(Tiểu luận) topic analysing and reflecting group’s development through the course

NATIONAL ECONOMICS UNIVERSITY NEU BUSINESS SCHOOL GROUP REPORT Topic: Analysing and reflecting group’s development through the course Subject: Organizational Behavior Ha Noi, 2023 Table of Contents Introduction 1.1 Role of individuals 1.2 Norm 1.3 Status 1.4 Size 1.5 Cohesiveness 1.6 Diversity Analyses relevant team development theories to support the development of team cooperation A reflection on the application of concepts and philosophies of organizational behavior in your team situation and an evaluation of how they inform and influence behavior within your team 3.1 The relationship between Attitudes and Behavior 3.2 Job Attitudes 3.2.1 3.2.2 3.2.3 Job satisfaction Psychological empowerment 10 Organizational commitment 11 3.3 Situation strength theory 11 3.4 Perception 12 3.5 Decision Making in Organizations 13 3.6 Social Identity Theory 13 3.7 Team Processes 13 3.8 Diversity 14 3.9 Communication 14 3.10 Filtering theory 14 3.11 Leadership 15 3.12 Behavioral theory 15 3.13 Situational theory 15 An explanation of factors that make your team effective/ ineffective .16 4.1 Overconfident and procrastination 16 4.2 Leadership and structure 16 4.3 Communication 16 4.4 Team achievement 17 4.5 Conflict levels 17 Motivation .18 5.1 Motivation of the organization 18 5.2 Motivation of each individual 18 A discussion of the relationship between the effectiveness of teamwork and goal achievement in the workplace 20 6.1 Internal 21 6.1.1 6.1.2 6.1.3 6.1.4 6.1.5 6.2 Communication 21 Effective work allocation 22 Creating a positive environment 22 Sense of self-consciousness 23 Concentration improvement 23 External 23 Team’s contribution .24 Introduction The study of teamwork is very popular today and shows its importance for organizations such as universities, companies, corporations, etc Every workgroup has some characteristics that shape the group's behavior toward each member In addition, it is possible to explain and predict a large part of the phenomena and performances not only of the group itself but also of individuals Using the concept of group traits, we analyze six aspects: role, norm, size, status, cohesion, and diversity 1.1 Role of individuals Shakespeare said: “All the world’s a stage, and all the men and women are merely players.” Based on that, in a group, all the members are actors, each playing a certain role But, obviously, we have to play a number of diverse roles both inside and outside our jobs So one of the important tasks in understanding organizational behavior is identifying the role that a person is playing In the concept of role, role expectations are how others believe a person should act in a given situation Studying the expectations that members have for each other is vital because it can show the instant trust and admiration of a team member towards the leader or manager Through the working process, we have made some changes to the group model due to role expectations At first, we appointed one manager and two leaders for two small teams But after several days of working together, the manager doesn’t meet the expectations of team members in his role He has the ability to work more emotionally and try to understand the subordinates, which is more suitable for the role of a leader And also the opposite of the two current leaders, who worry mostly about productivity That’s the reason our team decided to modify the model to have one leader and two managers based on the behavior of three of them 1.2 Norm According to common classes of norms, it can be seen that performance norms appear in our team And there are two reasons for that The first is because of the reward for completing the course with high scores, while the second is that we have two managers who always put the most attention on productivity 1.3 Status Status is a significant motivator, and all groups, no matter who they are, will show the difference in members' status over time According to status characteristic theory, each member’s status in our team is derived from an individual’s personal character and the way it relates to group interaction It’s considered after several discussions to solve some business cases in class time Some of our team members tend to speak out more often, criticize more, and state more commands for every idea or solution They want to show their knowledge, and be more assertive, while the remaining (lower status) person participates less and usually chooses to follow the high-status person However, that mix proved advantageous to group productivity because we could come up with ideal ideas in cases with limited time 1.4 Size The size definitely has some effect on the group’s behavior but depends on what the dependent variables are The group size of 10 members is an ideal number when engaged in problem-solving but seems to be less productive in multiple tasks process Because group results cannot be attributed to any single person, the relationship between an individual’s input and the group’s output is clouded So among the time of finishing this report, our team has been divided into two smaller teams, to be able to evaluate individual performance and contribution more accurately 1.5 Cohesiveness Our group has high cohesiveness