Organizations are moving to a more dispersed and flatter organizational structure. Many organizations increasingly use teams to oversee various undertakings and projects within the organization. A team is defined as a group of people who have complimentary skills and a higher commitment to common goals and have a higher degree of interdependency and interaction. (French and Bell, 1999) In addition, a team setup can help motivate and improve the productivity of the employees within the organization. Teams however, need good structure and guidelines if the team has to work effectively. It is important to ensure that every team works jointly towards maximum profit for the product. The consequences are: maximal profits for the parent company. The size of the team, the task for which the team is set up and the roles and duties of individual member of the team all play an important role in ensuring the success of the team.
Creating an effective team is an art and a science. Any organization is constantly changing and evolving. Change is good and the ability of an organization to adapt and be flexible in a dynamic work environment. Change is good for an organization—it helps stimulate the organization to grow (Mukherjee and Mukherjee, 2001). Building an effective team starts by selecting diverse members with a variety of complementary skills. It is important to ensure that the team for any specific task comprises members who are knowledgeable and posses the required skills needed to carry out the task.
Getting together individuals possessing special skills, talent or expertise and forming a team are critical. Important skills for a team to possess include: "technical expertise", "problem solving", "decision making", and "interpersonal skills." (Thompson et al., 2000) Personal involvement, good listening skills and the recognition that “everyone in an organization wants to do a good job” are important for any successful team to operate. Based on the nature of the task to be performed and the outcome needed, organization may create different types of teams. Work Teams are created in organizations to manage long-term goals of the organization. The goal of these teams is to increase the efficiency, productivity and performance of the workers in the organization. These types of work teams are created for either specific departments or for the overall management of the organization. A task team is however a short term or fixed duration team where the team is formed to tackle a particular task or project and the team is dissolved on completion of the project or task.
Team member selection and requirements:
Good communication is required within the team for all policies and procedures to be implemented in the proper way. Teams should establish and create a comfortable environment within which all the team members can operate. A level of trust and respect will help get the best output from all team members. The book "Tools for Teams" identifies some of the important factors that team members consider important to increase the productivity of the team. (Thompson et al., 2000) Among the most important factors—being a good listener, participating in discussions and keeping an open mind to new ideas and suggestions. Being courteous and polite is critical; even when the situation gets volatile. Team members should also try and not be defensive if a idea is not well received. Teams work well if a misunderstood issue is clarified as soon as possible and everyone in the team is allowed a chance to give his or her input. Past grievances and misunderstandings should also not be brought up during current discussions, which should be kept confidential until the appropriate time. Equality within the team members is also important. Being realistic, and understanding both personal limitations and the limitations of the team can help the members set realistic goals and targets for the team. Members should also be motivated and determined to attain the required goals for the team. A team leader should be selected from among the team members and this individual is responsible for documenting all the information of data and the progress the team is making. The leader is also responsible for showing the progress or achievements of the group to others. The team members should also be team players and work in coordination with each other. Any significant deviation from the prescribed standards by any person – no matter how innovative, creative, or potentially productive – detracts from the overall functioning of the organization.
A team is designed so that its specific functions, procedures, and responsibilities, if carried out properly, will ensure that the purpose of the organization is achieved. This requires enthusiastic and creative individuals with diverse skills, but who compliment each other and who are willing to work in close proximity to achieve the final goal. In some teams a good mix of individual of different age groups, demographics and race can help the team attain a better overall perspective of the task at hand.
Characteristics of an effective team:
All teams once established in terms of the size, type, and membership should set attainable goals and the timeline for completion of the goals for the team. A charter if initially drawn up and accepted by all the team members can help the team understand the requirements and allocate responsibilities and workloads for all the team members. There is no fixed blue print that can be used for a creating an effective team; every team is unique and different even though all the starting variables may be the same. Team accountability or conformity pressure can also help motivate a team as long as all members of the group all share the same interest and goals. When goals do not converge, accountability and conformity pressures can only increase the rift in the group. Corporations realize the effects of personality and individuality on the morale of any group or department. The ability of the team to use small changes to create large improvement effects is also important (Darnell, 1999; Morgan, 1997)
In the article, “Journey to Transformation,” Frances Hesselbein analyzed the milestones that an organization has to pass to achieve their destination of a relevant, viable and successful organization (Hesselbein, 1998). The same is applicable to a team, which in effect functions as a scaled model of the bigger organization of which it is a part. Constant self-assessment within a company or team can help in the implement improvements in market-share and profitability. (Evans, 2001)
Teams also need a defined goal and objective towards which they can work in ensuring that the task is accomplished with the time frame and the allocated budget. Evaluation of these needs and how they affect the worker is the key for developing any strategy for the company. In addition the team should also strive to work across organizational boundaries/levels and break down internal barriers and deal with people and issues directly and avoid hidden agendas. In the present work place, lateral as well as vertical communication is of grave importance for the welfare of the organization. Both oral and written communication, within the team and with the organization should help get the message across. Care should be taken to ensure that all communication is simple, clear and well structured.
