In the workplace 94 433 empowerment and trust 95 434

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Unformatted text preview: nding / knowing each other 115 4.4.6 Sound communication 119 4.4.7 Dependency and synergy 122 4.4.8 A need for team skills 123 xiii 4.5 THEME 3: ORGANISATIONAL / LEADERSHIP EXPECTATIONS 125 4.5.1 Meet final targets / make a profit 126 4.5.2 Quality and efficiency 126 4.5.3 Strong teams / strong individuals 127 4.6 THEME 4: 21st CENTURY TEAM CHALLENGES 133 4.6.1 The 21st century organisation in context 134 4.6.2 Evolution of organisations: From past to present – 21st century organisations 135 4.6.3 21st Century challenges: sub themes 139 xiv CHAPTER 5: CONCLUSION AND RECOMMENDATIONS 5.1 INTRODUCTION 160 5.2 THE FOUR EVOLVING THEMES 162 5.3 EXPERIENCING TEAMS AND TEAMWORK 164 5.4 KEY OBSERVATIONS: THE 21ST CENTURY TEAM PARADOX 167 5.4.1 Be a strong individual but also be part of a strong team 167 5.4.2 Teams need freedom and creativity but also clear guidelines 167 5.4.3 Teams suffer form an information overload but do not communicate enough 168 5.4.4 We need to work harder and smarter but also need to maintain a work-life balance 168 5.4.5 Teams are important, yet our systems do not support teamwork 169 5.4.6 Team development and continuous learning is our priority but there is no time of budget for these interventions 169 5.4.7 We need to have fun but make lots of money 170 5.4.8 We need high quality connections between people but our motto is “show me the money” 170 5.4.9 We introduce virtual teams but fail to re-define teamwork 171 5.4.10 We hire of skills or IQ but expect emotional intelligence 171 5.4.11 We implement team activities but fail to create team culture 172 5.4.12 We say we embrace change but we do not comprehend “flux” 172 xv 5.5 LIMITATIONS OF THE STUDY 173 5.6 IMPLICATIONS OF THE STUDY 174 5.6.1 Implications for organisations 174 5.6.2 Implications for teams 174 5.6.3 Implications for the individual 175 5.7 RESEARCHER PERSPECTIVES 175 5.8 CONCLUDING REMARKS AND POSSIBILITIES FOR FUTURE RESEARCH 176 xvi LIST OF FIGURES Figure 1.1 Three levels of organisational behaviour 3 Figure 2.1 Tuckman’s team development model 38 Figure 2.2 Ed Kur’s Faces Model 39 Figure 2.3 Relationship Strategies 45 Figure 3.1 The researcher 51 Figure 3.2 Making sense of the data 70 Figure 4.1 Summary of emerging themes and sub-themes 82 Figure 4.2 Individual Expectations 84 Figure 4.3 Team/group expectations 101 Figure 4.4 Voice: Key practices of 21st century business leaders 112 Figure 4.5 Organisational expectations 125 Figure 4.6 21st Century team challenges 134 Figure 4.7 Evolution of behavioural practices 136 Figure 4.8 Neethling Brain Profile 148 Figure 4.9 EQ Facet scales 152 Figure 5.1 An expectancy model for motivation 166 xvii LIST OF TABLES Table 1.1 Theoretical assumptions about interprevitism 6 Table 2.1 Belbin’s role synopsis 33 Table 2.2 Roles for team effectiveness 35 Table 2.3 Kriek and Viljoen’s team building view 40 Table 3.1 Characteristics of qualitative research 50 Table 3.2 Personal interview guide 58 Table 3.3 Focus interview guide 60 Table 4.1 Summary of interviews conducted 79 Table 4.2 Factors that indicate organisational support 85 Table 4.3 Yesterday vs. tomorrow 137 Table 4.4 The four brain quadrants 147 Table 4.5 Expectations on multiple levels 157 REFERENCES 178 xviii...
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