because members have spent a great deal of time studying and even confiding together and for some outer reason Due to the relationship between cohesiveness and group performance-related norms, it can be said that we have high productivity (it can be proven in practice) with high cohesiveness and high-performance norms 1.6 Diversity Team members have a certain diversity of personalities, working styles and also their consciousness when receiving knowledge according to the MBTI analysis Sometimes this leads to conflicts within the group but usually not too big and can be resolved in a short time Analyses relevant team development theories to support the development of team cooperation Effective team cooperation is essential for achieving organizational goals and objectives There are several team development theories that can support the development of team cooperation, including: Tuckman's stages of group development: This theory, developed by psychologist Bruce Tuckman, is a well-known model that outlines the stages of group formation and development, suggesting that there are four stages that teams go through to achieve high performance: forming, storming, norming, and performing - Forming: In this stage, team members are getting to know each other, and there is often a sense of excitement and anticipation about the task ahead Team members tend to be polite and reserved during this stage Our group had a few meetings to talk, get acquainted at places like classrooms or cafes to learn about and discover about each other's personalities From there, everyone understands each other better and can feel less shy when working together - Storming: This stage is characterized by conflict and tension as team members start to assert their opinions and ideas This can be a difficult stage for teams, but it is important to work through these conflicts and come to a resolution Due to the communication using the wrong words, leading to misunderstandings about the meaning of the sentence, there was a pretty big conflict between Mai Anh and Bach Besides, Thai and Bach also had a slight misunderstanding that led to a quarrel when they encountered a problem of confusion in assigning each other's roles in the group - Norming: In this stage, team members start to come together and work as a cohesive unit There is less tension and conflict, and team members start to develop trust and respect for one another In this stage, our team members began to show comfort in asking for help and providing constructive feedback We realized that the variety of opinions and experiences makes the Document continues below Discover more Quan Tri Kinh from: Doanh QTKD1 Đại học Kinh tế… 999+ documents Go to course ĐỀ CƯƠNG QTKD 24 Lecture notes Quan Tri Kinh… 99% (92) Phân tích SWOT TH true milk Quan Tri Kinh… 100% (37) Tài liệu ôn tập trắc 25 36 nghiệm QTKD1 Quan Tri Kinh… 100% (34) Môi trường kinh doanh công ty… Quan Tri Kinh… 98% (127) Vinamilk - Lecture 33 notes Quan Tri Kinh… 98% (48) BÀImore TÂPfrequent HQKD team stronger and constructive criticism is also welcome There C4 was also and close conservation and communication 14 - Lecturer: Nguyen T… - Performing: In the final stage, the team is fully functional and is able to Quan Tri 100% (22) Kinh…and efficiently to achieve its goals Team members are able to work together effectively achieve their objectives At this stage, we all felt quite satisfied with the team’s process Some members even took on various roles and responsibilities as needed We also made significant progress towards our goals We helped each other to deepen our knowledge and skills including working to continuously improve team development Tuckman's theory can be useful in supporting the development of team cooperation by helping team members understand the stages of team development and the challenges that may arise in each stage By recognizing and addressing the challenges that arise in each stage, teams can work towards greater cooperation and effectiveness A reflection on the application of concepts and philosophies of organizational behavior in your team situation and an evaluation of how they inform and influence behavior within your team 3.1 The relationship between Attitudes and Behavior Instances where attitudes change to match behavior demonstrate the impact of “cognitive dissonance” It is impossible for any person to evade experiencing such inconsistency Our group is no exception Girl members fully comprehend that cruddy junk food sold at the street vending in front of the school gate is not good for digestive health and facial skin but they still absorb it every day when they go to school and hope nothing bad happens Or some group members are cognizant of the ramification of doing personal matters while the teacher is endeavoring to deliver a lecture to students, but they still go for fugitive joys Or through the working process, our group of ten has been assigned to complete different tasks together And one thing is definitely unavoidable is that one group member strongly believes that their approach is the best way to complete the task, but other members have different ideas This situation creates “cognitive dissonance” because the group member's belief about the best approach conflicts with the other members' beliefs The