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Responsibility:
Produce content in various areas and translate product content into English. Present product materials in audio and video format. Contribute innovative thought in term of product format and outlook.
Role:
Implementer
Identity:
Sam
Interface:
Instruct interns and video crews to level-up format of product in order to cater foreign clients. Create multi-channel communication with clients from diversified nations.
Responsibility:
Turn innovative ideas into practical actions. Make abstract brainstorm results solid. Manage social media to gather clients. Create interactive and reliable platform for presenting product.
Role:
Coordinator
Identity:
Wendy, Angel
Interface:
Involved in decision making with heads of the office and coordinate with co-workers on project matter.
Responsibility:
Follow up office administrative work. Makes user resources available. Contribute to overall project objectives and specific team deliverables. Collaborate with project managers to resolve issues within individual projects or within portfolios.
Role:
Specialist
Identity:
Sophia, Matt, Gen
Interface:
Provide tech-support to coworkers and collaborate with projector managers to improve products quality.
Responsibility:
Establishes project support technology standards. Assists team members in the use of project support technology. Maintains project support technology. Ensures that the technical environment is in place and operational throughout the project. Establishes and maintains target environment for new applications.
Role:
Teamworker
Identity:
Frank, Ben, Danny
Interface:
Receive orders from project managers. Complete tasks with co-workers in time. Offer valuable feedback from customer to project managers.
Responsibility:
Participate in project team activities. Contribute to overall project objectives and specific team deliverables. Escalates policy issues to team lead for referral to appropriate policy making bodies. This role includes all various resources necessary to execute the project plan.
The roles of this team are very specific and clear. Their job description and responsibility are listed right after they entered. So the team is very systematic and organized. Role expectations are relatively consistent and identical, due to the previous clear job descriptions, whereas the only problem happened to role conflict. There are many overlapping jobs within this team due to its property a startup company. Many of them sometimes have to take care of the work that is beyond their range. And when their job overlaps, there will be small conflict. Another factor to contribute this matter is their various culture backgrounds (The STAR Team Model for High-Performance Teams). Although they lingua franca is English, but their understanding on it varies. When job has been assigned, they also have different degrees of comprehension on it. They will proceed according to their level o understanding. So overlapping work and culture barrier caused their role conflicts. A team role is described as a pattern of behaviour, characteristic of the way in which one team member interacts with another whose performance serves to facilitate the progress of the team as a whole. In a follow-up publication, Belbin discusses the continual evolution of team roles, which differ in a few respects from those originally identified, and adds a ninth role.6 Strength of contribution in any one role is commonly associated with particular weaknesses. These are called allowable weaknesses. Members are seldom strong in all nine team roles.The types of people identified are useful team members and form a comprehensive list. These are the key team roles and the primary characters for successful teams. Creative teamsrequire a balance of all these roles and comprise members who have characteristics complementary to each other. ‘No one’s perfect, but a team can be.’ Belbin claims that good examples of each type would prove adequate for any challenge, although not all types are necessarily needed. Other members may be welcome for their personal qualities, for example a sense of humour, but experience suggests there is no other team role that it would be useful to add.
When it comes to norms, they all have a very high standard of appearance norms and social arrangement norms. But the performance norms are a bit of different. Australians and Americans somehow tend to have a low standard of performance norms. Whereas East Asians, Japanese, Chinese and Koreans, require more than ok level. Westerns are not willing to work extra hours and they do not really talk about work after leaving office. But East Asians work 24/7. It is part of their culture group oriented culture. When one member works at field, they will all join or at least to show their encouragement and compliment, whereas, westerners do not (A Framework for Measuring Team Mental Models in Design).
Originally developed by Moreno in 1953, sociometry is a method of indicating the feelings of acceptance or rejection among members of a group.13 A sociogram is a diagrammatical illustration of the pattern of interpersonal relationships derived from sociometry. The sociogram depicts the choices, preferences, likes or dislikes and interactions between individual members. It can also be used to display the structure of the group and to record the observed frequency and/or duration of contacts among members. The basis of sociometry, however, is usually ‘buddy rating’ or ‘peer rating’. Each member is asked to nominate or to rate, privately, other members in terms of some given context or characteristic – for example, with whom they communicate, or how influential or how likeable they are. Questions may relate to either work or social activities. For example:
Who would you most prefer or least prefer as a workmate?
Who would make a good leader?
With whom would you choose and not choose to go on holiday?
Positive and negative choices may be recorded for each person, although sometimes positive choices only are required. The choices may be limited to a given number or they may be unlimited. Sometimes individuals may be asked to rank their choices.
Status wise, there has been a very harmonious environment. The power and influence from group members are equivocal. Only a few members have very strong individual personality characteristics, most of them are quite independent and contribute equally to the team target. The size of this team is relatively small 12 members. Therefore, the pace they process issues are very fast. No social loafing has been spotted in this team, due to the high quality members who are very motivated and committed. All of them have a very high working ethical standard, which they believe is the basic quality of any employees. Like what I mentioned, culturally they have been generally divided into western and eastern parts, but when at office, they still have a high cohesiveness with high norms and high productivity (Models and Frameworks for Mastering Complex Systems 3rd Edition). It is just westerners are more like to have their private time and space after office hours, on contrary, easterners tend to stick together even after work and bring family and personal issue to group they work in. As for diversity, this team has cultural, demographic, racial and gender differences (Models and Frameworks for Mastering Complex Systems 3rd Edition). It is very international and diversified. The conflicts among team members are only observed on cultural matter. All members are very well educated and have overseas working or studying experience. So demographic racial and gender diversity will not increase group conflict. And their diversity also creates innovative and inspiring ideas when it comes to products making and concept discussion. They value their diversity and respect each members’ culture (A Comprehensive System for Leaders and Coaches).
An advantage of the diagrammatical illustration, however, is that the sociogram provides a visual description of the sociometric structure of a group. It can indicate cliques and sub-groups, compatibility, and members who are popular, isolated or who act as links.
It should be noted, however, that there are several methods of compiling and drawing sociograms, and a number of potential criticisms and limitations. Problems also arise overhow to draw the sociogram and how to interpret the roles of individual members. In the experience of the author, less concern should be given to the concept of sociometry itself. It is better seen as a useful vehicle that, if handled sensitively, can serve to encourage meaningful discussions on patterns of social interactions, group behaviour and the perceptions of individual members towards each other.
DataCollection and Analysis
Data collection and analysis of this paper resembles previous the leadership paper. To reduce redundancy to this paper, please refer to previous paper.
Drivers and Barriers
There are multiple drivers and barriers to effective performance in any teams. But in this chosen team, their drivers and barriers are quite unique to other team members. A clarity of roles and responsibilities and interpersonal relationships are the key drivers I found out in this team. |
