveness of the processes of developing and managing teams influences their effectiveness and the kinds of benefits to be derived from these teams. The success of the process of team development is dependent upon effectiveness of the hiring process, how careful managers are in planning teams, how well organizational goals are communicated to teams and the amount of time and resources available for the reams to accomplish the allocated tasks. Effective management of the teams involves allowing teams’ members to express their intellectual capacities, to participate in decision-making process, to find solutions for challenges, to provide motivational incentives to teams and members and tom ensure that communications and feedback systems and standards are effective in all directions. Toyota Australia management has largely adhered to these requirements, though a few issues have been identified related to communication, motivation and recruitment. Effective management of workplace diversity requires an organization to treat all people equally from hiring to promotion, without giving in to religious, racial or ethnic influences. Though Toyota Australia claims to promote diversity, their policy that focuses on matching employees with demographic attributes of consumers erodes diversity values.
Recommendation
This report has identified various issues related to Toyota Australia’s strategies for developing and managing effective teams. The success of this organization in the long-term is driven by such issues as innovation, flexibility and creativity which may not be present in individuals with the same characteristics as those already within the organization. Therefore, managers should also recruit individuals with different characteristics from themselves or from those already in the organization. Secondly, Toyota Australia should revise its communication and feedback standards to make it more effective. This will also help to alleviate issues related to quality of their products that have emerged in the recent past. There is also need to for this company to establish more rewards and benefits to motivate their employees in order to maintain high level of productivity and low level of employee turnover. Finally, this company should try as much as possible to address diversity related issues as it continues to pursue its profit-oriented objectives.
References
Barak, M. E. M. (2010), Managing Diversity: Toward a Globally Inclusive Workplace. Sage
publications, California
Daft, R. L. (2007), Management. Cengage Learning, New York
Daft, R. L & Lane, P. (2009), Management. Cengage Learning, New York
Holman, D., Wall, T. D., Clegg, C. W., Sparrow, P. & Howard, A. (2005), The Essentials of the
New Workplace: A Guide to the Human Impact of Modern Working Practices. John Wiley & Sons, New York
Madura, J. (2006), Introduction to Business, Cengage Learning, New York
Reddy, R. J., (2004), Management Process, APH Publishing, New Delhi
Toyota Australia, (2011), “Engaging with Toyota Australia employees. Employee Satisfaction
Survey,” Viewed April 25, 2013. HYPERLINK “http://www.toyota.com.au/toyota/sustainability/employees/working-at-toyota-australia” http://www.toyota.com.au/toyota/sustainability/employees/working-at-toyota-australia
Toyota (2012),”Relations with employees” Viewed April 25, 2013,
http://www.toyotaglobal.com/sustainability/csr_initiatives/stakeholders/employees/index2.html
Toyota (2013) ‘Diversity and inclusion turns the key.’ Viewed April 25, 2013,
http://www.toyota.com/about/diversity/
Werner,J. M. & DeSimone, R. L. (2009), Human resources development. Cengage Learning,
New York
Woscombe, J. (2011), “Toyota: Driving Diversity,’ Viewed April 25, 2013,
HYPERLINK “http://fpd.gsfc.nasa.gov/diversity/Toyota_Driving_Diversity.pdf” http://fpd.gsfc.nasa.gov/diversity/Toyota_Driving_Diversity.pdf
Developing and Maintaining Team Cohesiveness
Name
Instructor
Course
Date
Developing and Maintaining Team Cohesiveness and Positive Interpersonal Relationships
The success of an organization is highly dependent on the quality of the human personalities and professional that the organization is endowed with. However, there is a possibility of the organization failing to realize its objective not because it lacks the required resources, but because of lack unity, team works and cohesion within the groups. Therefore, the success of an organization is highly influenced by the level of team works, outstanding cohesiveness, and positive interpersonal relationships among the team members. It is for this reason that it is important to build a positive and strong teamwork for in order to realize the group’s objective within the allocated time. On this account, teamwork, cohesion, and understanding within the group, irrespective of their diverse social and cultural backgrounds, are critical in realization of the set objective both in the long-run and short-run. The first step in building teamwork and positive interpersonal relationships within the group calls for embracing personal differences and perceptions of individuals forming the group. A strong groups cohesion and unity cannot be constructed and maintained without involving all the leading stakeholders that take part in the group’s decision making process. On this account, bringing together all the members of the team without invoking their personal beliefs, cultural constructions, and perceptional differences is the most fundamental stage. Since all the team members have different cultural and social history, creating unity within the group would not be possible unless such differences are recognized. Harmonizing the different personalities possessed by the team members to create a common foundation and objectives that are consistent and acceptable by the entire group is essential.