urge to decrease inconsistency is influenced by three factors, which include the significance of the “dissonance” factors and the level of control we perceive we have over them People tend to be more driven to diminish inconsistency when their attitudes are significant to them, or when they perceive that they can exert control over the source of the inconsistency In terms of our girls devoting their money, and potentially, their health to street vendors, their dissonance can be ascribed to the deliciousness and affordability of cruddy street food They appreciate the importance of those elements and they succumb to the irresistible lure of junk food and therefore they have an insubstantial power to control over those elements The third factor is the rewards of dissonance; high rewards accompanying high dissonance tend to reduce tension inherent in the dissonance The third element is the “rewards of dissonance”, where if there are significant benefits linked to the substantial “dissonance”, the accompanying tension caused by the inconsistency tends to lessen When the teacher organized an experimental game to demonstrate the role of a leader in helping to plan the work effectively and leading to better outcomes, there were two rounds of the game After the first round ended, we were given the option to participate or decline Initially, our group did not seem to like the game, so we all declined to participate However, after hearing that the teacher would award some money to the winning team, the members became excited and decided to participate This high reward can lessen the mental distress inherent in the dissonance The group member may feel that the reward justifies their attitude toward the game As a result, they will feel less cognitive dissonance 3.2 Job Attitudes 3.2.1 Job satisfaction An individual experiencing high job satisfaction has favorable emotions towards their job, whereas someone experiencing low job satisfaction experiences unfavorable emotions Among some characteristics that likely influence job satisfaction, job conditions and personality are two crucial elements in our small group: - Job Conditions: we are provided with many conditions of a good teamwork environment Here are reflections throughout our working process with each other: “Social interactions”: We have positive interactions with internal and external peers Our conversations have become more positive than ever because the content of our interactions is not just about studying, but also about the stories around us We also chit chat and have fun together to relieve the pressure of studying, such as playing cards, online horse race chess, and so on "Supervision": Initially, poor supervision led to confusion and a lack of initiative among group members The leader and manager in our group did not provide regular support, clear expectations, guidance, or feedback, which resulted in a lack of drive and enthusiasm among members Hence, our members just want to get it done without much self-motivation or dedication "Independence": Our group has a high level of independence because members have the autonomy to control how they carry out their work without any constant direction or oversight from the supervisor However, this also leads to a lack of cohesion among individual performances within our group "Social support": Although our good social interactions create a positive work environment, social support is not very high A concept of Perceived organizational support (POS) relates to this element People perceive their organizations as supportive when rewards are deemed fair, when employees have a voice in decisions, believe the organization values their contributions and cares about their wellbeing and when they see their supervisors as supportive As mentioned earlier, everyone only wants to get their task done as soon as possible and the leader was initially inattentive, so mutual support is obviously very low and seems to be non-existent This can lead to job dissatisfaction among group members Obviously, job dissatisfaction would stir up inefficient work performance for everyone 3.2.2 Psychological empowerment Although Thai as the manager was initially negligent, he later still listened to our improvement suggestions and implemented them However, the empowerment initiatives that he carried out to foster members were not very effective, resulting in relatively low levels of psychological empowerment among the members overall 3.2.3 Organizational commitment Although the job satisfaction level is not high and group members are not happy with their work, the organizational commitment of the group is high Owing to our high level of commitment, we are less likely to engage in work withdrawal, we wish to maintain our membership in the group, and we are willing to make sacrifices for the organization All of these stem from the fact that we have a strong sense of group loyalty and attachment 3.3 Situation strength theory “Strong situations” make it clear what behavior is appropriate, prompt us to display it, and discourage inappropriate conduct; while “weak situations” give individuals more freedom to express their personality through their behavior As a result, personality traits have a more significant impact on behavior in weak situations than in