Communicating in Teams and Organizations
Situation
I worked as a junior consulting psychologist in one of the local consulting firms in the
United States; my work was offer to interventions and assessments to groups, individuals and
organizations. The firm I worked for believed that employee involvement (EI) in the day to
day running of organizations was critical for the sustenance of the organization. EI facilitates
high levels of employee retention and in getting better profitability for the organization. The
organization I worked for had challenges dealing with clients from diverse cultures.
Multiculturalism was affecting the decision making processes in the organization; some
members argued that hiring psychologists from diverse cultures would help is addressing the
issues of multiculturalism both within the organization and in serving clients of diverse
cultures.
Employee Involvement (EI)
a. Decision structure (High)
The decision structure involved was rated as high. Decision structure was prominent
in simplifying the decision making processes. The organization had a flat organizational
structure that facilitated free flow of information from the top management teams to the
junior employees. The organization had diverse departments that empowered the employees
in the decision making processes with the focus of the intended results. The decision structure
facilitated performance information and send feedback that was influential in the future
decision making processes (Hyman & Mason, 2005).
b. Source of decision knowledge (Low)
The success of knowledge and information management highly depends on
supporting and understanding the need within an organization (Hyman & Mason, 2005).
There are diverse inclinations, abilities of human beings and limitations attached to the
COMMUNICATING IN TEAMS AND ORGANIZATIONS 2
decision making processes. Decision making model focused on goal clarification, searching
for a solution, analysis of the solution, evaluation of the solution, making the decision and
controlling the decisions made. Consultants in psychology working with the organization
noted that addressing multicultural clients was challenging and that the organization had to
find a way of dealing with the issues. On the other hand, clients are highly satisfied having
been served by psychologists from the same cultural orientation.
c. Decision commitment (High)
Decision commitment was high considering that the organization involved all the
psychologists in the decision making processes. Employee involvement in the decision
making processes influenced the actions and decisions of employees in supporting the
processes. Involvement of the psychologists created a sense of commitment and ownership in
the decisions made, which was influential in facilitating continuous improvement of the
organization (Hyman & Mason, 2005). The psychologists were motivated and contributed to
the changes within the organization. The organization empowered decision commitment
through work teams that valued the contribution of each and every employee.
d. Risk of conflict (Medium)
Risk of conflict was moderate, in real life situations, it is very difficult to please each
and every employee, and there will always be some employees with negative issues.
Considering that most of the employees supported the move of employing more
psychologists from diverse cultures, the risk of conflict was highly minimized.
Appropriateness of the degree of EI
The employee involvement applied by the firm was strong, considering that the
organization created an environment in which the human capital had an impact on the
decisions that would affect their actions and decisions in the line of work. EI in this context
were applied as a tool and not as a goal in realizing the desired results. Leadership and
COMMUNICATING IN TEAMS AND ORGANIZATIONS 3
management philosophy encourage the human capital to contribute to the ongoing success
and to the continuous improvements of the organizations (Hyman & Mason, 2005).
EI was influential in improving employee commitment and ownership. The
organization has managed to retain the performing employees and in building organizational
cultures that value multiculturalism. The organization used work teams in facilitating EI in
building a strategic direction. The decision structure was high. Source of decision knowledge
was low, decision commitment was high, and the risk of conflict was medium.
Posts of other students
1st student
The student argued that EI was critical in communicating in teams and organizations.
There are different models used in EI. The models are useful in providing a continuum for
involvement and leadership that allows human capital to have increased roles and in reducing
conflicts in the decisions making processes. Stages involved are connected to communicating
to employees on the need for the decision making, selling the decisions to the employees,
consulting from the employees, leaders inviting the employees to join the change initiative,
and finally duties are delegated to the employees in the change processes. EI facilitates better
outcomes for the change processes.
2nd student
The second student argued that decision making processes in organizations, are
influenced by teams in realizing the core business. In the contemporary business
environment, human capital is useful in facilitating the goals and objectives of organizations.
Teamwork enables employees with different skills and ideas to come together in bringing out
their best. Teamwork in organization foster effectiveness of organizations, shared knowledge,
deliver fast results and offer a common purpose.
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Communications in teams with organizations acts as the best communication tool
offering the best employee involvement (EI). Effective leaders communicate the values and
vision of an organization to the employees. This is best done through teams, where the ability
of other people in the organization is harnessed in realigning to the core of the organization.
Teams build rapport, create an effective organizational culture and foster feedback system in
allowing a two-way communication model.
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Reference
Hyman, J. & Mason, B. (2005). Managing Employee Involvement and Participation.
Thousand Oaks, California: SAGE Publications Ltd.