• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
  1. 1
  2. 2
  3. 3
  4. 4
  5. 5
  6. 6
  7. 7
  8. 8
  9. 9
  10. 10
  11. 11
  12. 12
  13. 13
  14. 14
  15. 15
  16. 16
  17. 17
  18. 18
  19. 19
  20. 20
  21. 21
  22. 22
  23. 23
  24. 24
  25. 25
  26. 26
  27. 27
  28. 28
  29. 29

Building Effective Teams.

Extracts from this document...


BUILDING EFFECTIVE TEAMS In this age of rapidly changing technology, market-driven decision making, customer sophistication, and employee restlessness, leaders and managers are faced with new challenges. Organizations must build new structures and master new skills in order to compete and survive. As work settings become more complex and involve increased numbers of interpersonal interactions, individual effort has less impact. In order to increase efficiency and effectiveness, a group effort is required. The creation of teams has become a key strategy in many organizations. Team building is an essential element in supporting and improving the effectiveness of small groups and task forces and must be a key part of a total program of organizational change. Hellriegel, Slocum, & Woodman (1986) state that team building is used to improve the effectiveness of work groups by focusing on any of the following four purposes: setting goals and priorities, deciding on means an methods, examining the way in which the group works, and exploring the quality of working relationships. A cycle then develops; it begins with the awareness or perception of a problem and is followed sequentially by data collection, data sharing diagnosis, action planning, action implementation, and behavioral evaluation. This style is repeated as new problems are identified. Not all work groups are teams. Reilly and Jones (1974) list four essential elements of teams: goals, interdependence, commitment, and accountability. The members must have mutual goals or a reason to work together; there must be an interdependent working relationship; individuals must be committed to the group effort; and the group must be accountable to a higher level within the organization. A good example is an athletic team, whose members share goals and an overall purpose. Individual players have specific assignments they are responsible for, but each depends on the other team members to complete their assignments. Lack of commitment to the team effort reduces overall effectiveness. Finally, the team usually operates within the framework of a higher organization such a league. ...read more.


This is a good case for leaving the decision-making to the top leadership (Rees 10).term papers III. "What are we supposed to do?" vevevMany problems with teams result because there is no clear understanding about what is supposed to be accomplished. Team members and team leaders typically have problems defining their own roles, making it difficult to work toward results rather than busying themselves with the activities of the team (Fisher-Rayner-Belgard 6). It's far too easy to get caught up in day-to-day activities, in being a team, and forget the reason the team was formed in the first place. This lack of focus is a good reason to keep employees working on their own, in specific, well-defined jobs. Teams tend to become too inwardly-focused -- a sure sign they won't survive. term papers Sometimes the manager of the team will discount not what his own team is trying to accomplish, but the efforts of others. A manager may insist that the success of other teams was nothing more than a "fluke" (Rayner 9), or they suggest any success was due to highly unique circumstances. This naturally leads to a lack of credibility, and suggests that employee involvement is irrelevant, yet it is an occurrence that's all too common. term papers rfrgThe relationship between team leader and team members is often adversarial. When the team is first formed, it relies on the manager to transfer decision-making and problem-solving authority to the team members. But eventually, the team members rebel against the authority figure, which often results in a confusion over responsibilities and the roles each member is to take. It's not unusual for the team members to try to take on all managerial responsibilities and even question the value of the manager's role -- the team is ostensibly working effectively; why does it need a manager? The tendency for team members to rebel or resist the influence of the designated team leader is a situation that seems to occur in every newly-formed team operation (Rayner 133).term papers IV. ...read more.


The plant was completely renovated and the only things left was the shell of the old main building and some of the old employees. Just about everything else was new such as corporate sponsorship, operating philosophy, and the manufacturing system. The new United Motor Manufacturing Inc. is a joint venture of General Motors and Toyota. It was set up as a means through which General Motors could learn the Japanese Manufacturing system, and the Japanese could learn how to operate in an American context. An open environment was established at Nummi in which joint problem solving by labor and management, seeking options for mutual gain while developing good faith and trust, prevailed. The quality of life at work in turn resulted in better performance and higher productivity on the job (Lewis & Renn, 1992). Motorola is another success. Their participative management program is operating for more than ninety-five percent of their manufacturing employees and has been dramatically successful (Lawler, 1986). Honeywell, Proctor & Gamble, and dozens of other companies have built new-design plants that minimize the distance between workers and managers. The plants involve employees in many decisions and are structured on the basis of work teams. In some plants employees make pay, hiring, scheduling, and quality decisions. Honeywell, Xerox, Motorola, Ford, General Motors (GM), and Westinghouse have all publicly committed themselves to using a more participative approach to organizing and managing people. Their change programs are even more significant than the increased use of such practices as quality circles, gainsharing, and self-managing teams because they are trying to change the entire organization, not just a few plants or a few practices (Lawler, 1986). The work place of the future will require greater emphasis on such key human resource factors as participative management, training programs, and teamwork. Employee involvement and participative initiatives are likely to expand considerably over the next several years in United States businesses. If they are to remain competitive in the marketplace and survive with the intense overseas challenges awaiting them, worker involvement and these initiatives must be present. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Performance Management/ Motivational Theory Performance Management

    He suggested that managers should offer challenges such as complex tasks so; they can show and develop their creativity. He reckons that, employees will contribute more to the organisation if, managers use some of his theories. Frederick Herzberg- The Two Factor Theory In 1960's, Frederick Herzberg interviewed two hundred accountants and engineers.

  2. "Managers should do everything they can to enhance job satisfaction of their employees? Do ...

    Several studies suggest that overall, "employees with strong affective commitment to the organization worker at their jobs and performs better than those with weak commitment " (Commitment). In addition to job satisfaction increasing OCB, it has also been shorn that those with "strong affective commitment to the organization reported higher

  1. Produce a case study comparing two business organisations, investigating the extent to which each ...

    Being a good corporate citizen and investing in communities is an integral part of the way Marks & Spencer have always done business. By actively supporting the community, and being socially responsible, they are bringing real benefits to their customers, employees, shareholders, business partners and voluntary and charity organisations.

  2. Training and Development.

    as much money on training and can therefore spend more money on other things to help the business achieve its objectives. B&Q will look to poach existing employees from businesses in the DIY industry; these new employees will have transferable skills that can be used at B&Q to contribute to an experienced workforce.

  1. What is the purpose of management theory? Explain how knowledge to understanding of management ...

    They emphasized method by focusing on identifying the elemental motions in work, the way these motions were combined to form methods of operation, and the basic time each motion took. They believed it was possible to design work methods whose times could be estimated in advance, rather than relying upon observation-based time studies.

  2. Analyze and evaluate the strategic decisions made by Marks and Spencer (M&S) in different ...

    M&S should pay some attention to its promotion systems and recruitment policy and take some measures if necessary.

  1. As a manager discuss what you would expect to be the results of a ...

    Mismatch between authority and responsibility. Wherever confusion and conflicts arise about the level of authority and related responsibility, a number of problems can arise for a manager. It may not be possible for managers to fulfil their responsibilities because they have insufficient authority to take decisions or effect required changes.

  2. Report: Type of ownership of J-Sainsbury

    This type of trading is common in the fast food industry. (Examples include, Pizza Hut, Burger King, Mc Donald's and The Body Shop). As businesses change their types of ownership, this will have implications for: Limited and unlimited liability. Shareholders in companies and co-operatives have the legal protection of limited liability.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work