strong ones Scholars have examined the strength of a situation in organizations based on four factors: - Clarity: Jobs that have high levels of clarity tend to create “strong situations”, as individuals can easily ascertain what is expected of them In our context, at the beginning, the level of clarity may not be high since work duties have not been clearly and specifically outlined, resulting in a "weak situation" Consequently, individuals are free to express their personality and behavior and may easily deviate from the expected path since the leaders have not made sufficient efforts to tightly integrate the tasks - Consistency: Jobs that exhibit high consistency create “strong situations” because all the cues align towards the same expected behavior The level of consistency within the group is not high since the group's tasks vary depending on the situation, requiring adaptability rather than a fixed approach The working process of our group also differs from other groups because the process of working in each group is not entirely identical As a result, this leads to a "weak situation” - Constraints: Jobs that have numerous constraints represent “strong situations” since individuals have limited autonomy In the case of our group, Since the level of constraints within the group is very low, it is expected to result in a "weak situation” - Consequences: Jobs that carry crucial consequences are considered “strong situations” because the surroundings are likely structured to prevent errors Since every action of each member in the group, no matter how small, can influence the group's performance to some extent, this factor predicts that the group will have a "strong situation” Through the analysis, it is believed that the work environment of the group is currently based on a "weak situation" where members operate freely and where personality traits are expressed more clearly 3.4 Perception Our behavior is influenced more by how we perceive reality than by objective reality itself Managers should devote time to comprehending how each person perceives reality, and when there is a notable discrepancy between someone's perception and the actual state of affairs, attempt to rectify the distortions On account of the low level of clarity in work duties and responsibilities, there was no transparent direction to work effectively and efficiently that all group members could follow This leads to some tasks being overstaffed while others are understaffed, as the subleader does not understand the workload required for each task This will cause an overload and lack of motivation for some team members Recognizing this, to ensure fair and reasonable task allocation, Mai Anh spoke up, but Bach, as a manager, believed that the tasks only needed to be simplified and did not need to be analyzed in detail, so there would be no overload The difference in perception between Mai Anh and Bach caused an escalating conflict Therefore, everyone should consider the issue from the perspective of the other person to empathize and find the best solution for the dispute This plays a pivotal role in improving job satisfaction and group performance 3.5 Decision Making in Organizations In the field of organizational behavior, people typically rely on three widely accepted methods for decision making: “rational decision making”, “bounded rationality”, and “intuition” All processes needed to use the “rational model” can cost time, energy, and money, so we pursue a path that will satisfy the minimum requirements necessary to achieve a particular goal; we search for solutions that are acceptable and adequate Typically, we simplify complicated problems to a degree that we can easily comprehend, so we operate within the bounds of “bounded rationality” This allows us to act rationally within the limitations of the simplified model Our group used this construct to address the “Valentino” case and the “Pharmaceutical firm” case We tend to prioritize options that are easily recognizable and based on familiar criteria and past experiences Then, we evaluate the options by considering ones that are similar to the current situation until we find one that meets the minimum standards of acceptability, instead of searching for the best possible solution Hence, the chosen solution is usually satisfactory or adequate, rather than the best possible or optimal one, and this is known as “satisficing” 3.6 Social Identity Theory One theory that informs our team's behavior is Social Identity Theory As a diverse team, we recognize and embrace the differences in our backgrounds, experiences, and perspectives However, we also recognize the importance of belonging to a social group, and we tend to favor our in-group members over out-group members This has helped us to build trust and cohesion within our team, and we work collaboratively to achieve our goals 3.7 Team Processes Team Processes is another theory that informs our team's behavior We recognize that effective teams require processes such as communication, coordination, and decisionmaking To facilitate communication, we use a variety of channels, including, instant messaging (Facebook), and face-to-face meetings We also use tools like project management software (Trello) to coordinate our activities and track our progress