You can read the requirements from the attached MS Word file. And I have also attached the pdf file as a example of my assignment given by our tutor.
Appendix – Group Assignment Peer and Self-Assessment Form GROUP ASSIGNMENT: PEER AND SELF ASSESSMENT OF TEAMWORK You are required to assess both your own and other team members' contribution to your group's overall performance throughout the process of completing the group assignment. This information is confidential and should not be discussed with other members of your team. Please score both yourself and every member of your group, marks out of 100% (i.e. total should add up to 100%) in the table below. For example, if there were 4 members in your group (including yourself) and you felt that every member contributed equally to the group, you should award yourself and every group member 25% each. If you felt that a member(s) contributed less than an equal share, you should award the member(s) proportionately according to their contribution. Then hand back the completed form to the lecturer in the final class. Please PRINT the names of yourself and your group members in the table below. Member Given Name Family Name Myself Group Name - Team Criteria Member 1 Member 2 Member 3 Self Contributions to group meetings: • Actively participated in discussions, offering logically argued viewpoints using clear communication. • Punctual and well-prepared. • Engaged in task and committed to achievement of outcomes. Leadership • Sought opportunities to lead; assumed leadership roles in an appropriate manner. • Facilitated the development of work plan and goals through consensus. • Maintained group focus, participation and level of organisation. • Helped others and offered solutions to problems. • Proactive in managing issues. Fostering teamwork • Respected other members and was open to their different viewpoints. • Listened to other's ideas, asked for opinions and responded where appropriate. • Offered constructive feedback. • Shared workload fairly. Individual contribution to achievement of outcomes • Assigned tasks completed on time and targeted to team goals. • Quality of contributions was of a consistently high quality. • Completed responsibilities for their group role. TOTAL (must sum to 100% across columns) Behavioural Roles Analysis Appendix – Group Assignment Peer and Self-Assessment Form GROUP ASSIGNMENT: PEER AND SELF ASSESSMENT OF TEAMWORK You are required to assess both your own and other team members' contribution to your group's overall performance throughout the process of completing the group assignment. This information is confidential and should not be discussed with other members of your team. Please score both yourself and every member of your group, marks out of 100% (i.e. total should add up to 100%) in the table below. For example, if there were 4 members in your group (including yourself) and you felt that every member contributed equally to the group, you should award yourself and every group member 25% each. If you felt that a member(s) contributed less than an equal share, you should award the member(s) proportionately according to their contribution. Then hand back the completed form to the lecturer in the final class. Please PRINT the names of yourself and your group members in the table below. Member Given Name Family Name Group Name - Team Criteria Contributions to group meetings: • Actively participated in discussions, offering logically argued viewpoints using clear communication. • Punctual and well-prepared. • Engaged in task and committed to achievement of outcomes. 20% 20% 20% 20% 20% Leadership • Sought opportunities to lead; assumed leadership roles in an appropriate manner. • Facilitated the development of work plan and goals through consensus. • Maintained group focus, participation and level of organisation. • Helped others and offered solutions to problems. • Proactive in managing issues. 20% 20% 20% 20% 20% Fostering teamwork • Respected other members and was open to their different viewpoints. • Listened to other's ideas, asked for opinions and responded where appropriate. • Offered constructive feedback. • Shared workload fairly. 