Organizational Teamwork Dynamic Report Writing - Management Assignment Help

Assignment Task:

Task:

Background of the Universiti Teknologi PETRONAS

Universiti Teknologi PETRONAS (UTP) (Wikipedia, 2019) is a top private engineering school in Malaysia that was originally founded as a subsidiary of PETRONAS1 on 10 January 1997. The old academic complex was originally used by the Engineering School of Universiti Sains Malaysia until the new academic complex is completed and operational in 2004. It fits almost 8,000 pupils both undergraduates and postgraduates with more than 1,000 academic and non-academic members. As it is relatively small and specialize school, UTP offers three main streams which are engineering, technology, and science.

How the organization increases the effectiveness of group work
The main factors are group specialization and collaborative work. Specialization (Business Dictionary, 2019) can be defined as:

“An agreement within a community, group, or organization under which the members most suited (by virtue of their natural aptitude, location, skill, or other qualification) for a specific activity or task assume greater responsibility for its execution or performance.”
While the group can be understood as two or more individual working together in performing certain task(s). Group specialization is therefore a functioning individuals within a 1 PETRONAS, or Petroliam Nasional Berhad (National Petroleum Limited), is a government wholly own Malaysian oil and gas company that was founded on 17 August 1974.

group performing certain tasks that could brings more productivities and profits to the organizations. Prior to joining UTP as a staff, individual is screened with necessary educational and experience background check. These individuals are then grouped into departments or faculties. Within departments or faculties, the human resource management (HRM) offers training to increase their competency. Each departments or faculties play their parts in contributing the success of UTP for each year.

By understanding the group specialization, each of them know their capacities, abilities, and capabilities in bringing better and sound ideas to contribute in better working organization, collaborative work is inevitable. Collaborative work can be intra-group that is collaborative work within the group and inter-group or collaborative work with different group(s). While intra-group is strictly within UTP, inter-group can be formed within and outside UTP. Each year, there has been a number of corporate social responsibility (CSR) activities (UTP Alumni News & Events, 2019) that essentially enhance the group collaborative work across departments or faculties. This results in productivity. Further, research collaboration agreement with other institutions fosters the knowledge transfer and expertise that benefited both parties especially in knowledge development and UTP’s performance as it could increase the world rankings. Through dozens of CSR and research collaborations (with other factors), UTP has reached the top 500 rank (QS University World Ranking, 2019) in the QS Global world ranking and it is increased every year where it was in the top 530 and top 650 in the year 2018 and 2017 respectively.

The desired group dynamics within the organization that can help achieve better organizational outcomes UTP’s group dynamics can be better with good leadership, better communication management channel, and rewarding programs. UTP changed its vice chancellor or chief executive officer (CEO) several times since it was founded. Each of them has their own strengths and insights to place UTP in the utmost highest standard of engineering school. The first two CEOs, Datuk Dr. Rosti Saruwono focused on establishing UTP’s brand internally and externally with has less emphasis on HRM.

Theoretical Explanation of the Proposed Solution

Feather and Rauther (2004) claimed with lack of clear communicative element resulted in insecurities and less commitment to the staffs. Hence in the long run decreases in the organizational citizenship. This can be resolved by identifying the rooted problems and inculcating excellent communication (Wittig-Berman and Lang, 1990). Next, better rewarding program interpersonally or non-material reward leads to better organizational citizenship (Hannam and Jimmieson, 2008). The staff is sufficiently compensated with their salary, but with better rewarding program it could increase their motivation and lead to higher organizational citizenship (Van Scotter, Motowidlo, and Cross, 2000). Podsakoff and MacKenzie (1993) highlighted that Organizational citizenship indeed causes by clear direction of mission and vision of the company through effective communication channel.

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