For example, the 180,000 employees of different nationalities, ethnicities, and ethnicities made up an extended family of Huawei's diversity. Huawei's employees are from 163 countries and regions of the world, and only with Chinese employees, there are 38 different ethnic groups in China (Huawei 2016). Huawei has been able to formulate and implement a multi-dimensional target from the nationality, gender, age, race, religious beliefs of the employees. In Huawei's overseas institutions, everyone is trying to create such an atmosphere, within the company regardless of nationality, regardless of their race, everyone is Huawei's staff (Huawei 2016). As the two cultures of the Chinese and foreign cultures collided and then merged with the culture of the Chinese culture, the Huawei corporation gradually presented its diverse and international features. Because employees come from different countries and have different professional backgrounds, it is better to help solve problems and create value.
2.2.0 Decision-making
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While the team is often used to the goal of being consistent and consistent, excessive emphasis on consensual behavior can also lead to an optimal decision (Janis 1972). Perhaps, the most famous example is the "groupthink", when too much emphasis on group consensus, can produce "groupthink", for fear of failure group cohesion and failed to discuss important alternatives (Janis 1972). The diversity of the team can often be solved by introducing a different perspective. In fact, team diversity has a positive effect on the quality and process of team
The term groupthink in this report is defined as, the social psychological phenomenon that results in groups during pressure situations. This social psychology theory is broken down into eight signs. Illusion of invulnerability, Collective rationalization, Belief in inherent morality, Stereotyped views of out-groups, Direct pressure on dissenters, Self-censorship, Illusion of unanimity, Self-appointed “mindguards”. According to research conducted by Irving Janis, there are three conditions to groupthink. The first, "high group cohesiveness" which is the direction for a group to be in unity while working towards a goal, or to satisfy the emotional needs of its members. Secondly, the structural faults such as insulation of the group, lack
| Teamwork is often associated with empowerment, ownership and added responsibility. We assume that individuals would prefer to be involved in decision making, rather than simply being told what to do. While this may be true in most cases, it is not true in all cases. This may
Wheelan (2013) identifies the four stages of team development and provides detailed explanation of how a group transforms itself from a stage one group of uncertainty into a successful, highly productive stage four team. This requires work and a thorough understanding of the many internal/external influences that can occur during each stage. A team member or leader who is well versed in these stages and who can evolve with each stage will be better equipped to deal with possible obstacles that can hinder group progress and implement practices to help the group successfully work through a
Team members must understand the nature of team discussion and decision making---Differences in discussion habits can paralyzed a team. All team members have an approximately model in mind for how and how long a topic should be discussed.
Decision making is affected by the Group Think because of the lack of openness that should be displayed and offered by everyone involved. The development of the organization is dependent on the ability of the group to make decisions that are thought through and not made solely on pressures and accepted or narrow minded ways that are not thought out.
The team is assembled and the task is allocated. Team members behave independently, with anxieties about inclusion and exclusion. Their time is spent planning, collecting information and bonding, with an apparent willingness to conform. This can happen whenever new circumstances occur within a group, or when new challenges or projects are set within established
There are many factors altering group behavior and effectiveness, such as decision- making, cohesion and communication (Crocker, 2016). The later has also shown a positive relationship with group task cohesion (Smith et al., 2013), and methods of enhancing intrateam
In many aspects of our life, it is pervasive to work in a team. No matter in company, school, or another type of team it is necessary to be a part of a team and to achieve a team goal by corporations. People join a team with different personalities, goals, values, beliefs and needs. On the one hand, these differences can be a valuable quality of teams. On the other hand, these same differences inevitably lead to different levels of conflicts as well.
In an effort to avoid conflict in the pursuit of consensus a working group may fail to carefully analyse a situation and approach it with reasoned decision making. This is known as Groupthink and the negative effects involved with it can be disastrous. This essay will argue that the negative effects of Groupthink must be acknowledged and understood if they are to be circumvented with effective strategies. Simply put, effective strategies for mitigating the negative aspects of groupthink must be approached with a solid understanding of the negative effects of groupthink and the symptoms that arise within a group suffering from it. The body of this essay will critically analyse a number of different strategies for mitigating Groupthink from over the last thirty three years and go on to argue that these strategies rely on a groups’ understanding of the symptoms of Groupthink and its’ ability to vigilantly govern its own risk of the negative effects of groupthink through protocol, education and awareness and diligent documentation process and ensuring advocacy and impartiality though the processes which will be covered in more detail hereafter.