To make effective decisions, we use a consensus-based approach, where all team members have a say in the decision-making process This has helped us to work more efficiently and achieve our goals 3.8 Diversity Diversity is another theory that informs our team's behavior We recognize that diverse teams can be more effective due to the variety of perspectives and experiences brought by team members As a diverse team, we value each other's contributions and respect each other's differences This has helped us create a positive work environment where everyone feels valued and supported 3.9 Communication In terms of communication, we recognize the importance of effective communication in achieving our goals Communication Channels theory informs our behavior by recognizing the importance of vertical and horizontal communication channels We use upward communication channels to provide feedback to our manager, and downward communication channels to communicate expectations and goals to our team members We also use horizontal communication channels to collaborate and share information with our colleagues.Communication Apprehension theory is also relevant to our team's behavior We recognize that individuals may have anxiety or fear when communicating with others To address this, we create a supportive environment where everyone feels comfortable expressing themselves We also provide opportunities for training and development to help team members improve their communication skills 3.10 Filtering theory Filtering theory also informs our communication behavior We recognize that individuals may selectively communicate information to others based on their own interests To avoid this, we encourage open and honest communication, and we strive to create an environment where everyone feels comfortable sharing their ideas and concerns 3.11 Leadership Leadership is another important aspect of organizational behavior that plays a significant role in our team's functioning Our team has both formal and informal leaders who help guide and motivate team members Trait theory suggests that certain traits, such as intelligence and charisma, make individuals more effective leaders While some of our team members possess these traits, others not, but they are still effective leaders in their own right 3.12 Behavioral theory Behavioral theory suggests that certain behaviors, such as initiating structure and showing consideration, make individuals more effective leaders Our formal leaders exhibit these behaviors by setting clear goals and expectations for team members, providing support and guidance when needed, and recognizing team members' contributions Our informal leaders also exhibit these behaviors by providing feedback and support to team members and helping to mediate conflicts 3.13 Situational theory Situational theory suggests that effective leadership depends on the situation, and that leaders need to adapt their style to the situation Our leaders are adept at recognizing the needs of the team and adjusting their leadership style accordingly For example, when the team is working on a complex project, our leaders may adopt a more directive style to ensure that the project stays on track However, when the team is working on a more routine task, our leaders may adopt a more laissez-faire style to allow team members more autonomy and freedom An explanation of factors that make your team effective/ ineffective 4.1 Overconfident and procrastination When our team was first given a brief, we didn't pay too much attention to it We thought we could finish the teamwork on organizational behavior in the last weeks of the course But we didn't predict that there would be a series of distraction events during this time After analyzing what we needed to and assigning assignees to members, we realized a lot wasn't right As a result, we have a number of issues that have arisen during this time but have been somewhat controlled in this situation 4.2 Leadership and structure The context of the ineffective situation is that the team is divided into two smaller groups, each with their own responsibilities The smaller groups have their own leaders, Bach and Ngoc, with the higher leader, Thai, being part of the Ngocs team However, Thai has not yet identified the roles of everyone in the group, leading to a lack of information and difficulties in connecting the different parts of the paper To address these issues, the team had an urgent meeting to identify the roles of Thai, Bach and Ngoc Thai is no longer part of a smaller group and now leads both groups, with Bach and Ngoc assisting in managing the team and handing over detailed task assignments and evaluating other team members This change has made the team more effective at sharing information, making timely adjustments, and connecting the content of the different parts 4.3 Communication Initially, in the first meeting, our team decided that we would use Trello for working communication However, the communication channel used by the team is not effective as they mainly communicate through Messenger, although they also use Trello to communicate Because the team is divided into small teams and each has its own messenger group Each task was assigned via Messenger and members also raised their voices about it