Team Building

Topics: Team building, Team player, Team Pages: 8 (3174 words) Published: April 19, 2013
What makes a team player? Some people have that characteristic naturally, while others prefer to work solo. For those who do not like working in groups, may find themselves having no other choice. Many organizations are gearing toward completing task in teams rather than individuals. This may mean employees may be required to attend training seminars or workshops to show them how to do this. Rewarding these individuals is essential for organizations to keep the team building moving forward. IBM showed how a company close to collapse can be turned around by working in teams, not just individually. By understanding the group-decision making process, the stages of group development and ways to improve teams, working in teams will be a much easier task to do. If you calculate the person-hours devoted to IBM's team projects, they amount to more than 180,000 hours of management time each year. Do you think this is a wise investment of IBM's human resources? Why or why not? IBM was once an organization with a promising future, until the late 1980’s and early 1990’s, but when the new CEO, Louis V. Gerstner took over in 1993 his ideas brought the company back into competition. IBM was once an individualistic organization, where the employees and sales department worked solely by themselves. This just is not the way most organizations work anymore. The amount of hours IBM devotes to management time for team projects is an excellent idea and has proven to the market how well teams can change an organization for the better. Team projects takes a lot of work with many different people, but it requires those different people to accomplish the task that is given. The human resources at IBM have made a very wise decision in devoting so many hours to team projects. The teams IBM sends oversees, not only brings in new clients but broadens the possibly of new clients through helping organizations. If the numbers are looked in terms of each team member, 180,000 really are not that many. If you have approximately 85-90 people who are involved in team projects within a year, if these individuals only work 40 hours a week for 52 weeks in a year, then 180,000 person-hours for 85-90 team members is a sufficient amount. So, yes IBM human resources made a wise decision for their amount of person-hours for management hours in team projects. Why do you think IBM's culture changed from formal, stable, and individualistic to informal, impermanent, and team oriented? When Louis V. Gerstner took over IBM as the CEO in 1993 he had a lot to look at within the company. He realized he had a lot of work to do in order to restore the company back to the way it was in the 1960’s and 1970’s when it had its huge success (Lagace, 2002). Changing and doing a major overhaul to a company who was losing billions of dollars, Gerstner thought would be an easy task. This change was necessary since in the late 1980’s and early 1990’s, the company was heading down hill. IBM has the most promising sales cultures of the world in the 1960’s and 1970’s, but with the decline and losing billions the employees had to come together. IBM focused on individualism with the sales managers, who was the heart of the company. We all know if you cannot sale your product, then a company cannot make money. This type of individualistic work was no longer an option for IBM, as many other companies learned, team work and groups is the new and improved way to bring an old company back to life. Gerstner felt the company, “needed to come together to survive” (Lagace, 2002, para. 11). One statement made by Gerstner was phenomenal, “We needed to integrate as a team inside the company so that we could integrate for the customers on the premises” (Lagace, 2002, para. 12). IBM previously has a no-layoff policy many years ago, but as times change policies has to change as well. No company wants to lay off employees, but sometimes that is unavoidable. There were not any layoffs...

References: Brownlee, T. (2013). Multicultural collaboration. Retrieved from
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Robbins, S. & Judge, T. (2010) Organizational Behavior. 14th Ed. Upper Saddle River, N.J: Pearson/Prentice Hall.
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