Groupthink decisions making is made by a group of people who spend time together to engage in a team task backstage to discuss issues. During the collective decision making, members of the group conclude with poor and unusual results. The outcome of the decision may fail for the fact that members of the group ignore crucial issues such as ethical or moral. When the group has two people with strong personality, the two will compete and disagree because they both have similar qualities. It affects can their thought and actions when making a decision.
First, from the firm infrastructure of supporting activities, leadership of maturity background affect the human resources to establish a strong service culture in aggressive marketing policy by provide maturity training. Huawei’s also concerned the primary activities improvements by replica the Western Management Systems to the Company includes financial, human resources systems. etc. The management systems enhance the company efficiency management on human resources and marketing together with the other primary activities. Also, in Human Resources activities, Huawei’s giving high salary to keep the workforce and the morale of the Company. Huawei’s staff is exceptionally high pay by Chinese standard with housing and other benefits. The higher morale and educated levels help the services delivery more effective and efficiency by actively obtain customers opinion.
Huawei Technologies is a private high-tech enterprise which specializes in research and development (R&D), production and marketing of communications equipments, and providing customized network solutions for telecom carriers. Huawei is also using high technology including internet based information systems for the production and quality control purpose. We divided Huawei Information Technologies into four parts.
In response to the growing diversity in the workforce around the world, many companies have instituted specific policies and programs to enhance recruitment, inclusion, promotion, and retention of employees who are different from the privileged echelons of society. The privileged groups may vary from one country to the next. The workforce of the world is a dynamic environment, and in order for this dynamism to be put to use for the benefit of organizations, they must develop an effective strategy for managing diversity. Global Diversity Management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational
When doing so the other group members were active listener, by using their whole body verbally and nonverbal. Like facing the speaker and giving eye contact and try to avoided interruption. The group also acknowledges the thoughts of the speaker by giving constructive feed back. Due to the effectiveness of the group communication, we were able to build trust, respect and understand the issues and make decision for effective change. We illustrate this by coming together as a group one again to accomplish the goal we initially wanted to accomplish. Since the first organization that we had chosen was incorrect, so we had to make the necessary changes to accomplish our goals. The other effective feature is the purpose of the group. Kozier et al (2010) stated that the effective group purpose is when “goal, task, and outcomes are clarified. Understanding and modified so that members of the group can commit themselves to purposes through cooperation” (p.401). For instance, each individual was assign a task and knew what was to be accomplished. As group we all decided to meet at suitable day and time which was beneficial to all team members, because we could commit to the group and focus on what needed to be achieved.
If cohesiveness is low and performance norms are high, productivity increases, but less than in the high-cohesiveness/high-norms situation. When cohesiveness and performance-related norms are both low, productivity will tend to fall into the low-tomoderate range. (Page 134) 141. Identify the benefits and disadvantages of cohesive groups and ways that you can encourage cohesiveness. To encourage group cohesiveness, you might try one or more of the following suggestions: (1) Make the group smaller. (2) Encourage agreement with group goals. (3) Increase the time members spend together. (4) Increase the status of the group and the perceived difficulty of attaining membership in the group. (5) Stimulate competition with other groups. (6) Give rewards to the group rather than to individual members. (7) Physically isolate the group. (Page 134) 142. Discuss the strengths and weaknesses of group decision making. Groups generate more complete information and knowledge. Groups bring more input into the decision process. They offer increased diversity of views. This opens up the opportunity for more approaches and alternatives to be considered. Groups will almost always outperform even the best individual. Groups generate higher quality decisions. Finally, groups lead to increased acceptance of a solution. Members who participated in making a decision are likely to enthusiastically support the decision and encourage others to accept it. Groups also have drawbacks. They are time