As a result, Thai is finding it difficult to monitor the progress of the work Due to this situation, Bach recommended Thai to change the official communication channel from Trello to Messenger, and Thai would pay more attention to tracking tasks While Messenger is not an effective communication channel to work with, it is suitable for us in our current situation To the effective part, all members of the team have previously worked together, creating a pleasant work environment that encourages open discussion and a high level of team cohesion They understand each other's skills and personalities and allocate tasks accordingly The team encourages all members to voice their opinions and ideas, which will be recorded, analyzed and critiqued to improve team effectiveness However, there are still distractions during meetings and social loitering among some members 4.4 Team achievement The team set a clear goal of achieving a score of 8.5 on our paper, and Ngoc provided an incentive reward, a hot pot meal, to motivate the team to focus on and take responsibility for their assigned tasks In each meeting, we always clearly identified the task objectives before assigning them to members That made members obviously understand what they needed to and how they could find a way to finish the assignment 4.5 Conflict levels Basically, our team has no relationship conflicts, team members often gossip with each other and no one shows that they have a grudge against others However, at work, task conflicts and process conflicts arise When a member completes a job but the supervisor does not perceive that the work is comparable to what he or she wants, a task conflict arises As an example, after An and Na completed part of the lesson, Ngoc felt it was insufficient, but An and Na found that it met the challenge's criteria Under such circumstances, Thai steps in and negotiates a solution that is acceptable to both sides Furthermore, there is a process conflict when the person allocated to the work does not recognise the assignment's complexity A prominent example is that after a length of time having been assigned to work, Mai Anh requested that Bach add additional support members since the section was too long, and Bach refused because it was near to the deadline That disagreement had progressed to "overt questioning or challenging of others", and it ended when the leader spoke to both of them to calm them down and find a solution Motivation 5.1 Motivation of the organization Stephen Covey once said: “Strength lies in differences, not in similarities” Our group is made up of a variety of personalities, which is primarily our struggle, but above all our strength However, not all people can be in the same boat without having the same goal Therefore, we conclude that we need to set the same goal we have all wished for to ignite the flame of passion and motivation and have biweekly conversations to support each other In short, our goal is to get at least 8.5 points in this credit; learn practical knowledge of organizational behavior, and strengthen the bonds between members to form a strong team in the future We also enjoy learning more about ourselves and our role in teamwork From that perspective, we fuel our motivation by certain rewards To be specific: - A monetary reward is given to all members who are sponsored by a member of the group - The whole team had the opportunity to get advice from an expert in the fields of psychology and marketing We have a cozy and meaningful discussion to get to know not only our colleagues but also ourselves on a deeper level - Academic rewarding 5.2 Motivation of each individual “Every individual matters Every individual has a role to play Every individual makes a difference.” – Jane Goodall Aside from determining the common motivation of the entire team, we discovered that there are numerous external elements influencing the working process that cause the team's motivation to be insufficient to affect each member As a result, we will concentrate on tailoring motivation to each member of the team We classified people as type X (Theory X) and type Y (Theory Y) based on McGregor's Theory X and Y During the course of their work, the team leader realized that type X members are not truly interested in what they are doing; they are only doing it because they have been assigned the task and must it on time As a result, the output still needs extensive repair, and the members' experience is below average Recognizing the issue, team leader Thai met with two sub-leaders, Bach and Ngoc, to devise a strategy to inspire those X members through the use of incentive rewards throughout the working process After being applied, that solution has also caused the team to observe positive changes, with competitions to win the incentive prize progressively appearing This has improved the team's working atmosphere, and there are no longer "dead silences" in the team Type Y people, on the other hand, are more concerned with what they learn at work As a result, the team leader has devised a strategy to encourage this group of people by demonstrating the significance of the work they are doing and how it affects other members of the team team However, due to the team's procrastination, the members of Group Y eventually found