Please make sure each question is answered in apa format and make sure to place heading over each answer and total word count is 2500 word count with 4 or more scholarly sources. Please cite sources and make sure work is original and not copied from another tutor cite as there will be a plagiarism check.

Google’s “Three-Thirds” HR Team (p. 326)

1.

Using Table 11-1 as a guide, what needs to be done to turn Google’s HR Group into a true team?

2.

Should Google’s HR team members have been instructed ahead of time in the teamwork competencies in Table 11-3? Explain how it should have been done.

3.

How important is trust with this sort of cross-functional team? Explain how to quickly build trust among cross-functional team members who bring a diverse array of backgrounds and perspectives to the table?

4.

Which type of cohesiveness, socio-emotional or instrumental, is more important in this type of cross-functional team? Explain.

5.

What advice should be given to Google’s Laszio Bock about managing a cross-functional team, team building, and team leadership?

Please answer each student and make sure to have at least 2 scholarly sources for each response to students. Word count for each response for each student is 150 total of 300 words.

Student 1 Brandy

When I think about the word group, the first thing that comes to mind is a bunch of people together that share some of the same interests, goals and similarities. Individuals join groups, or are assigned to groups, to accomplish various purposes.( Kreitner& Kinicki,2013 p270) Often times, managers will even put team members in the same group in hopes to get some goals accomplished. These type of formal groups are generally given some kind of name within the organization. Other times, co workers will just form a group because of a common interest that sometimes even lead to friendships outside of work. For me personally, I rarely form informal groups amongst co workers. Surprisingly, I do not take breaks with co workers and I do not go to lunch with co workers. I do not like to mix work with pleasure and I keep my work life very separate from my personal life. For me, this just keeps confusion down and I do not like to get the two mixed up. I go to work to get money and then I go home. On the other hand, I am a part of a few formal groups within my organization that I genuinely enjoy.

In order for a team to be successful and beneficial they must have the right people and the proper balance for the team. One trait that would be beneficial for group membership is emotional stability. Those who are emotionally stable tend to be well-adjusted, calm, secure, and self-confident. (Driskell, Goodwin,Salas & O’Shea 2006 p251) Typically, the emotional stable team members have less or no anxiety than the other team members. The manager sets the tone for the success of a team. A manger must be able to properly manage the team, and not befriend those that they manage. This is important because it helps eliminate favoritism and lack of fairness. Each team member has specialized knowledge and skills and must coordinate and interact with other team members sequentially or simultaneously. (Neuman, & Wright, 1999) The personality of individual team members can be beneficial for the team as well. Each team should also be equipped with a member that possesses good leadership skills. Having someone with good leadership skills can help the team stay on track and to make sure that they are making decisions that will be best for the development of the organization. It is important that team members are trustworthy and open to change. Team managers should also understand the various team members personalities and that each team differs from one another. Team viability is an important traits for a team to have. Team viability is a team’s potential to retain its members through their attachment to the team, and their willingness to stay together as a team. ( Balkundi, & Harrison, 2006 p52). One thing that sets great team members apart from other teams is the way that they all work together as a team and work towards reaching the same team goals.

Student 2 Nakita,

“Growing workforce diversity compels managers to view individual differences in a fresh new way. Rather than limiting diversity, today’s managers strive to better understand and accommodate employee diversity and individual differences” (Kinicki, 2013). Chapters five and six collectively define the unique individual as being a combination of personality traits, personality values, attitudes/behavioral intents, self-concept (self-esteem, self-efficacy, self-monitoring, organizational identification), and self-expression. “Today, managers put a good deal of emphasis on o philosophy, and values with the intent of integrating the company into each employee’s self-identity. Studies show that employees who identify closely with the organization are more loyal, committed, and hardworking” (Albert, Ashforth, & Dutton, 2000).

“To deepen our understanding of relationships within and between groups, we should focus on three key ideas. The first is that groups are a source of social identity; our sense of who we are and what we are worth derives from our group memberships. The second is the constant tension in group life between its task and socio-emotional aspects, ‘getting on with the job’ while also ‘getting on with people.’ The third is that group dynamics are frequently governed by social comparison processes, both among the members within the group and between the ingroup and various out-groups” (Brown, 1988).

In the article, Choosing the Right Pond: The Impact of Group Membership on Self-Esteem and Group-Oriented Behavior, it is proposed that two dimensions of group membership—pride and respect—shape people’s self-esteem and their behavior in groups. People are concerned with the position of the groups to which they belong (pride) and with their position within those groups (respect). One study showed that both pride and respect are significantly related to self-esteem and group-oriented behaviors in a study based upon people’s self-identification with important groups and social categories. Study two replicated the same relationships in a context (campus sororities) in which distinctions between and within groups are especially noticeable and important. The results from both studies demonstrated the value of pride and respect for understanding the relationships among group membership, self-esteem, and group-oriented attitudes and behaviors (Tyler, 1997).

Based on these findings, I feel that self-concepts and attitude/behavioral intent are most beneficial for group memberships.

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