Group behavior performs integral roles in determining the success of an organization. Formation of a formal group involves various steps and procedures that team members should strictly observe to achieve the goals of the group ( Huddy, 2018) . To achieve the purpose of becoming more adaptable, flexible, and innovative to deliver competitively better, faster, cost-effective products and services, the management of NewCo should ensure that formal groups formed can encourage innovation and creativity of its members. The former can be achieved by setting a behavior partner for members of any group and assigning each member roles to perform as part of the team.
Secondly, the management of NewCo should adopt specific norms for all groups formed within the organization to help accomplish the company's objectives. The fundamental norms that should be observed include performance norms that govern group members' behavior to improve their performance. Social arrangement norms are also crucial for the company to become more adaptable, flexible, and innovative to deliver competitively better, faster, cost-effective products and services ( Charness & Chen, 2020) . Social arrangement norms will improve the degree of group cohesiveness. As a result, members of formal groups will be motivated to commit to their roles. Typically, high cohesiveness and high norms result in high productivity of team members. Therefore, it is prudent for NewCo to adopt the two norms to improve group members' productivity and performance.
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Lastly, NewCo should encourage group decision making to help in combining different opinions into one. Group decision making will help the company increase diversity of views among members from diverse groups ( Shareef et al., 2020) . Also, group decision-making will increase the acceptance of solutions to various challenges affecting the company's adaptability, flexibility, and innovativeness. Hence, NewCo needs to pay more attention to the above mentioned vital foundation of group behavior to accomplish its business goals.
Understanding Work Teams
Teamwork involves collective campaigning and working together of employees and other organizational stakeholders to achieve common goals. Work teams play imperative roles in encouraging creativity and innovation among employees. It also enhances collaboration and cooperation between managers and employees (Herrera et al., 2020). Therefore, it is essential to encourage understanding teamwork at workplaces to increase the performance of employees. Similarly, the management of NewCo Company needs should promote teamwork and collaboration among employees. Fostering cooperation in workplaces will improve smooth information and workflow at NewCo.
Secondly, teamwork helps in the sharing of ideas among team members. Essentially team members have a common goal. To achieve these goals, team members must share ideas and concepts to accomplish the intended objectives (Herrera et al., 2020). Similarly, the management of NewCo Company should also encourage sharing of ideas and concepts among team members to solve problems that affect the smooth running of cooperating activities. Promoting teamwork at the workplace will enhance better utilization of employee talents. Consequently, the former can increase employee performance to achieve organizational goals and objectives.
Furthermore, teamwork promotes flexibility and responsiveness to change in workplaces. Flexibility among employees encourages diversity at workplaces (Le Blanc et al., 2020). Therefore, the management of NewCo Company should encourage teamwork at workplaces to promote diversity and flexibility among employees. Collaboration can also promote information exchange at the workplace; thus, the management of NewCo to encourage cooperation and flexibility to increase organizational performance.
Lastly, teamwork promotes democracy in workplaces. NewCo should foster collaboration and employee engagement to democracy in workplaces (Le Blanc et al., 2020). As a result, the former will motivate employees to perform diligently. Conclusively, understanding the work team at the workplace to improve employee performance and empowerment.
References
Charness, G., & Chen, Y. (2020). Social identity, group behavior, and teams. Annual Review of Economics , 12 .
Fang, J., Kong, G., Meng, Y., Wang, L., & Yang, Q. (2020). Thermomechanical Behavior of Energy Piles and Interactions within Energy Pile–Raft Foundations. Journal of Geotechnical and Geoenvironmental Engineering , 146 (9), 04020079.
Herrera, R. F., Mourgues, C., Alarcón, L. F., & Pellicer, E. (2020). Understanding Interactions between Design Team Members of Construction Projects Using Social Network Analysis. Journal of Construction Engineering and Management , 146 (6), 04020053.
Huddy, L. (2018). The group foundations of democratic political behavior. Critical Review , 30 (1-2), 71-86.
Le Blanc, P. M., González-Romá, V., & Wang, H. (2020). Charismatic leadership and work team innovative behavior: The role of team task interdependence and team potency. Journal of Business and Psychology , 1-14.
Shareef, M. A., Kapoor, K. K., Mukerji, B., Dwivedi, R., & Dwivedi, Y. K. (2020). Group behavior in social media: Antecedents of initial trust formation. Computers in Human Behavior , 105 , 106225.
Yustisia, W., Putra, I. E., Kavanagh, C., Whitehouse, H., & Rufaedah, A. (2020). The role of religious fundamentalism and tightness-looseness in promoting collective narcissism and extreme group behavior. Psychology of Religion and Spirituality , 12 (2), 231.
