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Teamwork and Employees’ Mutual Help

Introduction to the Topic Area

The performance of an organization largely depends on the existing organizational culture. It has been acknowledged that companies with strong cultures can be characterized by good communication and collaboration, as well as a favorable atmosphere, which results in employees’ commitment to the established organizational goals (Sathe 10). However, the researcher adds that proper communication and collaboration can be a part of the culture that is not fully shared or accepted. Sathe argues that employees should not simply abide by some rules on the matter, but they have to be guided by certain values and beliefs they actually share (10). Kleiner and Von Post stress that the appropriate working environment is possible if mutual help is a part of the organizational culture (3). This paper is concerned with teamwork and employees’ mutual help as an important element of the organizational culture that can make organizations competitive.

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Description of the Situation

The article under analysis dwells upon a new approach to teamwork and the concept of mutual help. Greenfield and Tozzi report about a new training program the employees of Beacon Health Options have had for a while. The authors stress that the existing incentives aimed at helping employees cope with work-related stress and anxiety are ineffective as people are reluctant to address their company-sponsored counselors due to distrust. The new training intervention is closely related to the organizational culture and such concepts as values and mutual help. Employees are trained to be counselors for each other. They learn how to identify the signs of depression, anxiety, stress, and so on. Employees are also taught to react accordingly when certain symptoms are detected. Greenfield and Tozzi emphasize that the program has proved to be effective, and employees see it as beneficial. The authors note that people employed in the industries characterized by a high degree of work-related stress obtain the skill necessary to cope with the adverse impact of various situations.

Analysis of the Article

Teamwork is one of the building blocks of organizational performance. Successful collaboration and effective communication are constituent elements of proper work in the team. These stances have become rather ubiquitous, and many companies try to incorporate them into their organizational culture. Sathe notes that some businesses choose the wrong pass and concentrate on the “letter of the law” (10). These organizations develop policies and guides for employees to follow in different situations, but these rules do not transform into values, which is the major reason for these incentives’ failure. It is not enough to set requirements as it is more effective to encourage or even inspire employees to follow certain rules. In simple terms, requiring to contribute to some projects through fruitful teamwork and investing a certain time in projects will result in poor performance. No one will be willing to go the extra mile or even perform well enough.

However, creating the corresponding culture will be instrumental in achieving the established goals concerning effective teamwork. Kleiner and Von Post argue that mutual help can become a component of the organizational culture if it becomes a shared value (3). It is emphasized that management is the most influential stakeholders in this process. Managers and leaders tend to employ autocratic instruments in many settings. They are often ready to assist employees to make decisions but are unlikely to accept the advice coming from their subordinates. Such situations make mutual help impossible, which negatively affects employees’ performance as well as their psychological and emotional states. People are prone to work-related stress that leads to burn-out, depression, anxiety, and a strong desire to quit. Employees do not feel empowered enough as they do not feel that they can make decisions or even express their ideas. The barriers between managers and the rest of the employees make the atmosphere in the working place unfavorable, which deteriorates people’s and the company’s performance.

In order to create an organizational culture where mutual help is one of the values and major principles, it is necessary to ensure the development of trustful relationships among employees. Greenfield and Tozzi describe one of the techniques that can help in incorporating these values into the organizational culture. Mutual counseling, as well as the ability to evaluate each other’s emotional state, is likely to lead to the development of trustful relationships. Employees will understand that they are valued and their input is important for themselves and other members of their team. Counseling is a deeper level of mutual help, but it is also more effective. The use of the training interventions aimed at the provision of mental health aid can be one of the ways to make mutual help a shared value. Employees will also become more skillful in coping with stress that will be favorable for their psychological and emotional states.

However, it is essential to take into account the roles played by different stakeholders or rather the need to establish linear relationships. All employees should be trained and able to provide this type of assistance. Managers and leaders of the team should not simply provide their mentorship and psychological aid, but they should be ready to accept help as well (Kleiner and Von Post 3). This approach will be instrumental in removing any existing barriers that deteriorate the relationships between managers and their subordinates. It is also important to make sure that employees understand that stress is inevitable in all working settings, but it can be handled effectively, which is beneficial for people’s health and their overall well-being. Training sessions, as well as team-building activities, can help organizations develop or change their cultures. It is pivotal to ensure the development of the belief that the organization is a team of people working on some goals where each member is ready and able to help.

Assessment of the Implications

In conclusion, the article in question has valuable implications for the future of the organizations operating at the beginning of the 21st century. These companies have millennials as their major workforce, and it is acknowledged that this generation values emotional balance and their psychological well-being. Therefore, the development of effective organizational cultures is not an option but a necessity in the modern business world. The article under consideration shows the benefits of the training aimed at the development of counseling skills in employees. All the stakeholders involved report their positive attitudes towards the outcomes of such training. Employees should be willing to help each other, and organizations are to create a corresponding working environment. Companies should also provide effective training to make sure that people have the necessary skills to help each other in handling stress and other emotional issues. The companies of the future can and will become true teams where employees feel trust and are committed to the set goals.

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Works Cited

Greenfield, Rebecca, and John Tozzi. “Employers Want Workers to Help Colleagues in Crisis.” Business Week, 2018. Web.

Kleiner, Art, and Rutger von Post. “A Corporate Climate of Mutual Help.” Strategy + Business, vol. 62, 2011, pp. 1-3.

Sathe, Vijay. “Implications of Corporate Culture: A Manager’s Guide to Action.” Organizational Dynamics, vol. 12, no. 2, 1983, pp. 5-23.

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