Building unity and understanding within the team is not a day’s events, but along term exercise that may take time. However, once constructed, the bond forms the pillar for which team is founded. This process calls for recognizing different personality traits and how such personalities can be positively made use of for the success of the whole team without hurting any person within the team. Some of the traits that are essential in developing teamwork and cohesion include openness, conscientiousness, neuroticism (emotional stability), agreeableness, and extraversion. These five personality traits play a significant role in enhancing team understanding, increasing the degree of group cohesion and constructing positive interpersonal relations within the team. By embracing these personalities, the team will benefit from relative degree of tolerance, least irritation and temperament, more trust within the team, dependability, social understanding, high creativity and innovativeness, cordial team relationship, and openness to new ideas. Such traits are, therefore, critical to team unity and understanding, thereby, increasing the productivity of the entire team. Other personality traits that would be important in strengthening the bond in the team include locus of control, self-efficacy, self-esteem, affectivity, self-monitoring, and proactiveness. These traits would enhance the capacity of the team to solve problems in the best interest of the team, develop positive moods, and have a positive feeling about each member of the team. The other aspect of team building is through team perception management. Perception plays a significant role on how the group members detect and interpret the surrounding environmental issues and concerns. Social and personal perceptions must, therefore, be addressed in line with the team objectives and goals. In summary, creating team cohesion, understanding, and unity, personal values, personality, and cultural differences must be emphasized.
Avoid Free-Riding within the Team
One of the major challenges to teamwork is free-riding. Free-riding is the concept in teamwork where some members of the team prefer sitting back and watching others do the rest of the work for them. This problem lowers the productivity of the team hence, minimizing ability of the team to maximize on its potentials. Addressing this challenge is, therefore, fundamental in enhancing the productivity and effectiveness of the team. One way of addressing free-rider problem is by motivating and fairly rewarding the entire time. Maslow hierarchy of needs is major way of addressing free-riding in the team. Maslow theory asserts that although motivating the every member of the group is important, it is important to rank the needs and actualizing them in order of the needs identified. Maslow identified the following categories of needs; physiological, safety, social, esteem, and self actualization. When these needs are recognized and rewarded fairly, then, the team members will feel appreciated and will therefore actively participate in the group activities without waiting at the rest of the team to act on their behalf. On the other hand, hygiene factors and motivators help in minimizing free-riding within the team. Hygiene factors that are critical in reducing free-riding include salary and rewards, ensuring security of the team, increased supervision and improving the working conditions. With respect to motivators, this theory asserts that team members must be recognized and increased their responsibilities. This would make them be more committed to the team and also increased their productivity.
In addition, the need for minimizing free-riding in the group can also be achieved through acquired-need theory. This theory is founded on the need for achievement, power, and affiliation. The other way of realizing a free-rider free environment is justice and equity within the team. Advocating for fairness and justice in the decision making process will create an equitable environment in the team. Treating the group member with a lot of respect, dignity, and kindness would enhance the participation of team through interactions and interpersonal skills. Distributive justice, on the other hand, affects the degree of fairness in the organization through the determination of the outcome of the team. Equal team participation can be realized through expectancy theory. The expectations of the team are attributed to the efforts of each participant. According to this theory, each person in the team must engage with the rest of the team in ensuring that the objectives of the group are realized. Through expectancy, instrumentality, and valence principles, it would be possible to reduce free-riding in the team. Eliminating free-riding problem in the team calls for creating a social environment that is accommodative to the diverse cultural and social backgrounds of the team. Finally, reinforcement theory is critical in achieving a free-rider free team. The team manager should praise the rest of the team equally by introducing positive reinforcement that targets positive behaviors. The management of the team will have no choice, but to recognize the contributions of the entire team. The team members should, therefore, have the opportunity to freely express their ideas and views without being any form of discrimination.