Organizational behavior topic analysis of teamwork behavior in working environment at vinamilk

LIST OF FIGURE Figure2.1: Stage of Team Development Figure 2.2: Creating Effective Team Figure 2.3: Key Roles of Teams Figure 2.4: Effects of Group Processes Figue 3.1: The method of dat

HO CHI MINH CITY UNIVERSITY OF FOREIGN LANGUAGES

- INFORMATION TECHNOLOGY FACULTY OF INTERNATIONAL BUSINESS

ADMINISTRATION

ORGANIZATIONAL BEHAVIOR

TOPIC: ANALYSIS OF TEAMWORK BEHAVIOR

IN WORKING ENVIRONMENT AT VINAMILK

ABTRACT

The efficiency of the team is one of the important factors creating the success of Vinamilk The article used the second research method to show the effectiveness of the group work that created the success of Vinamilk

previously As a result of our research, we find that conflict among team members is the most encouraged and necessary activity to create Vinamilk's success Because, the conflict of group members helps the group understand each other better and importantly, the conflict generates many ideas and selects the best ideas to bring success to Vinamilk Research shows that the most important thing for a successful company is to create teams that understand each other, willing to help each other to work well together The company should learn about the employees’ personalities, behaviors, interests, and lives

to bring them together to form excellent teams that bring many achievements to the company

TABLE OF CONTENT

CHAPTER 1: INTRODUCTION - - Ặ SẶ S221 6 CHAPTER 2: LTERA TURE REVIEW Q TS Hee 8 2.1 Group formation s(aỹe S- TS ST HH HH TH HH HH HH re 8

PA NH5 ae 8

PA VN ii 7a 6 ae 8

P Ki 7 a 9

2.1.4 Performing ẶẶĂQ TS HH HH HH HH re 9 PÀ BE V0: oo 9

2.2 Factors that create team effectiyeness -SẶ TS eireeere 10 ,„ N9 10

2.2.2 Group Composifion - - -Á Ác St SH HH HH HH TH HH re 12 2.2.3 Work Desiøn S.ẶẶẶQ SH HH HH HH, 12 CHAPTER 3: METHODOLOGY ĐẶ-ĐQ ST re 15 KSN‹( ion) n6 6 15

KVYv00 c0 8n e 16

3.3 Datta collection na 16

3.4 Daf{a analySÏS ẶSẶ ST HH TH TH HH TH HH TH HH TH HH rệt 17 CHAPTER 4: EINDING AND DISCUSSIONS à iằ 18 4.1 Competifion and Cooperafion Ác S-S + S Hye 18 ẴhN 0) 18

4.1.2 Cooperafion ĂẶÀS TS SH HH HH, 19 4.2 _ The impact oŸ competition and cooperafion ïn team 20

4.2.1 The positive impact of cooperation on team competifion 20

4.2.2 The negative impact of cooperation on team competition 21

AB Team efficacy na e 22

900i 170 5a 23

CHAPTER 5: RECOMMENDA TION AND CONCLUSION 25

5.1 Recommendafion - ScSS-S + + SH HH TH TH HH HH HH Hy 25 5.1.1 For the employees - -Ặ SẶ TS SH HH HH HH, 25 5.1.2 For the Leader ẶĂẶẶ SH 25 1 9) ae 26

4051.30)010 21 27

LIST OF FIGURE

Figure2.1: Stage of Team Development

Figure 2.2: Creating Effective Team

Figure 2.3: Key Roles of Teams

Figure 2.4: Effects of Group Processes

Figue 3.1: The method of data cellection

Figure 4.1: Fair competitive environment at Vinamilk

Figure 4.2: Fair cooperation environment at Vinamilk

Figure 4.3: Core values of Vinamilk employees

Figure 4.4: Vinamilk’s Culture principles

CHAPTER 1: INTRODUCTION

Teamwork is gradually becoming more important in the business activities of all businesses Teamwork skill is an interaction skill between members in a group to promote the potential of each individual and thereby promote the work

to be developed and achieved the best efficiency Big goals or big projects often require many individuals to build together Therefor, how to make teamwork effective is a very important factor in the business Vietnamese people always have a saying: “One tree cannot amount to anything, three of

them together can look like a mountain”, from which we can understand the

solidarity and the spirit of working together in a team will always help businesses more firmly in the market But it is difficult to maintain a good working group because in a group there will always be many factors that influence and cause conflicts within the group

According to many customers from foreign businesses, Vietnamese people learn very quickly and are diligent, smart and can endure pressure in all jobs, but are not appreciated for their ability to cooperate with groups develop together The reason is that Vieetnamese people often have cutural behaviors such as when working in groups, there is a lack of cohesion, lack of trust in each other, some members are passive or dependent on other members

Because of the above reasons, the authors will research more deeply about the teamwork behaviors of Vietnamese people at Vinamilk Firstly, the authors will give 5 typical stages of Vinamilk when forming the teamwork Next, the authors will give the factors that help Vinamilk always have effective teamwork The next chapter is the methodology, in here, the author will state 2 basic types of research and give the method the authors uses to collect data in the research paper After that, the study will finding and discussion about the

solutions for improment in Vinamilk’s teamwork In the end of the research 1s

recommendation and conclusion, the authors will give some recommend for

Vinalmilk’s teamwork some solution to improve further and overcome errors in

Human resources behavior in teamwork so that the research can help a little for Vinamilk can develop more in terms of human resources in particular and the entire enterprise in general.

