The principles of collaboration

Collaboration within the working sphere occurs when a number of people shares the same goal and each of them contribute in the reaching of the goal with an individual task. To be effective, a collaboration requires that each member of the team has an entrepreneurial mindset and is aware of his/her strengths in order to share them with the other affiliates.

What is the makes teamwork happen? First, always strive to be helpful and establish acquiesced values and principles of behaviour for the collaboration of the team. As Mullins writes in his book Management and Organisational Behaviour, ‘groups are a characteristic of all social situations and almost anyone in an organisation will be a member of one or more groups’ (2009 p. 307).

The word ‘team’ as become progressively strategic for increasing productivity and worker flexibility as analysed by Bishop and Mahajan (2000), moreover has been studied that team working enhances ‘individual performance,better quality, less absenteeism, reduced employee turnover, leaner plant structures, and substantial improvements in production cycle time’ (Harris, 1992).

The terms ‘group’ and ‘team’ have the tendency to be used correspondently. Whereas all teams are groups, it does not necessarily imply that all groups are teams. Mullins points out the considerable differences between the two definitions. Firstly, ‘groups can comprise any number of people but teams are smaller with a membership between (ideally) four and six’ (2009, p. 308). In addition, the leadership in a team can be shared or rotated while in a group is often individual.

A group can be defined as the structure of an organisation arranged in work distributions. It can be of two ways: formal and informal.

The group is formal when ‘created to achieve specific organisational objectives’ as Mullins writes, furthermore when is ‘concerned with the co-ordination of work activities’ (2009 p. 311).

Informal groups, instead, ‘are based more on personal relationships … in order to satisfy psychological and social needs necessarily to the tasks to be undertaken’ (Mullins, 2009 p. 311).

Teamwork has a strong impact on the management of the organisation and the built of social relationships. This condition helps to prevent conflicts and disagreements within the team which are, usually, the cause of stress and ambiguity, as Mullins (2009) investigates.

Bishop, J. and Mahajan, A. (2000). The Use of Teams in Organizations: When A Good Idea Isn’t And When A Good Idea Goes Bad. Department of Management New Mexico State University.

Harris, T. (1992). Toward Effective Employee Involvement: An Analysis Of Parallel And Self-Managing Teams. Journal of Applied Business Research (JABR), 9(1), pp.25 – 33.

Mullins, L. (2009). Management and Organisational Behaviour. 9th ed. FT Prentice Hall, p.307 – 308 – 311

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