Teamwork Failure at the Royal Bank of Canada †MyAssignmenthelp.com

Question: Discuss about the Teamwork Failure at the Royal Bank of Canada. Answer: Introduction It is evident that most organizations in current market situations do not go around and eventually end up with failing teams. It is really a daunting task whether one is managing a startup or an already established firm in identifying a staff of all superstars individually and compiling them into one team that still yields undesirable results (Project Management Institute, 2013). Therefore, we set forth to conduct a case study about the Royal Bank of Canada. It is evident enough that the firm has qualified and a sufficient staff of employees but still undergoes some major institutional challenges in terms ofmanagement and team coordination. Among the challenges that stood out at the Royal Bank of Canada was the minimal team playing among the staff members. Additionally, there is the problem of integration of the different business systems of which many branches of the Royal bank haven't been employing in coordinating their activities as those of one firm (Yukl, 2012). Moreover, there has been lack of job shadowing to enable one worker learner another worker's job. This is paramount in that when one has had the opportunity to learn what a colleague does then he/she can easily stand in for the colleague who may not be in or out for other duties. Also in the different groups of the firm, there is lack of sharing of numbers. Similarly, other challenges that were identified during the study were weak communication among the members, lack of networking and partnering with other organizations, visionless leadership and lack of proper planning. Findings Lack of coordination and motivation. We found out that there is a big void that needs to be worked on which constitutes coordination failures. The firm is in a ramshackle state and no renovations have been done yet managers are conscious of this. The staff members also do lack the virtue of team playing a factor that leads to some of the core activities not being attended to the later (Turner Mller, 2010). The reason behind this is the reluctance by the team heads that fail to organize their members in harmonized relationships. In addition, most employees also lack motivation from the part of the management. It is close to impossible trying to achieve some objectives with an unmotivated employee. Employees have high expectations from their employers that they expect to meet their various needs. These are articulate in the Maslow's pyramid of needs, a theory by Abraham where he explained that motivational need range from the basic psychological needs to self-fulfillment. Therefore, the puzzle remains on how to motivate a 21st -century worker (Carter, 2009). The theory explains that when one is comfortable then he/she can achieve every goal set forth in an organization. Furthermore, the Herzberg Two-Factor Theory has also attempted to answer the question, what can be done to end up with a team of motivated personnel (Gamble Thompson, 2009). It asserts that certain job satisfaction may be in consistence with certain characteristics of a workplace while dissatisfaction at workplace is associated with other factors that create discomfort. He then explained that one should create those conditions that ensure job enrichment and eliminate those of dissatisfaction. Poor communication among members Communication in any organization is a key element in the success of any that organization. In case there is a breakdown in communication channels, then that firm is bound to have hiccups in the course of its operations and this may hamper its quest to success. In the same sense, communication breakdown also brings about the challenge of lack of team playing among employees (Riaz Haider, 2010). Thus, in a situation where there are communication problems, then even having personal contact with the customers becomes a problem, therefore, a personnel ends up having not much information about his/her clients. This, in turn, may be undesirable when one loses a clientele due to lack of trust as a result of the absence of personal contact (Yudhvir Sunita, 2012). It was also found that those that have served for long in the Bank had accumulated good knowledge of their customers. Therefore, it is prudent enough for an organization to have proper ways of communication among employees and betwe en an employee and the clients. Information needs to flow smoothly from and into the firm through properly installed channels and right processes. Lack of job shadowing. Job shadowing is another factor that was so evident to be lacking among the managers of the bank. This comes out clear when one personnel was capable of performing a duty that was not in line with his department. In one way or another, one may perceive it as multitasking but very useful when it comes to proper management of an organization to ensure it realizes the set goals and objectives (Allen, 2013). It, therefore, becomes important for an organization to have some internal programs that enable its employees to learn more about their colleague's areas of performance. Importantly, there will be fewer errors committed and also less time wastage as these teams of personnel will be consulting and assisting one another. Lack of networking and partnering with other organizations In every line of production and service provision, there are usually more other organizations that are also offering the same or closely related services. These firms need to have closer contacts, hence networking. They need to harmonize their activities in such a way that they do not realize negatives in their books of accounts after sales. They also need to partner in different aspects of the market in order to reduce unhealthy competition among them. This partnering could either be through coming together as cartels and amalgamation. Poor operating strategies It is as well realized that the team fails because of poorly stated strategies by the team leaders. These team plans are not owned by the team members themselves hence the problem of non-corporation from some members (Winkler, 2010). This happens when members aren't involved in the plan setting processes and thus sometimes tend to resist implementing such plans. It is, therefore, more beneficial when personnel are engaged in the decision-making processes so that they be part and parcel of the implementation stages. Conclusion In conclusion, for most organizations that have been successful in their lines of production, teamwork has been one of their norms. It is a factor that has seen most firms thrive and go to a level higher. This spirit of team playing has to commence from the top- level managers down to the support staff. The most important factor that the Royal Bank of Canada needs to work on is building the spirit of working together among the teams and eliminating any other factors that pose challenges to the success of the Bank. In addition, it is also evident that the organization managers don't practice job shadowing, inclusive decision-making processes, and strong communication channels. Recommendation From the findings concerning the case study that was conducted, we recommend that themanagement ensure employee motivation, which entails providing for their needs and ensuring a favorable environment. Also, there should be a properly coordinate communication in the organization, job shadowing programs like in-service training (internal training), and inclusive strategies planning and organizing for networking and partnering ideas with others. Bibliography Allen, P. A., 2013, Management: Meeting and Exceeding Customer Expectations. (10thEd.). Thomson Southwestern Publishing: Mason, MA. Gamble, G. Thompson, A. A., 2009, Essentials of strategic management: the quest for competitive advantage. McGraw Hill: Boston, MA. Project Management Institute. 2013, A guide to the project management body of knowledge (5thEd.). Project Management Institute, Inc.: Newton Square, PA. Riaz, A. Haider, M. H., 2010, Role of transformational and transactional leadership on job satisfaction and career satisfaction, Business and Economic Horizons, Vol. 1, no. 1, pp. 29-38. Turner, J. Mller, R., 2010.Project-Oriented Leadership.Gower Publishing, Ltd: Burlington, VT. 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