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Social Economic Debates No. 2/2013 THE IMPLICATIONS OF HUMAN BEHAVIOR ON TEAMWORK 1 SOCIAL ECONOMIC DEBATES NO. 2/2013 Foreward Social Economic Debates Journal aims to be editorial event, that invite to participate specialists in the economic and social domains, open-minded and interdisciplinary character. Journal’s objectives are to create a free space for dialogue between occupational categories in Romania and not only for playing freedom of thought, conscience and responsibility of scientific and informational message of the wearer, so necessary in a world whose moral and educational valences are converted in mercantile and deeply material directions. The journal aims constructive and balanced debates, in developing entrepreneurship, valuation of work premises, in a context in which it is found doctrinal disturbance, requiring changes at both institutional and individual perception in relation to the state and the market. We believe in honest dialogue and consistent debates that will interfere between the participants of our editorial initiative. Summary Mirela Dogaru, Robert Chira, The implications of performed on the entity's financial and accounting human behavior on teamwork /2 activities /37 Mirela Dogaru, Robert Chira, Analysis of internal Sorin-Alexandru Vernea, Engagement prior to environment /10 marriage – a short walk through the history of Romanian law /42 Valentina Zaharia, Mirela Dogaru, Impact on job performance teamwork /16 Cristina Teodora Balaceanu, The IMF’s Presence in Romania, Need or Opportunity /52 Constantinescu Eleonora Mihaela, Marinescu Gheorghe, The digitization of the economy and Dragos Marian Radulescu, Considerations on the the remodeling of the marketing strategies /22 political regime in Romania /58 Constantin Constantinescu, Green economy - an Luminita Dragne, The right to life – a opportunity during the global crisis /29 fundamental human right / 65 Doina Maria Tilea, Dragos Zaharia, Measures for the capitalization of internal control activity 2 Mirela Dogaru, Robert Chira The implications of human behavior on teamwork Mirela Dogaru Faculty of Marketing, “Dimitrie Cantemir” Christian University E-mail: [email protected] Robert Chira Faculty of Marketing, “Dimitrie Cantemir” Christian University Abstract: The acceptability of behavior is evaluated according to the social norms of social control is adjusted. Personality types of individuals are part of human behavior is the most important issue that creates a certain type of behavior, always a topic of analysis and discussion for a lot of specialists who are experimenting and researching this area. Keywords: Human behavior, personality types The term of human behavior found in the exploited only if the organization's literature aims to build such structures to leaders understand the importance of improve overall efficiency of the working group can only work where the organization. Some experts discuss three focus is on teamwork. The ideal solution management teams (but not connect this for managing an organization is given the with organizational issues), namely: team- organizational chart summarizing "n" oriented problem solving, self-managed functional work teams arranged teams, teams interoperable. Within an hierarchically is shown in Figure 1. organization team potential can be Figure 1 Organizational as a sum of 'n' teams THE IMPLICATIONS OF HUMAN BEHAVIOR ON TEAMWORK 3 In practice each department is regarded having a precise position in the group as effective team being led by the structure but, where appropriate, each manager of the department, of a member of it encloses the other when permanent character, meets weekly short circumstances require [Drucker PF, meetings, and has clear targets. 1999] P. Drucker argues that this team should be low composed of 7-9 members, each Figure 2 Usual work team Issue teams and working groups may or members of the working its not that may not be related to the organizational office, department, has the same institution (figure 2.), Especially in the hierarchical level, under a manager context of knowledge-based organization, called for a full and accurate aim. It the issue of building teams has increased in characterizes by: temporary magnitude as a good team it does not constitution, members of the original guarantee the itself, while an unproductive behavior, problem solving and non- team destroys productivity [Maciariello J., conventional acceptance of external 2005]. members; A particular interest is the name of the cross organizational teams (teams term found in the literature on teams, across the entire organization) - Team especially the mechanism by which it members are selected from different aims to build such structures to improve hierarchical levels. This type of team overall