Elwyn (2001, pp. 1-2) defines a work group as ‘a number of people who are in face-to-face contact, so that each of them can interact with all the others’ which is usually achieved through a cohesive and solid supervision. Additionally, a work group can be defined as ‘a planned endeavor to develop in a group the forces that lead to a smoothly running co-operative activity’. Work groups in most cases entails a group or an association of individuals who interact and move together regularly, have close and very strong working relationships, share the same objectives, and have a strong reliance and mutual interdependence on each other. Furthermore, work groups are sometimes collective work groups which basically refer to groups of individuals working together with a common goal. On the contrary, individuality refers to the quality and act of being individual and independent. It basically stresses and focuses on personal desires, objectives, endeavors, interests, and morality while it actually rebukes and forbids other external forces that might interfere with personal desires and objectives. In most cases individuality results to individuals claiming total independence in terms of decision making, objective achievement, moral and social existence, and business management. To embark on the main question in contention, it is modern organizations are currently involved in the development of strong work groups in order to achieve enormous success in terms of profits. These work groups are basically twined in collective work forces involving sharing of ideas rather than individual decision making and management. In this regard this paper discusses on the various reasons as to why these modern organizations are strongly involved in work groups. Finally, this paper dismisses the argument that there is no room for individualist today basing its argument on evidence of research.
It could be contented that current organizations actually must come up with strong work groups in order to achieve success and meet their objectives. The following are some of the significance of work groups in modern organizations: First, Singh (1996, p. 3) argues that work groups are very important since they actually help in boosting of the morale. In addition, it can be argued that some individuals in work groups actually can motivate and boost the morale of other individuals in the same work groups. In addition, collectivity actually results to motivation of those individuals who are demoralized since the goals and objectives of the organizations are more vital than individual interests which consequentially means that whatever the cost, the organization must achieve success.
Additionally, Singh (1996) debates that the other reason as to why modern organizations actually must develop strong work groups is the need to really share in decision making which eventually results in development of more advanced and technical ideas in the management of these organizations. As a matter of fact, modern organizations can actually be argued as being full of competition, challenges and contention which actually force several individuals to form organized work forces in order to be able to achieve. This work force requires individuals to share in terms of decision making which consequentially results to work being subdivided to various managerial departments. These departments actually are headed by several individuals who are specialized in those areas and these individuals also are responsible and liable to make decisions regarding all the managerial requirements. This leads to specialization which actually boosts the total output of the organization since several individuals are involved in the decision making.
Also, it can be argued that strong work groups actually reduce the risks by sharing the outcome and responsibilities of the business venture of an organization. Cohen (1997, p. 241) argues that “a team is a collection of individuals who are interdependent in their tasks, who share responsibility for outcomes, who see themselves and who are seen by others as an intact social entity embedded in one or more larger social system, and who manage their relationship across organizational boundaries”. She continually contends that sharing and subdivision of responsibilities may result to individuals passing their quality work from one person to the other resulting to an increased overall quality in the total output of an organization.
Additionally, Elwyn et.al (2001, p. 16) argue that team work actually helps in “developing transferable skills for continuing professional education for example, planning, management, identification of one’s own strengths and weaknesses and assumption of responsibility for learning”. This skills eventually assist in development of diversity in work places which ultimately increases the total output of an organization especially profits which are the most essential objective in any organization.
Finally, Elwyn et.al (2001, p. 14) contend that the reason why modern organization must develop strong and cohesive work forces is that, they provide an environment that is “open, supportive and trusting”. They also debate that this work force actually aid in dealing and eradicating conflicts and tensions in work places. In regard to these, individuals are entitled to working in environments free from doubt, mistrust and hopeless goals which eventually leads to success in terms of the total output and profits to the involved organizations
On the other hand, the argument that there is no room for individualism in today’s world is not really true. This is because of the following supporting reasons and findings. First, Yi (1986, pp. 269-270) in their study of “Individualism-Collectivism: A study of College Students in Four Countries” argues that actually the cultural differences and diversity of various individuals actually matter and affect the total output and success of any organization’s activity. He proposes that really individual diversity needs to be put into consideration when it comes to attitudes, character, religion and traditional or cultural differences which actually play a significant and fundamental role when it comes to matters dealing with the general success of an organization. He additionally contends that these individual attributes add to the final success of the organization since these individuals have different personal characteristics and talents which when tapped well can actually yield enormous success to an organization.
Secondly, Glasser (1970, p. 40) argues that “the modern phrase ‘management development’ does not mean only developing individual managers, it also means also developing the management team in such away that it will be adequate and effective to meet all future contingencies, including expansion of the business and inevitable vacancies in future years due to retirement resignation”. In this context it can be contended that actually individualism is very vital in the development of good and adequate managerial skills which counters the argument that individualists actually do not have any place in today’s organizational activities.
In addition, individual personal choices and decisions are sometimes very vital and fundamental regarding the management and staff recruitment of various staff members in several companies, organizations and business institutions. Managers are actually sometimes forced to make personal choices which are very significant according to personal past experiences, current performances or past histories of the staff members to be actually appointed to work in various organizations or companies. These decisions actually are very vital since they will determine the future success and prosperity of the organization in terms of output and productivity of the personnel recruited.
Finally, I would like to rebuke and totally disagree with the argument that individualism does not have any place I today’s world by the argument put across by Glasser (1970, p. 42). He contends that actually personal attributes such as “integrity, courage, emotional stability and so on are very significant requirement in recruitment of managers (that is to say of those who will be or are in control of business) it is worth examining these qualities in rather more detail”. He additionally argues that actually, these are very essential and vital when it comes to the management duties of the whole organizations. He also argues that character and personal attributes in most case are greater than individual personality which actually helps one to be able to withstand all the troubles and difficulties that might arise. These are very essential when it comes to management of the various organizational activities which in the long run contributes immensely to the final success of any business venture or organization.
In conclusion, it can be argued that a work group can be defined as ‘a number of people who are in face-to-face contact, so that each of them can interact with all the others’ while individuality can be defined as the act of working basing on individual and personal attributes without actually relying on other persons comments or efforts. Additionally, it can be argued that modern organizations actually need to embrace on strong and cohesive work groups in order to be successful which are mostly dependent on the individual attributes and characters. Hence, it can actually be summarized that individualism is very significant in today’s world which contributes immensely to the success of teams in various organizations. This is because individualism describes the personality of various members of a team which in reality contributes to the success of the whole team in an organization.
Cohen, SG 1997, ‘What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite’, Journal of Management, Vol. 23, no. 3, pp. 239-290.
Elwyn, G et al., 2001, Groups: A guide to Small Group Work in Healthcare, Management, and Research, Radcliffe Medical Press Ltd, Oxon.
Glasser, R 1970, Imaginative Management Control, Routledge & Kegan Paul Limited, London. Retrieved from < http://books.google.co.ke/books?id=TZc9AAAAIAAJ&printsec=copyright#v=onepage&q&f=false>
Singh, N 1996, Management of Modern Society, Anmol Publications PVT Ltd., New Delhi.
Yi, JS 1986, ‘Individualism-Collectivism: A study of College Students in Four Countries’, International Journal of Intercultural Relations, Vol. 12, pp. 269-284. Retrieved from < http://www.stamnet.org/journal/volume32/jungsooyi.pdf>