"Critically evaluate the efficiency and the effectiveness of your group, based on your performance throughout semester 1."

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“Critically evaluate the efficiency and the effectiveness of your group, based on your performance throughout semester 1.”

Introduction

 “Coming together is a beginning, staying together is progress, working together is success.”

[Henry Ford]

Throughout the semester1 our syndicate group – called Elite 5 - has gone through various stages and in this paper will evaluate its team performance throughout semester 1 in more depth based on a theoretical framework.  

We have to make a distinction, first of all, between a group and a team. A group is “any number of people who (1) interact with one another; (2) are psychologically aware of one another; and (3) perceive themselves to be a group” but a team is “a group of individuals who must work interdependently to achieve personal and organizational objectives”. We prefer our group to be termed as a team rather than a group, a more cohesive unit.  

To turn a team into a successful team it is important that it works efficiently and effectively. What’s the difference between these two words?    
Efficiency relates to doing a job right with as little time and energy invested as possible.  (It) is evaluated in terms of how much work was accomplished.

Effectiveness is concerned with doing the right job right. (It) means your effort is directed first to the things which are truly important to you.”

Framework

We can say that the cultural diversity within our group is our greatest asset and we consider the management of our team’s differences as a great challenge. Doing an MBA course and working in a syndicate group allows us after three months to look back and evaluate our team performance throughout semester 1. We do this pursuing the Drexler/Sibbet Team Performance Model Framework.

We have chosen this framework because it is clear structured, contains the most essential parts to evaluate the performance of a team most effectively. It differentiates us from other MBA syndicate groups. This framework shows the social and task requirements of team building following seven stages. Let’s have a closer look at it.

Fig1.1

Orientation

All of us were apprehensive about the whole group thing, the mind was full of questions at its inception; Why are we here? Will the group gel? What about the different cultural backgrounds we come from? How are we going to perform? But there was one thing that was common in all of us and that was the equal share of optimism that we will do well. From the very start we concentrated on building a Group that will function more or less like an organisation.

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To put this into practice we had to know each other better, set up rules, allocate tasks and find an appropriate way to communicate. “Work hard to achieve success and to match the ‘Best in business” is our team’s mission we all identify with.

Trust Building

Our group members by now had quite different working experiences in different sectors. These different cultural backgrounds allowed us to become a fairly distinct team and to represent different point of views and to learn from each other. We needed to build a certain amount of trust among us to create an atmosphere ...

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