themselves unemployed and unmotivated To address the aforementioned issue, the entire team convened for a quick meeting to help them comprehend how late the team is Furthermore, there are incentive prizes for completing duties on schedule Following that, group Y produced similar positive results to group X Furthermore, due to the entire team's procrastination (mostly from the team leader), the incomplete jobs have not received feedback and have not experienced the effectiveness of their effort "People are motivated when they believe that effort leads to performance, performance leads to rewards, and rewards are valuable to them" according to Expectancy Theory As a result, a few one-on-one (O2O) meetings between the team leader and members were arranged in secret so that the leader could demonstrate to the members that their efforts are worthwhile and that there will always be positive outcomes and monetary benefits In summary, the initial incentive that the entire team set out to achieve did not work as intended Depending on the conditions or external forces, your own job may or may not be prioritized at that moment That's why we dug deep to determine each individual's motive and then devised a unique solution for each individual in each circumstance Although the individual motivation that we define is not entirely correct, it has helped to increase the team's job productivity after a lengthy period of laziness A discussion of the relationship between the effectiveness of teamwork and goal achievement in the workplace The members of Team have a positive attitude that all members of the team can achieve exemplary performance in the topic of Organizational Behavior and fulfill their inner desire to eat a delectable hotpot meal Everyone wants to get good grades in this subject and to acquire practical experience by working with individuals they haven't met before To effectively achieve their desired goal, the group must proficiently adhere to the three distinct benchmarks established by the team: - First and foremost, each individual should pay close attention to the lesson Recognizing the value of classroom lessons for actual application in collaboration, the group developed a rule that pertains to all members The rule says that each member must attend every class and be on time in order to gain an in-depth understanding of the subject If a member is busy and needs to take off the class, he or she must inform the group leader as well as the entire group so that others can quickly transfer the lesson to him or her after class It not only provides him/her an opportunity to better, but it also improves the overall performance of the group From that, team members can meticulously prepare the presentation's material based on what they learned in class - Second, the group unanimously selected efficient cooperation as one of the rules The group agreed to regularly providing honest comments about other members Along with pointing out other people's mistakes without any hesitation, the members also pledged not to hold grudges and take it easy During group work, most group members engage in discussions and offer ideas Moreover, everyone in the team will voluntarily assign work to each other and complete the assigned tasks Meetings will be held regularly to allow everyone to get to know each other better Knowing each team member's personality and working style makes the teamwork much more smoothly Regarding meetings, there are rules that are given: No late hours, short meeting time and everyone has to speak up - The third rule is to evaluate the effectiveness of each team member's job Despite the fact that the members of the group are all in the same class, some are working together for the first time As a result, cross-evaluation for group is essential Team members will be required to assess and comment on the performance of their teammates It makes everyone take greater responsibility at work For example, if a team member causes the group's overall job to be delayed, she/he will be evaluated worse than others As previously stated, team members are all ambitious individuals who are unwilling to accept falling behind the group As a result, they will work harder to improve their ranking In our group, the interplay between internal and external determinants exerts a commanding influence over the relationship between the effectiveness of the team and goal achievement 6.1 Internal 6.1.1 Communication By means of group deliberations, the chance to become acquainted and engage in group events arranged by the teacher, resulting in a greater sense of unity and accountability among the team members Following the conclusion of the discussion, the leader provides feedback to team members During each meeting, cross-evaluation occurs among members, followed by a vertical evaluation where the leader assesses each individual's work Moreover, each member offers insights into the leadership style to enable the team to operate efficiently and in the right direction Furthermore, optimizing the duration of direct communication and interaction amongst members is conducive to enabling them to comprehend each other's operational approaches, thereby facilitating timely and more pertinent aid However, during team collaboration, misunderstandings in