efficiency of the organization. is found both in theory and in Some experts discuss three management practice under the name of task force. teams (but not connect this with Graphical representation of the team that organizational issues), namely: team- crosses departments at the same oriented problem solving, self-managed hierarchical level and the team that teams, teams interoperable [Certo SC, crosses the entire organization is shown 2002.] in Figure 3 and Figure 4 indicating that cross functional teams (teams the correct name under which they crossing the complicated departments operate vary from one organization to at the same hierarchical level). This another: type of team is establishing the 4 Mirela Dogaru, Robert Chira Figure 3. Team across departments Organisation Team Source: Buchanan A., - Organizational Behaviour. An Introductory Text, 4th edition Prince Hall, 2001. Depending on the establishment, teams and special purpose teams objectives and working tools that appeal show that there are differences in teams meet the following teams work: nuance rather than notions among [HJ Harrington, Harrington JS, 1995 SC them; [SC Certo, 2002]; Certo, 2002; Cooper C (editor), 2005] EIP - process improvement team. EDI - improve departmental team This team focuses on work processes composed of employees of a and not on task. Meets weekly department headed by a manager and meetings to discuss and analyze work is structured in connection with the processes, can be called multi- work. Theory discussed self-managed functional team; THE IMPLICATIONS OF HUMAN BEHAVIOR ON TEAMWORK 5 Figure 4.The team that crosses organizational Organisation Team CC - Quality Circles. This team has department meetings come with revolutionized the Japanese economy, proposals for improving the work and is found under the name of environment; [Cooper C (editor), Quality Control Circles. It was 2005]; designed as a tool for motivating EO - Operations team. It's the kind employees in order to reduce costs of team that's resolved their problems and increase quality. Such a team is are not an ordinary n t a s n look composed of employees of the emergency; 6 Mirela Dogaru, Robert Chira EA - autonomous team. This team is values; built on a longer period of time and constraints by forcing an individual to the major objectives of the company, participate in achieving those has a great interdependence own objectives by threat, intimidation; budget, hire and dismiss employees, beliefs - is social influence to an call the experts etc. individual to adopt certain ideas, Self-managed teams, task forces, PPE, actions using rational and symbolic EDI, etc. are critical to good means; management by both teams value and the attitude - is a synthetic component of value of employees. Value is reflected in moral personality is the evaluation the cohesion of teams of members and criterion of human behavior; the effort to achieve a common goal. link - the ratio of people Effective team work is characterized by communicating individual; the following: culture, which is that set of attitudes, - Clearly defined objectives; values, goals, common practices that - Relevant skills of members; characterize the working group; - Mutual trust among all team members; ethics, morale represented individuals; - Joint commitment and loyalty; Hypnosis - is the mental state induced - Good communication and feedback; by hypnotic instructions; - Negotiation skills mutual relations of authority, which is the attitude the members; towards subordinates heads and - Leadership and motivation of the team covers both the obligations and leader default; beliefs; - Support the organization for team genetic varieties representing human success[ Robbins S., Coulter M., 2005 ]. bodies; It can be inferred that effective team perceived behavior control. consists of "n" subordinate members of a In general human behavior has different head and each member plays a role senses: depending on qualifications, skills, common behavior, abilities, knowledge, etc.. unusual, Human behavior is the behavior of the EKCYP, human beings influenced by factors such outside acceptable limits. as: emotions - is a complex psychological The acceptability of behavior is evaluated phenomena occurring in the human according to the social norms of social body, expressive behaviors, and control is adjusted. Social control leads to conscious experience, [Myers, David compliance and fulfillment of the rules of G., - 2004]; human society or a social group, working group, the internalization and positive or social norms, which represents the influence of social pressure perceived negative capitalization norms and values. Recovery refers to the rewards positive by the individual in the performance individuals and negative capitalization
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