Periodic training and assessment of the various team members will help ensure that every individual possesses the skills and abilities needed to carry out the task. Every member of the team is accountable for timely execution and completion of the task assigned. Team members should posses the necessary skill sets and capability of completing the assigned tasks. Members of the team will have to accept responsibility for the task entrusted to them by the team. Regular work evaluations should be carried out to ensure high productivity of all the team members. (Cohen, 2002)
Why teams fail:
Leading a team can pose a challenge. Long-term teams and short-term teams have different working dynamics. Teams put together for short-term teams may generally not always be from the same department and may not be directly answerable to the team leader. One of the inevitable outcomes in the creation of such focused teams or teams in general are conflicts. The team-leader should be able to nurture the team and manage the conflict while it is still in the initial stages to forestall problems in the group’s dynamics.
Teamwork often generates conflict; and the success or failure of any team is determined by the effort of each team member put into resolving the conflicts. Very often, the focus of teams and groups is very strong. These units have a very high degree of autonomy within which they can operate. An individual generally work to his or her full potential if they are aware of their importance, allowed reasonable latitude with the way they perform their jobs and the constant feed back that they receive on the job done. When working within a team however, the ability of every individual in the team to work in synchrony with every other member allows the entire team to grow and develop.
Conflicts in Teams:
Conflicts are natural. Conflict may be harmful, may produce death, injury, and destruction. But conflict may also enable people to perform better. In the research and development department, cognitive dissonance is welcomed. Research can be carried out effectively only if individuals are willing to question and investigate previously accepted norms and ideas. If all conform to the acceptable trends of the day the research will not be ground breaking. Dissonance is often the seed, which spurs on the group to higher levels of investigation and searches. However, once the group or team agrees to pursue a goal, the members of the group may all have their own ways of conducting the necessary requirements. Peer and group pressure often forces individuals to say things and perform actions that they normally would not have committed. The Cognitive dissonance theory can help shed light on attitudes and behavioral processes involved in decision-making. (Harmon-Jones and Mills, 1999)
All individuals are not identical and if they agree of a vast majority of topics they will defer on at least some of their beliefs and values. If openly demonstrated conflicts do not arise, there is no absolute guarantee that conflicts can be avoided. In many cases, an underling may not agree in the manner in which the procedure is carried out but may not have the expert power or the knowledge to change the process. Excessive bottling of feelings and glossing over the root cause of the dissonance, in the long run, leads to decrease in productivity. Conflict management and resolution systems have to be effectively used in any organization to lower the tension and increase the productivity.
Types of Conflict
There are two different types of conflict: Emotional and Cognitive. The first being "Emotional conflict" is personal, defensive and resentful. Also known as "A-type conflict" or "affective conflict," and is rooted in anger, personal friction, personality clashes, ego and tension. The second is, "Cognitive conflict" and is largely depersonalized; also know as "C-type conflict," consist of argumentation about the merits of ideas, plans and projects.
While teams are beneficial and can be very productive, often egos, hidden agendas and excessive conflicts can seriously affect the morale and output of the worker. If the company has invested extensively in team structures for the running of the operations such as product teams, manufacturing teams and research teams the constant in conflicts may seriously affect the organizational stability. Strategy and planning both prior to forming a team and at periodic intervals during the team operations can help the team stay focused on the final goals of the organization. Training and refresher course can help the team members some additional skills that may help the team perform well.
External factors in Team Dynamics
Understanding the team dynamics is also important. The greater the number of individuals in he team the greater the probability of conflicts and misunderstanding. Understanding the hierarchical structure of decision-making and planning is also critical when conflict arise. In societies that have very traditional hierarchical structures based on age and sex as seen in the Japanese and Chinese cultures conflicts with regards to age, sex and social standing also can arise. Often, these conflicts are the result of the individual in power not comprehending or understanding the dissonance felt by the other team members. (Rahim, 2001)
When a conflict arises between individuals and groups, in many cases, consulting with an arbitrator or requesting an intervention can help two individuals or groups with different opinions hear each other out. Group accountability or conformity pressure can also help motivate a group as long as all members of the group share the same interest and goals. Goals to where accountability and conformity are not taken into account can only increase the rift within the group. Corporations realize the effects of personality and individuality on the morale of any group or department.
Abraham H. Maslow and Douglas M. McGregor both believed that in order for people to work to their full potential, they’re basic needs have to be satisfied. The basic needs are physiological, needs for security, affiliation, to feel self-esteem and for self-actualization. The last can be achieved only if the first four have been satisfied. Evaluation of these needs and how they affect the worker is the key for developing any strategy for the company. (Maslow, Stephens and Heil, 1998; McGregor, 1985)
The team leader along with the management can devise incentives such as ratings attached to annual bonuses or “most valued team” awards or group activities such as picnics or field trips to further motivate the team members. Incentives can be team-based; it will be the duty and responsibility of every group member to rally the team. "Success boards" outside offices, in the area where the business is located and at the head offices will display the names of the winning team and the product that they are associated with at that time can be used to motivate the worker. Teams will be evaluated on performance, quality, customer satisfaction and team interaction.