CHAPTER 2: LITERATURE REVIEW

2.1Group formation stage

Dependence/

Independence Independence

Figure 2.1 Stage of Team Development

(Stages of Team Development, 2020)

2.1.1 Forming

This is the first stage of forming a new group, the members of the group have just begun to get to know each other and are still unfamiliar Conflict is rare at this stage and people often come to terms with each other because people don't fully understand their responsibilities and feel shy with each other Team members will be afraid to share, observe people around and enjoy the work At this stage, members will feel vague and uncertain about their work Members begin to get to know each other and look for norms (Jones, 2018)

other's work, manners, and so on

The members start to rebel and want to break the group's rules starting with questioning and wanting to correct those rules The members began to have a

non-cooperative, dissatisfied attitude and the communication in the group became more difficult, difficult to agree with each other to make decisions (Wilson, 2010)

2.1.3 Norming

At this stage, members begin to understand each other and respect each other People begin to resolve conflicts and accept each other The group began to listen to the opinions of the group members and help each other in their work and exchange more Everyone will work towards the common goal of the group and reduce conflicts with the new rules Team members begin to have consensus, have clear responsibilities and roles The group has commitment and solidarity with each other, has respect among members and participates in

collective activities Teams eliminate differences, have less conflict, and

embrace diversity within the group (Chapman, 2020)

2.1.4 Performing

People hardly have any conflicts and cooperate with each other easily The rules in the team are well followed and everyone supports each other to make the work better People also no longer have doubts or ambiguity about the group's goals The members feel close like family and comfortable working together If the group loses a member, it will not affect the work and efficiency

of the group The group begins to have a high degree of autonomy, clearly knowing the group's goals, and the strategies are enhanced (Wilson, 2010)

2.1.5 Adjourning

This is the stage when close members of the group feel the most regret and nostalgia This phase usually occurs when the project ends or the organization restructures and cutting staff Team members end the project receiving rewards and parting ways (Jones, 2018)

2.2 Factors that create team effectiveness

Adequate Resources include financial resources, human resources, technical

and technological resources, and time resources This is important for a team to

do the job Team work will be hindered if there is a lack of resources (Cohen et

al., 1996)

Leadership and structure: Team members will equally divide the workload among themselves and agree on clear and specific work for each member To improve individual skills, each member must be meticulous in every detail and must have the guidance of the leader or direction from the team member In a multi-team system, the leader plays an important role in assigning work, monitoring, and ensuring that members stay together (Balkundi & Harrison,

2006).

Climate of trust: Effective team work is based on the trust of team members in their leader Members will follow the plan, goals and commit to follow the direction of the leader Besides, group effectiveness will also be high when members of the organization trust each other That will increase cooperation

and everyone does not have to be careful, notice, monitor each other's work and

save time They help each other back and forth without caring about loss or being taken advantage Trust is the basis of teamwork, but it is also easily influenced by external factors Teams that have confidence in their teammates tend to have less personal ownership of their new ideas and individuals who contribute less but tend to assert ownership of the team (Brown et al., 2014)

Performance evaluation and reward system: For performance evaluation, in addition to individual evaluation, there are outstanding contributions to the company, so the team performance should be evaluated and there are valuable rewards to encourage team members to contribute more and more idea (Aime

et al., 2010).

2.2.2 Group Composition

oo

Organizer Producer

Figure 2.3: Key Roles of Teams (Robbins & Judge, 2017) The team will have nine potential roles Team members will typically have these roles, and each individual will typically play multiple of these nine roles Managers need to clearly understand the roles of each member, then give them the tasks they do best and bring high efficiency to the whole team (Mark et al., 2012) Most effective models of teamwork include elements of group composition Team effectiveness models such as the (Hackman, 2004) model include the size of the team, the ability of team members to work together, and the communication skills to understand each other and work together

(Gladstein, 1984) model measures team member diversity, allocating roles,

team members’ ability to work flexibly, and skills Effective teamwork models are often a combination of the abilities of the team members

2.2.3 Work Design

Autonomy: Ability to work independently of individual team members Skill Variety: The ability to do different jobs is not stereotyped and allows members to replace each other's work to build flexibility (Susman, 1976)

Task identity: encourages team members to have a sense of collective responsibility to complete their work and allows members to self-regulate their activities to complete assigned tasks (Cummings, 1978)

Task significance: make members feel their work is important and cooperate with each other to get it done Get employees interested in the work they're doing and keep them motivated (Cohen et al., 1996)

2.2.4 Process

eile lle Effects of Group Processes

Potential group | Process 7 Process 7 pool

effectiveness gains losses

Figure 2.4: Effects of Group Processes (Robbins & Judge, 2017)

Common purpose When a project is launched, an effective working group will set goals, develop goals and contribute ideas, devise strategies to achieve the set goals Team members are very hard working and spend a lot of their time at work and they agree that their individual goals and the common goals of the whole team are one Setting specific goals helps the team leader determine the right direction for the team and not be in a situation that causes the team to fall apart or fail Teams should have a clear plan and have a backup plan ready to respond if unexpected incidents have a new direction and the plan goes on schedule without

delay (Mathieu & Schulze, 2006)

Specific goals: the team's goals should be clear, realistic, measurable, and challenging Team members work effectively because they view the collective goals of the group as their own personal goals Therefore, difficult and challenging goals are achieved with good effect (DeShon et al., 2004) Team efficacy: Effective teams often have a clear direction and they always believe they will succeed in assigned projects So they are very focused and put all their efforts into that project with the belief that they will succeed Effective

teams must always have confidence and have good communication skills with team members to understand each other's ideas, work together to bring the best results (Richter et al., 2012)

Conflict levels: When members of an organization work in a team, conflicts are inevitable Conflict between individuals in a tense, hostile group This leads these individuals to scrutinize each other's small mistakes, which takes up the team's time and lowers work efficiency Second, conflicts between groups affect the whole company (Farh et al., 2010)