Communicating in Teams and Organizations

Communicating in Teams and Organizations


I worked as a junior consulting psychologist in one of the local consulting firms in the United States; my work was offer to interventions and assessments to groups, individuals and organizations. The firm I worked for believed that employee involvement (EI) in the day to day running of organizations was critical for the sustenance of the organization. EI facilitates high levels of employee retention and in getting better profitability for the organization. The organization I worked for had challenges dealing with clients from diverse cultures. Multiculturalism was affecting the decision making processes in the organization; some members argued that hiring psychologists from diverse cultures would help is addressing the issues of multiculturalism both within the organization and in serving clients of diverse cultures.

Employee Involvement (EI)

  1. Decision structure (High)

The decision structure involved was rated as high. Decision structure was prominent in simplifying the decision making processes. The organization had a flat organizational structure that facilitated free flow of information from the top management teams to the junior employees. The organization had diverse departments that empowered the employees in the decision making processes with the focus of the intended results. The decision structure facilitated performance information and send feedback that was influential in the future decision making processes (Hyman & Mason, 2005).

  1. Source of decision knowledge (Low)

The success of knowledge and information management highly depends on supporting and understanding the need within an organization (Hyman & Mason, 2005). There are diverse inclinations, abilities of human beings and limitations attached to the decision making processes. Decision making model focused on goal clarification, searching for a solution, analysis of the solution, evaluation of the solution, making the decision and controlling the decisions made. Consultants in psychology working with the organization noted that addressing multicultural clients was challenging and that the organization had to find a way of dealing with the issues. On the other hand, clients are highly satisfied having been served by psychologists from the same cultural orientation.

  1. Decision commitment (High)

Decision commitment was high considering that the organization involved all the psychologists in the decision making processes. Employee involvement in the decision making processes influenced the actions and decisions of employees in supporting the processes. Involvement of the psychologists created a sense of commitment and ownership in the decisions made, which was influential in facilitating continuous improvement of the organization (Hyman & Mason, 2005). The psychologists were motivated and contributed to the changes within the organization. The organization empowered decision commitment through work teams that valued the contribution of each and every employee.

  1. Risk of conflict (Medium)

Risk of conflict was moderate, in real life situations, it is very difficult to please each and every employee, and there will always be some employees with negative issues. Considering that most of the employees supported the move of employing more psychologists from diverse cultures, the risk of conflict was highly minimized.

Appropriateness of the degree of EI

The employee involvement applied by the firm was strong, considering that the organization created an environment in which the human capital had an impact on the decisions that would affect their actions and decisions in the line of work. EI in this context were applied as a tool and not as a goal in realizing the desired results. Leadership and management philosophy encourage the human capital to contribute to the ongoing success and to the continuous improvements of the organizations (Hyman & Mason, 2005).

EI was influential in improving employee commitment and ownership. The organization has managed to retain the performing employees and in building organizational cultures that value multiculturalism. The organization used work teams in facilitating EI in building a strategic direction. The decision structure was high. Source of decision knowledge was low, decision commitment was high, and the risk of conflict was medium.

Posts of other students

1st student

The student argued that EI was critical in communicating in teams and organizations. There are different models used in EI. The models are useful in providing a continuum for involvement and leadership that allows human capital to have increased roles and in reducing conflicts in the decisions making processes. Stages involved are connected to communicating to employees on the need for the decision making, selling the decisions to the employees, consulting from the employees, leaders inviting the employees to join the change initiative, and finally duties are delegated to the employees in the change processes. EI facilitates better outcomes for the change processes.

2nd student

The second student argued that decision making processes in organizations, are influenced by teams in realizing the core business. In the contemporary business environment, human capital is useful in facilitating the goals and objectives of organizations. Teamwork enables employees with different skills and ideas to come together in bringing out their best. Teamwork in organization foster effectiveness of organizations, shared knowledge, deliver fast results and offer a common purpose.

Communications in teams with organizations acts as the best communication tool offering the best employee involvement (EI). Effective leaders communicate the values and vision of an organization to the employees. This is best done through teams, where the ability of other people in the organization is harnessed in realigning to the core of the organization. Teams build rapport, create an effective organizational culture and foster feedback system in allowing a two-way communication model.


Hyman, J. & Mason, B. (2005). Managing Employee Involvement and Participation. Thousand Oaks, California: SAGE Publications Ltd.





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