Team work
To what extent does team work lead to empowerment?
The term team work is often times viewed by others as a group of persons working towards achieving a common goal. This view is often echoed by employers who view team work as a group of employees working towards achieving organisational goals which would equate to increased revenues for the organisation. Empowerment on the other hand has been viewed as bestowing some level of autonomy on employees in an effort to build their self esteem and also to motivate them.
Organisations are increasingly becoming technologically driven resulting in the adaptation of new systems. This has given rise to a shift in focus on employees and strategies which can be employed to achieve maximum work output from employees. Empowerment also plays a critical role in the success of any organisation. Empowerment provides employees with the ability to voice their concerns, exercise power over management decisions and for them to be motivated. Teamwork on the other hand fosters working relationships and aids in increasing efficiency levels within the organisation.
Team work to some extent is also hinged on management concepts as stated by Dainty et al., 1997 :
... “the possible reason for lack of clarity when attempting to define empowerment is the tendency for empowerment to be attached to management concepts, for example, business process re-engineering (BPR) and Total Quality Management (TQM).”
According to CLMS, 2006:M2:U4:5, team working entails giving small groups of workers a degree of autonomy over the organisation of work, or over elements of day-to-day management , or both. Similarly, empowerment involves giving some level of autonomy to workers which is endorsed by Daft (2005) who adds:
...” empowerment is power sharing, the delegation of power or authority to subordinate in an organisation.”
Further to this it can be argued that an organisation can only achieve its fullest potential if its’ employees are motivated towards
The term team work is often times viewed by others as a group of persons working towards achieving a common goal. This view is often echoed by employers who view team work as a group of employees working towards achieving organisational goals which would equate to increased revenues for the organisation. Empowerment on the other hand has been viewed as bestowing some level of autonomy on employees in an effort to build their self esteem and also to motivate them.
Organisations are increasingly becoming technologically driven resulting in the adaptation of new systems. This has given rise to a shift in focus on employees and strategies which can be employed to achieve maximum work output from employees. Empowerment also plays a critical role in the success of any organisation. Empowerment provides employees with the ability to voice their concerns, exercise power over management decisions and for them to be motivated. Teamwork on the other hand fosters working relationships and aids in increasing efficiency levels within the organisation.
Team work to some extent is also hinged on management concepts as stated by Dainty et al., 1997 :
... “the possible reason for lack of clarity when attempting to define empowerment is the tendency for empowerment to be attached to management concepts, for example, business process re-engineering (BPR) and Total Quality Management (TQM).”
According to CLMS, 2006:M2:U4:5, team working entails giving small groups of workers a degree of autonomy over the organisation of work, or over elements of day-to-day management , or both. Similarly, empowerment involves giving some level of autonomy to workers which is endorsed by Daft (2005) who adds:
...” empowerment is power sharing, the delegation of power or authority to subordinate in an organisation.”
Further to this it can be argued that an organisation can only achieve its fullest potential if its’ employees are motivated towards