communication are inevitable, especially when using online social channels as a means of communication In addition to face-to-face collaboration, the team opted for an indirect communication channel such as Messenger, which sometimes led to unclear communication and messages that failed to fully convey the intended meaning due to the lack of tone and nonverbal cues Consequently, this has resulted in minor conflicts After a heated argument that failed to reach a conclusion, team members gave themselves a certain amount of time to calm down The members playing the role of mediators stepped forward to soothe the conversation Afterwards, the team decided to organize a face-to-face meeting to gain a better understanding of the issue and facilitate smoother communication to avoid any unnecessary misunderstandings 6.1.2 Effective work allocation When a group has an excessive number of members, specifically when the number of members in the group is 10 individuals, carrying out activities such as participating in Institute events as required by instructors or creating team reports with all members focused on the same task can easily result in a loss of focus and prevent the attainment of the most effective work outcomes Consequently, the allocation of members is imperative in constructing a robust team and achieving shared objectives The group leader has implemented several initiatives to enhance task allocation and collaboration among members For example, dividing the group into smaller units for easier management and control of each member's work quality This has resulted in greater innovation and creativity 6.1.3 Creating a positive environment Right from the outset, the group established a culture of being candid and gossip-prone, thereby creating a positive working environment Members are encouraged to have open discussions, express their opinions, and enjoy equal decision-making rights, promoting a culture of respect and high esteem Furthermore, the group organized a small gathering to facilitate an understanding of each member's personality During this meeting, everyone was free to chat and share random things, creating a sense of community Through this event, members became more cohesive, and team spirit was enhanced Cognitively, every group is prone to unwarranted conflicts Nevertheless, Group views such instances as a means of enhancing creativity and fostering a stronger sense of camaraderie Subsequently, Group has highlighted the significance of teamwork in achieving optimal work results, particularly in terms of team performance 6.1.4 Sense of self-consciousness The team's self-awareness is quite commendable Despite a weakness where some members tend to procrastinate, the majority of the team strives to complete their assigned tasks ahead of schedule This is partially due to the leaders setting earlier deadlines, anticipating the team's tendency to be delayed Nevertheless, this has not significantly impacted the team's work results 6.1.5 Concentration improvement Although our group's discussions were relatively seamless, group members often suffer from self-distraction during their work, which adversely affects the effectiveness of the group's activities For instance, when the entire group is actively engaged in a discussion about a question posed by the instructor, a group member may inadvertently introduce an irrelevant topic such as "Your hair looks bad." With just a single joke like that, everyone becomes engrossed in amusement, and as a result, the team's work is sidetracked Subsequently, the group leader promptly identified the issue and made adjustments by reminding everyone to concentrate and requesting individuals to self-evaluate The members of the group immediately recognized this and the effectiveness of the discussion was significantly improved 6.2 External Competition between groups: As previously stated, a common weakness of the group is a tendency towards procrastination One external motivator that has helped the group to improve this weakness is the competition between groups In the class, there are several groups that are extremely proactive in completing tasks early These groups serve as a lever to create pressure on Group The entire group has become more urgent because other groups have completed tasks that Group has not even begun As a result, the group reminded and encouraged each other to catch up with the class's overall progress In general, group had a promising start, as a majority of its members were able to keep pace with the team's advancement Our collective endeavors were geared towards accomplishing the overall group objective Furthermore, group exhibited an astute understanding of the factors that contributed to the enhancement of our teamwork's efficiency, both from an internal and external standpoint By recognizing these factors, group has demonstrated a correlation between the performance of teamwork and the attainment of our group's objectives Team’s contribution Constructive Supported Active Participation Contribution Group Process Communication Effort Trần Mai Anh 5 23 Phạm Trần Thúy An 4 20 Nguyễn Ngọc Bách 5 23 Quách Hải Hà 4 22 NAME Commitment and Total Lê Thị Ngọc Lan 4 22 Dương Xuân Đạt 4 21 Hoàng Lê Na 4 4 21 Nguyễn Đức Trung 5 23 Đồng Quang Thái 4 22 Cao Bảo Ngọc 4 22