Effective Teams
Effective Teams A “team” is defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable (Bateman, Snell, 2011). Effective work teams magnify the accomplishments of individuals and enable you to better serve customers. Although companies have used teams for a long time, they are used with greater effect than in the past. There are a few differences between the traditional work environment and the way teams work in today’s society. Table 11.1 The New Team Environment illustrates the differences in environments (Bateman, Snell, 2011). Traditional Environment Team Environment
Managers determine and plan the work. Managers and team members jointly. determine and plan the work.
Jobs are narrowly defined. Jobs require broad skills and knowledge.
Cross-training is viewed as inefficient. Cross-training is the norm.
Most information is “management” property. Most information is freely shared at all levels.
Training for non managers focuses on Continuous learning requires interpersonal,. technical skills. administrative, and technical training for all.
Risk taking is discouraged and punished. Measured risk taking is encouraged and supported.
People work alone. People work together.
Rewards are based on individual performance. Rewards based on individual performance and contributions to team performance.
Managers determine “best methods.” Everyone works to continuously improve methods and processes. Today our culture is one of learning and producing, so people are cooperative, involved, and better trained. More and more organizations are moving towards the new team environment because when used effectively, teams can be a powerful building block for organization structure (Bateman, Snell, 2011). A team uses its membership resources to the fullest, so it achieves
Managers determine and plan the work. Managers and team members jointly. determine and plan the work.
Jobs are narrowly defined. Jobs require broad skills and knowledge.
Cross-training is viewed as inefficient. Cross-training is the norm.
Most information is “management” property. Most information is freely shared at all levels.
Training for non managers focuses on Continuous learning requires interpersonal,. technical skills. administrative, and technical training for all.
Risk taking is discouraged and punished. Measured risk taking is encouraged and supported.
People work alone. People work together.
Rewards are based on individual performance. Rewards based on individual performance and contributions to team performance.
Managers determine “best methods.” Everyone works to continuously improve methods and processes. Today our culture is one of learning and producing, so people are cooperative, involved, and better trained. More and more organizations are moving towards the new team environment because when used effectively, teams can be a powerful building block for organization structure (Bateman, Snell, 2011). A team uses its membership resources to the fullest, so it achieves
References: Bateman, T. S., & Snell, S. A. (2009). M start here. Management. New York, New York: McGraw-Hill/Irwin. Delbridge, R. (1995). Made in Japan [Biography]. In Made in Wyoming. Retrieved from Lee Enterprises website: http://www.madeinwyoming.net/profiles/deming