The Effectiveness of Teams in
A team is a group of individuals, working together, with a common goal. The use of teams in business has changed in the last forty years. In the 1960's teams were used for training and skills for management, in the 1970's they were developed as an "antidote to worker alienation". (Decker, 1996) From the 1980's to the 1990's, teams evolved from a "solution to quality and productivity" to "lean and flexible organizations". (Decker, 1996) A discussion of whether teams are an effective use of company resources is determined by the expected outcome or goals of the team. History has shown that businesses are choosing teams as a method of training and project management because teams are more effective in producing positive results. "Like a team racing a sail boat, business teams have to know their destination. The winning team also has a compelling reason for getting there as quickly and efficiently as possible." (Smith, 2004) A business team needs to have a clear and compelling vision as well as a purpose. Without this, a team has difficulty uniting and can lose focus. Imagine the sail boat team during a race. If each member had a different idea of their purpose and destination, the team could not focus on the
With this strength in numbers, and the empowerment that is granted to these teams, they're able to work more functionally, overcoming barriers normally common to individuals. With more liberty in decision-making the possibilities for direction are nearly unlimited within the workplace. These work groups tap the fountain of knowledge, information, thoughts, ideas, and potential that come from the group as a whole, not just a single person. Without even thinking oft times the members of these teams make adjustments to cover for another, or to adjust to current circumstances. com posted a great example of this kind of synergy from an unknown author. (Lawler, 1994) A team environment should not be considered when time and/or money are short. (Drexler & Forrester, 1998) Interdependence concerning results is described as the individuals having their own independent role, but the group's results being the driving factor. The power of a group is far more effective than one individual for the bargaining potential, not to mention the possible benefits when many heads prove to better than just one. (Smith, 2004) When a team is formed the members need to establish a team charter. One team might be focused on building the wing of a plane and another team might be focused on the building of the entire plane. Without a "clear and compelling vision or purpose", the team would flounder. As mentioned previously, the interdependence of team members can be coup de grace against individual working. With the self-empowerment that comes with many couples or teams, more teamwork requires more funding, rewards and motivation initially. Partial interdependence is described as a lack of uniformity in the relationships between team members.
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