Organizational Teams Teams are an integral part of the success of organizations today. There are various types of teams found within today’s companies, and some teams perform at higher levels than others. The performance of a team can depend largely on its structure. To understand what makes a team operate be effective and productive requires looking at the various types of teams. Organizations typically developing the following types of teams: manager-led, self-managing, self-designing, and self-governing teams. Not all teams are equally effective for all organizations, and it is important to understand the distribution of authority within the teams. In the manger-led team, the manager acts as the team leader and is responsible for defining the goals, methods, and functioning of the work team (Thompson, 2011,p. 8). Self-managing teams are similar to manager led teams, but team has more flexibility and the manager acts more like guide. This style of team place more responsibility on the individual members to define how the goals and objectives will be met. Self-directing teams operate in the absence of a clearly defined leader and the members share responsibility to state objectives and methods to achieve them. The final type of team is a self-governing team. Self-governing teams and boards of directors are usually responsible for executing a task, managing their own performance processes, designing the group, and designing the organizational context (Thompson, 2011,p. 12). Of the various types of teams an organization can implement, manager led teams are often the most common type of team. This is not to say they are the most efficient or productive, but they offer control and are the cost effective. In a manager-led team the manager is responsible for the design of organizational context, team design, and monitoring and managing team performance. The team is responsible for the execution of
References: Thompson, L. L. (2011). Making The Team: A Guide for Managers (4th ed.). Upper Saddle River, NJ: Prentice Hall.
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