Performance and rewards for team members
Extrinsic and intrinsic rewards will also be used to motivate the team members. Extrinsic rewards are identified for the short and medium term stages of an environmental and organizational incremental change that the team may be undertaking. Setting up of the team-based organization will act as an extrinsic reward program. Intrinsic rewards will be offered at a much more personal level to help workers develop their personalities and follow their dreams and goals. The company will help workers who are interested in personal and career development with the required tools.
The cognitive dissonance theory suggests that humans will seek balance or homeostasis in their lives and will resist influences or expectations to change. But people do change and so do their dreams and goals. Piaget avers that one such form of change is biological development. As we mature cognitively, we rework our thinking and reorganize our knowledge to more accurately reflect our understanding of the world. Job security can be provided to all team members who help in the growth of the company. If teams are used for the product development, these teams can also be used to develop a social structure with the organization. By using a consensus decision policy, individuals in the team can be shielded from scorn and criticism. Worker-participation helps in the positive growth of an organization; as people, in general, like to have their opinions considered.
Rotation of the team between different product families or departments can also help keep the interest of the team as routine operations can sometimes lead to sloppy and shoddy jobs. After a reasonable amount of time, teams can be reconfigured depending upon the team dynamics and new teams formed so that all the employees in a given area can interact with others. Regular and periodic appraisal to evaluate the performance of the employee is also important and will be done. Appraisals will help in forming a basis for a pay increase or bonus, stock options and upward mobility for employees. Combining appraisal from both leaders and colleagues would provide a balanced evaluation.
Conclusion
Teams are critical to the operations for many organizations. Leadership accounts for the greatest variance in the organizational structure. A leader, with a clear vision of the final goal will be able to motive and take his team to the goal. Emotional intelligence and involvement by the leader or managers of the team, group of department can greatly help the morale and productivity of the department. Externally oriented leaders may typically have short-range views and may appear to be successful in the immediate future. Good leaders have to go one-step further. They make decisions that are long term and these decisions should be made after proper evaluation of all material available.
The human resource element is the most salient factor for any organization. Human Resource departments are increasingly selecting team players with adequate experience for the job rather that individuals who are exceptionally bright but do not posses the social or personal skills to connect with the other employees in the organization. The ability of a leader to get the best from his workers eventually defines a progressive company.
Bibliography
Cohen, Allan R. The Portable Mba in Management. The Portable Mba Series. 2nd ed. New York: J. Wiley, 2002.pp. vi, 402
Darnell, David C. "Now Nationsbank Learned to Manage People and Change in the Merger Integration Process." Retail Banking Services 21.2, (1999): 1 - 6.
SEO Promotion http://www.google-pr.org and http://www.seo-miracle.com
Evans, Matthew W. Ford & James R. "Baldrige Assessment and Organizational Learning: The Need for Change Management." Quality Management Journal Volume 8.Issue 3 (2001).
French, Wendell L., and Bell, Cecil. Organization Development : Behavioral Science Interventions for Organization Improvement. 6th ed. Upper Saddle River, NJ: Prentice Hall, 1999.pp. xv, 343
Harmon-Jones, E., and Mills, J. Cognitive Dissonance Progress on a Pivotal Theory in Social Psychology. Washington, D.C.: Braun Brumfield, Inc., 1999.pp.
Hesselbein, Frances. "Journey to Transformation." Leader to Leader No. 7.Winter 1998 (1998).
Maslow, Abraham H., Stephens, Deborah C., and Heil, Gary. Maslow on Management. New York: John Wiley, 1998.pp. xxiii, 312
McGregor, Douglas. The Human Side of Enterprise : 25th Anniversary Printing. New York: McGraw-Hill, 1985.pp. x, 246
Morgan, Gareth. Images of Organization. Sage Publications, Inc., Thousand Oaks, CA. 1997.pp.
Mukherjee, Ananda, and Mukherjee, Jyotsna. Structuring Organizations for the Future:
Distance MBA Course http://www.coursemba.com
Analyzing and Managing Change. 2001. Retrieved March, 30 2003 from.http://www.managementfirst.com/articles/managing_change.htm
Rahim, M. Afzalur. Managing Conflict in Organizations. 3rd ed. Westport, Conn.: Quorum Books, 2001.pp.
Thompson, Leigh L., Aranda, Eileen K., Robbins, Stephen P., and Swenson, Craig. Tools for Teams : Building Effective Teams in the Workplace. Boston, MA: Pearson Custom Publishing, 2000.pp. xix, 319
administration business degree mba online phd http://www.mba-outline.com
http://www.mba-outline.com
http://www.coursemba.com
http://www.google-pr.org
http://www.seo-miracle.com
http://www.free-blogger.net
Full Author Profile -->
PRINT THIS
