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While interpersonal skills, problem-solving, and decision-making skills are crucial, technical expertise is essential for the specific tasks at hand. In this case, management overlooked the necessity of technical skills, which are vital for the team members to effectively accomplish their work and meet project expectations.

References:

Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.

Katzenbach, J. R., & Smith, D. K. (2003).The Wisdom of Teams: Creating the High-Performance Organization. Harper Business.

Authoritative command involves the use of formal authority to resolve conflicts. In this case, the department head implements a new policy to eliminate the conflict by prohibiting eating at desks. This approach uses direct authority to change behavior and resolve the issue.

References:

Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.

Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265-274.

A work group is characterized by the sum of individual efforts without the need for collective synergy. Each member is responsible for their own tasks and performance. In contrast, a work team involves coordinated effort where members work interdependently towards a common goal, leveraging collective skills and collaboration to achieve higher performance. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

When transitioning to a team-based structure, it is essential to align performance evaluations and reward systems with the new organizational setup. Group performance evaluation with group rewards would have been more effective in this situation because it fosters a sense of collective responsibility and encourages collaboration among team members. Individual rewards can create competition rather than cooperation, which can undermine team productivity and morale.

References:

Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.

Katzenbach, J. R., & Smith, D. K. (1993).The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press.

A cohesive group typically exhibits high levels of trust and cooperation among its members, which can lead to improved group productivity. Cohesiveness fosters a supportive environment where members are motivated to work together effectively, thereby enhancing overall performance and achieving organizational goals.

A formal group is defined by the organization's structure, with designated work assignments establishing tasks. This definition aligns with the roles and relationships explicitly outlined by the organization. These groups are created to achieve specific organizational objectives and include departments, project teams, and committees.

References:

Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.

Greenberg, J. (2011). Behavior in Organizations. Pearson.