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Ensuring Effective Teamwork in Organization
By Verena Veneeva
It has been becoming a common practice in organizations to produce high
productive results through ensuring effective teamwork (Papers4you.com,
2006). Many experts have argued that teamwork is really an effective
tool in organizations where work is highly interconnected and demands
up to date information sharing. For that purpose, it is imperative to
first build an effective team and second to motivate them in various
monetary and non monetary ways to gain maximum output.
There are certain characteristics of an effective team that should be
ensured for optimum out put (Robbins & Coulter, 2002). It is argued
that an effective team always have clear team goals that encourage team
members to replace priority of individual goals with that of team one.
Team should also comprise of people with relevant skills according to
the context of goals. Mutual trust is also imperative among team members
and that can be facilitated through open, honest and collaborative organizational
culture. It was further argued that such trust may give rise to unified
commitment that is directly linked with high level of intensity to achieve
team goals. Similarly good communications and negotiation skills through
which each member can understand each other is also imperative and all
these processes should be lead by an effective team leader who can motivate
team members even in difficult situations.
Apart from ensuring such characteristics it is highly beneficial if
organizations provide teams with any team incentives as it can have
twofold benefits (Papers4you.com, 2006). First, it provides an opportunity
for each team member to secure a bonus on a outcome of whole group that
can push the member to work hard for group achievements. Second, due
to common incentive for whole group, it will flourish cooperation instead
of competition among team members hence increasing chances of achieving
team goals (Cascio, 1995).
Apart from giving monetary incentives, sometimes organizations may
pursue non monetary motivational incentives such as giving them sense
of involvement and empowerment. Beardwell & Holden (2001) highlights
Quality Circles (QCs) as one of such techniques where team of 6-10 employees
in meeting held weekly or fortnightly identifies problems from their
own area through data collection methods and statistical techniques.
These problems are then analyzed by same team, solutions are devised
and then formally present to the manager who may implement this circle’s
proposal. Thus a sense of power of their own destiny is felt by team
members.
Hence effective team work can be achieved through effective team building
and teamwork is always beneficial for organizations as it increase flexibility
and speed as task is being done by more than one individual with different
skills, effective use of diverse workforce is possible where more innovative
ideas and efficient decision making is more probable due to heterogeneity
in the team and more importantly provided by right set of motivation
and support it can increase productivity far more than what can be achieved
on individual basis (Robbins & Coulter, 2002)
References
Beardwell, I. & Holden, L., (2001), ‘Human Resource Management-
A Contemporary Approach’ Third Edition, Essex: Pearson Education
Limited
Cascio, W., F., (1995), ‘Managing Human Resources’ International
Edition, US: McGraw Hill.
Papers For You (2006) "P/HR/245. Team work: theory and case study",
Available from http://www.coursework4you.co.uk/sprthrm3.htm [19/06/2006]
Papers For You (2006) " P/HR/220. Challenges of managing groups
and individuals", Available from http://www.coursework4you.co.uk/sprthrm3.htm
[19/06/2006]
Robbins, S, P & Coulter, M, (2002), ‘Management’, Sixth
Edition, New Jersey: Prentice- Hall Inc
Copyright 2006 Verena Veneeva. Professional Writer working for http://www.coursework4you.co.uk
Article Source: http://EzineArticles.com/?expert=Verena_Veneeva
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