20% 20% 20% 20% 20% Individual contribution to achievement of outcomes • Assigned tasks completed on time and targeted to team goals. • Quality of contributions was of a consistently high quality. • Completed responsibilities for their group role. 20% 20% 20% 20% 20% TOTAL (must sum to 100% across columns) 100% 100% 100% 100% 100% Behavioural Roles Analysis TMGT602 Assessment 2 Contents: 1. Background 2. Meaning of organisational citizenship 3. Impacts of organisational citizenship 4. Types of team conflict 5. Methods of resolving team conflict 6. Role of individual and team commitment 7. How to improve OC for the selected organisation 8. Own view 9. Reference Background: Founded in 1958, This state- owned comprehensive scientific research unit include architectural research and design, it has more than 500 registered employees, more than 20 departments and 8 academic organisations as well Organisational Citizenship — Organ (1988) “Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization". First, OCBs are considered as flexible behaviours, not part of the job depiction. Second, OCBs beyond that which is an enforceable prerequisite of the job description. Ultimately, OCBs add to organizational efficiency on the whole Three Significant Features Altruism Courtesy Sportsmanship Civic virtue Generalized compliance Enhance coworkers and managerial productivity Allows the resources to be used for more productive purposes Make an organization more attractive Influence organizational effectiveness Impacts of organisational citizenship on achieving corporate goals Fairness in competition Organizational culture Job satisfaction Team Conflict Task Conflict (TC) Relationship conflict(RC) Process Conflict(PC) Types of team conflict Task Conflict (TC) Relationship conflict(RC) Process Conflict(PC) • Leader intervention: Through questioning, deeper problems can be identified • enter into an environment of consultation and settlement. For example, meetings and dinners. • People can try to communicate with each other • Find common ground between the two sides • Listen to each other's point of view • Team leaders should make each member feel they value • Leaders should have the skills to manage processes. Commitment Importance of commitment • Allow the organization to meet its goals • Better productivity • Value addition Who's commitment is more important to achieve OC ? Team or individual? BOTH! Recommendations Effective Communication Group trust Selecting Talent In Achieving Effective Communication Case Analysis: •Senior employees set barrier for newcomers Theoretical Explain: •Basic OB model： •How to communicate? Brink and Costigan’s (2015) research 1: listening, conversing，presenting Recommendations: •Establish “Master-Apprentice” one-on-one help plan. •Conduct “Outward Development” activities. •Train senior employees and newcomers respectively. Case Analysis: •Firm background and social culture. •Why “guanxihu” exist? Government officers, business affairs, parents’ love. Theoretical Explain: •Some “guanxihu” have “free-riding” behaviour. •What is “free-riding” behaviour2? •The hazard of “free-riding” behaviour(“the-exist-voice-loyalty-neglect“). Recommendations: •Make right recruitment choices. •Expediently, to put them in suitable places to minimize “free-riding”. In Selecting Talent Case Analysis: •Contradictions between department managers and deputy managers. •Reasons: Get promoted, Deliberately made by firm’s leader Theoretical Explain: •What is conflict 3? •Basic OB model •How to resolve conflict? “mutual benefit relationships” “open-minded discussion” Recommendations: Interpersonal relationship, Business •Informal talks (negotiation) hosted by HR manager •More reasonable division of work (conflicts to mutual benefits) In Creating Group Trust Own View Complex interpersonal relationships It is difficult to cooperate between departments Innovation cannot be adopted LEVEL 1 BOSS LEVEL 2 GROUP 1 GROUP 2 GROUP 3 MANAGER _____ _____ LEVEL 3 OLD EMPOLYER _____ _____ LEVEL 4 NEW EMPOLYER _____ _____ References • Mercurio, Z.A., 2015. Affective commitment as a core essence of organizational commitment: an integrative literature review. Human Resource Development Review, 14(4), pp.389-414 • Yahaya, R. and Ebrahim, F., 2016. Leadership styles and organizational commitment: literature review. Journal of Management Development, 35(2), pp.190-216.. • O'Neill， T A， Mclarnon， M J. W, Hoffart, G C, Woodley, H J. R & Allen, N J 2018, ‘The Structure and Function of Team Conflict State Profiles’, Journal of Management, vol. 44, no. 2, pp.811-836, doi: 10.1177/0149206315581662. • David A.Buchanan, Andrzej A.Huczynski. organisational Behaviour Ninth edition: Pearson, 2017, 217 • David A.Buchanan, Andrzej A.Huczynski. organisational Behaviour Ninth edition: Pearson Education Limited.2017,702. • CohenSG, BaileyDR. What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 1997, 23:239-290. • Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee "citizenship." Academy of Management Journal, 26(4), 587-595. • Khurana, P. (2013). Role of ethics in personal, team and organizational effectiveness. Retrieved on 15 Feb 2016 from (http://shodhganga.inflibnet.ac.in:8080/jspui/handle/10603/9183) • Anhui Institute of Building Research and Design Institute, homepage, Available from: (http://www.jky.ah.cn/info.php?class_id=101102[31august2019]) http://shodhganga.inflibnet.ac.in:8080/jspui/handle/10603/9183 THANK YOU !