Contrast of the strengths and weaknesses
The continuously altering business environment is accompanied by both opportunities as well as challenges for team leaders and the management. The environmental forces involve ethics, diversity, technology, new employment relationships and corporate governance. This report is an extensive analysis of the discussion of both strengths and weaknesses of cohesive as well as non-cohesive teams, applied to the high-performance organisations.
Team cohesiveness is the extent to which all the team members are committed to collaboratively perform and stay together (Kakar 2018). The key strength of team cohesiveness is the resistance to withdraw from the team motivation to work together, remain a team member and attraction to the team. Apart from leadership, size, norms and composition, cohesiveness is a key factor that impacts the team performance. However, non-cohesive groups are those in which alienation from other groups or individuals is not fostered and the group allegiance is closely monitored.
The key strength of this team is that the excessive competitiveness with other groups is avoided which is critical in high-performance organisations so as to avoid unnecessary conflicts and catastrophes (Kakar 2018). Though it is required to be competitive, however, excessive competition may lead to negative outcomes. In high-performance organisations, it is critical that emotions such as disappointment, low engagement and stress are effectively dealt with. Non-cohesive teams, in this aspect, are effective in dealing with emotions (Bravo et al. 2019).
A vital strength of cohesive teams in high-performance organisations is the fact that the group thinking is fostered and the alternative courses of actions are appraised as a result of motivation. They are more effective in completing the goals within the stipulated time with the effective contribution of all the team members. Non-cohesive teams are effective in ensuring that satisfactory and realistic goals are defined which the cohesive teams are unable to do. Groupthink is a significant strength as well as a factor that determines the success of a cohesive team. However, it is also associated with the negative implications which account for the weakness of the team. The key weakness of cohesive teams in high-performance organisations is that they are unable to focus on an array of alternatives (Bravo et al. 2019).
In the case of non-cohesive teams, they are able to focus on a large number of alternatives and also perceive the non-obvious risks and the pitfalls of the alternative decision; which the cohesive teams are unable to perceive. High-performance organisations require examining the influence of culture and nationality on ethical awareness and also require the decision-making process to be done by considering the primary behaviour aspects. Though the cohesive teams perform the decision-making process by laying prominence on inclusiveness still the potential for setbacks and the actions of competitors not planning the contingency outlines are ignored.
In contrast with the cohesive teams, in non-cohesive teams, expert opinions are cultivated and the actions of competitors are effectively included. However, in the non-cohesive team, the interest in the task by the team members is quite low as compared to the cohesive teams, furthermore, the production of better solutions is also neglected and the judgemental problem-solving situations are dealt in a pitiable custom.
This can be only possible when the cohesiveness is built among the team and is accentuated. Brainstorming is another positive aspect associated with the cohesive teams as in this technique Idea generation phase is facilitated by the decision-making process that involves consideration of different courses of actions, the team also considers the nominal group technique in which appropriate criteria is used for evaluating all the alternatives (Lvina et al. 2018). However, in non-cohesive teams, Delphi technique is used for developing the forecasts and making decisions (Lvina et al. 2018). This technique compared to the nominal group technique is not effective and hence, does not meet with the needs of high-performance organisations.
High-performance organisations usually require that a decision-making process is comprehensive as well as cultivate a sense of being valued and included among all the team members. This is a key strategy through which high-performance organisations maintain optimum performance and profitability. It is evident from the report that cohesive teams are more effective in meeting with the requirements of high-performance organisations.
Bravo, R., Catalán, S. and Pina, J.M., 2019. Analysing teamwork in higher education: An empirical study on the antecedents and consequences of team cohesiveness. Studies in Higher Education, 44,7 pp.1153-1165.
Kakar, A.K.S., 2018. Engendering cohesive software development teams: Should we focus on interdependence or autonomy?. International Journal of Human-Computer Studies, 111, pp.1-11.
Lvina, E., Johns, G. and Vandenberghe, C., 2018. Team political skill composition as a determinant of team cohesiveness and performance. Journal of Management, 44,3 pp.1001-1028.
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