Describe how the building redesign is likely to influence ✓ Solved

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Case: Microsoft. Please read the case “Microsoft” from Chapter 12 “Teams: Processes and Communication” given in your textbook – Organizational behaviour: Improving performance and commitment in the workplace (6th ed) by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019) and Answer the following Questions:

  1. Describe how the building redesign is likely to influence process gain and process loss in the team Microsoft.

  2. Describe how the change at Microsoft have likely influenced team states.

  3. What are the advantages and disadvantages of the building redesign with respect to communication? What can be done to mitigate potential disadvantage.

Part 2 Discussion question: Please read Chapter 12 “Teams: Processes and Communication” carefully and then give your answers on the basis of your understanding.

  1. Think of a team you’ve worked in that performed poorly. Were any of the causes of the poor performance related to the forces that tend to create process loss? If so, which forces was most problematic? What steps, if any, did your team take to deal with the problem?

Important Note: Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.

Paper For Above Instructions

In today's fast-paced business landscape, organizations like Microsoft continually seek ways to optimize team performance. A considerable aspect of this endeavor is redesigning physical spaces to foster teamwork and collaboration among employees. This paper explores the implications of Microsoft's building redesign regarding process gain and process loss, team states, and the communication dynamics that accompany such changes. Additionally, the discussion extends to personal experiences within teams that have faced performance challenges.

Influence of the Building Redesign on Process Gain and Process Loss

The redesign of Microsoft's building aims to encourage collaborative work processes among teams. Process gain refers to the improvements in team performance that can occur when teamwork effectively capitalizes on individual team members' strengths. Conversely, process loss occurs when teamwork diminishes productivity due to poor communication or coordination (Colquitt, LePine, & Wesson, 2019).

Firstly, the layout of the redesigned office can enhance interpersonal interactions, significantly promoting process gain. For instance, open-concept spaces with flexible seating arrangements can facilitate spontaneous conversations and brainstorming sessions, which may lead to increased innovation and creativity (Brennan et al., 2002). Moreover, such an environment allows teams to leverage diverse perspectives and skills, contributing to higher problem-solving effectiveness. In contrast, if the design leads to excessive noise or distractions, it might create process loss, impairing individuals’ focus and productivity (Sundstrom, 1986).

Additionally, the incorporation of collaborative tools and technology within the building can enhance communication. For instance, digital boards or shared workstations can streamline information sharing and enhance team transparency (Cohen & Bailey, 1997). However, if these technologies are underutilized or improperly integrated, they may contribute to process loss as team members struggle to adapt to new tools and may feel disconnected from one another.

Influence on Team States at Microsoft

Team states encompass the psychological and emotional dynamics that influence team performance. The changes at Microsoft are likely to enhance team cohesion, trust, and motivation, essential components of effective teamwork. The open design encourages a sense of belonging and community among employees, which can enhance team identity (Salas et al., 2015). A strong team identity fosters collaboration and communication, reducing interpersonal barriers that typically contribute to process loss.

Moreover, the redesigned space may promote positive team states by facilitating informal social interactions, which are crucial for relationship building. Social interactions outside of formal work tasks can lead to increased trust and improved psychological safety, enabling team members to share ideas and provide feedback without fear of negative repercussions (Edmondson, 1999). However, if team members feel displaced or uncomfortable in a new environment, it may negatively affect their morale and inhibit their engagement, leading to detrimental team states.

Communication Dynamics: Advantages and Disadvantages of Building Redesign

The advantages of the building redesign concerning communication are multifaceted. Enhanced visibility and accessibility can lead to increased dialogue among team members, fostering collaboration and information sharing. For instance, the removal of barriers between departments may permit teams to engage more openly, facilitating quicker decision-making processes (Morgan, 2006). Effective communication is vital in promoting alignment and a shared vision among teams.

On the downside, the redesign may lead to communication challenges. Open office environments can generate noise and distractions, which may deter focused work and inhibit effective communication (Kim & de Dear, 2013). Additionally, some individuals may find it difficult to adapt to the new dynamics, feeling overwhelmed in a more crowded space. To mitigate these disadvantages, Microsoft could implement quiet zones or provide soundproof rooms for teams requiring focused work (Oldham & Brass, 1979).

Personal Experience with Team Performance and Process Loss

To address these issues, we held regular check-in meetings to clarify roles and expectations. During these discussions, we emphasized open communication, allowing team members to voice their concerns and seek clarification when needed. Implementing a project management tool to track progress and define roles further alleviated some process loss. This experience underscored the significance of clear communication and defined responsibilities, which are critical to optimizing team performance.

Conclusion

The redesign of Microsoft's workplace holds great potential for enhancing process gain and minimizing process loss within teams. However, organizations must be mindful of the possible communication challenges and team states that may arise from such changes. By proactively addressing these issues and maintaining open lines of communication, Microsoft can ensure that the benefits of workplace redesign translate into tangible improvements in team performance and outcomes.

References

  • Brennan, A., Chugh, J. S., & Kline, T. (2002). Traditional versus open office design: A longitudinal field study. Environment and Behavior, 34(3), 249-273.

  • Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational behaviour: Improving performance and commitment in the workplace (6th ed). Burr Ridge, IL: McGraw-Hill Irwin.

  • Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239-290.

  • Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.

  • Kim, J., & de Dear, R. (2013). Workspace satisfaction: The privacy-communication trade-off in open-plan offices. Journal of Environmental Psychology, 36, 18-27.

  • Long, J., & Roberts, G. (2002). Managing communication in a virtual project team: A case study. Project Management Journal, 33(1), 76-82.

  • Morgan, C. D. (2006). The effects of office design on business performance. Facilities, 24(5/6), 166-174.

  • Oldham, G. R., & Brass, D. J. (1979). Employee reactions to an open-office environment. Administrative Science Quarterly, 24(2), 267-284.

  • Salas, E., Jackson, M. J., & Klein, C. (2015). What we know about team effectiveness: A review of the literature. International Journal of Managing Projects in Business, 8(1), 61-80.

  • Sundstrom, E. (1986). Work places: The psychology of the physical environment in offices and factories. Cambridge University Press.

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