Team Management Blog 6

According to (Stein 2013), ‘‘Storming’’ is where conflict can occur within the team or externally and the team leaders and team management should find solutions to overcome these differences. However, the team must focus on the common goals when finding the solutions. Furthermore, rather finding the differences among each other if teams and groups focus on what they have in common such obstacles can be overcome.

 Content 1 (Differences Between Group and Team Organizational Behavior 2020).

Content 2 (Defining and Classifying Groups Organizational Behavior 2020).

‘’Subsequently, the concept of Human Resource had been founded with in the management of teams and economic literature over 200 years ago, and it has gained importance in the twentieth century from the work of (Schultz 1961), when American economist found the importance of knowledge, skills, and abilities to national economic growth. Nevertheless, as an economic theory, Human Resource Management challenged the notion of physical capital as the paramount factor of economic success, instead arguing for a Human Resource Strategic Management component related to organizational financial performance (Becker 1975, Schultz 1961, Mincer 1974). Furthermore, the theory gained traction and adoption in economics and management, it then assumed new form within HR management (HRM), where fundaments of learning capacity and investment in learning development became important and recognized the comparison with product and service development in service chains (Lucas 1990). Therefore, over the time different point of views have come to a consolidated view of the SHRM has an important concept for understanding the value and contribution of the workforce, ranging from those considering the individual perspective to the economic view of productivity and performance for a sustainable business outcome’’.

                                                    

Content 3 (Group Characteristics Long 2020).

The impact of SHRM on Organizational performance and the mediating effect of employee’s satisfaction was defined in a journal as SHRM stands among the most valuable and important assets of an organization and It helps the company to grow and achieve the common goals more effectively and efficiently. Therefore, one major area of concern for an organization is to make investments in employees. Henceforth, if the leaders focus on developing the Team Management, they must focus on investing in SHRM, is basically a process of developing employees by providing them education or training or both. Therefore, education usually includes reimbursement of employees for formal education in universities, colleges, brother, or sister companies to name a few. Also, education is used to develop employee’s skills, department or section wise such as finance, accounting, customer service or production. However, certain trainings are conducted by the team leaders working on the job with employees by teaching them specific functions and providing them knowledge to complete a certain task more effectively and efficiently (Awan and Sarfraz 2013).

The key factors of a successful organization were defined in a Human Resources Management article as a culture based and widely shared set of beliefs that are supported by society and structure. Therefore, when an organization has a strong culture three things happen. Employees are well trained to respond to any work-related situation according to organizational standard operating procedures. And teams believe that by following the said procedures they can do the right thing at the right time. Thirdly, team members believe that they will be rewarded for demonstrating the organizations values. However, HR has a vital responsibility in maintain a strong cultural environment and the same should adhere when recruiting and selecting applicants who will share the organization's beliefs and thrive in that culture. Nevertheless, HR develops orientation, training, performance management programs that outline and reinforce the organization's core values, ensures appropriate rewards and recognition go to employer and employees (Understanding and Developing Organizational Culture, 2020).

One major concept in opposition to HR theory in SHRM theory describes the abilities of individuals as unobservable and intangible. Henceforth, it is the lack of adequate knowledge while recruiters participating in the labor market transaction between employees and organizations (Akerlof 1955). However, education in the form of qualifications and codified skills exist to communicate across this information gap to demonstrate the potential value of employees to their employers in the form of a SHRM of the organization (Spence 1973). As part of this theory, the link between education and productivity is disputed and signals are rather used to convey unobservable characteristics of KSAOs (Weiss 1995). Alternatively, this has found some traction and has in part been explored through empirical evidence within the education system (Hämäläinen and Uusitalo 2008).

 

Content 04 (Earnings Power OECD 2006)

 

However, according to management and organizational behavior journal it gives several perspectives on the construct, and there are multiple interpretations and definitions that bear consideration, and categorizes as arising from three useful perspectives, which may be summarized as individual qualities of education, productivity, and production. Henceforth, individual HR and SHRM strategies may, however, are shaped by the business strategy. Therefore, if the business strategy is about improving customer service, this may translate into discrete HR strategies involving the use of training plans or performance improvement plans (Mullins 2016).

 

List of References

‘’Value of People’’, Organization for Economic Co-operation and Development, pp.34. No. 02, rue André Pascal, 75016 Paris. <http://www.oecd.org/insights/37967294.pdf>.

‘’Understanding and Developing Organizational Culture’’, SHRM Organization, published on July 29, 2020. <https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx>.

Akerlof, GA 1955, McCourt School of Public Policy, Georgetown University and Koshland Professor of Economics Emeritus at the University of California, Berkeley. 

Awan, MAS and Sarfraz, N 2013, Impact HRM and SHRM on Company performance and the mediating effect of employee’s satisfaction IOSR, Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X. Volume 8, Issue 2 (Jan. - Feb. 2013), PP 76-82.

Becker, GS 1993, HRM and SHRM A theoretical and empirical analysis with special reference to education, University of Chicago Press.

Long, 2020, ''Group Characteristics'',

Lucas, R 1990, ‘’Why doesn’t capital flow from rich to poor countries’’, American Economic Review, Vol 80, No 1. pp92–6.

Mincer, J 1974, ‘’Schooling, Experience, and Earnings’’, Columbia University Press. New York.