NA Teamwork did not exist at PBA, and social interaction was limited resulting in employees feeling isolated and unmotivated coupled with the enigma that group meetings were a ritual reserved only for senior management. It is known that objectives for different types of teams are related to employee involvement, problem solving, self-management, cross-functional and virtual teams; hence teams need to be established for these reasons (Wiesner 2008).
Furthermore, factors that increase team cohesion such as inter-group competition, frequent interaction and personal attraction have no chance of occurring while team meetings are non existent. Determinants of team cohesiveness are related to severity of initiation, time groups spend together, and previous group success (Szilagy & Wallace in Wiesner 2008).
The lack of a team culture and planning made it hard for the company to be creative or innovative as values, norms, and beliefs play a supportive or inhibitive role for innovation depending on how they influence group behaviour. The overlap of strategy, organisational structure, behaviour and support mechanisms encouraging communication and innovation will be the determinants that support or inhibit innovation (Martins & Terblanche 2003).
(Hackman in Wiesner 2008). Even though these norms are of the ‘silent’ subconscious, opportunities to air doubts and objections should be encouraged by leaders if they want independent feedback from subordinates (Janis in Wiesner 2008). Staff were not afforded the opportunity to voice opinions as group and departmental meetings were scant, if at all existent. Company cross-communication did not flow, being restricted to the proverbial grapevine as the informal vehicle for information transmission (Carey in Wiesner 2005)
Teamwork did not exist at PBA, and social interaction was limited resulting in employees feeling isolated and unmotivated coupled with the enigma that group meetings were a ritual reserved only for...