TEAM DYNAMICS IN THE WORKPLACE 5
TeamDynamics in the Workplace
TeamDynamics in the Workplace
Theterm “self-directed teams” underlines groups where the membershave increased authority to combat the issues that come their way.They may also be defined as groups of people that blend differenttalents and skills to function without the normal managerialsupervision in an effort to achieve a common goal or purpose. Thesemay be semi-autonomous or autonomous work teams (Dyer et al, 2013).Autonomous work teams have no formally designated leaders, rather thycan choose one, have rotational leadership or even function withoutone. Semi-autonomous teams, on the other hand, have a formal leaderbut the team would make decisions and act independent of the leader.
Membersof self-directed teams develop their purpose around the missionstatement of the company, ensuring that it is beneficial andmeaningful to the company. Given the ceremonial nature of leaders insuch groups, the rules and guidelines pertaining to theaccomplishment of the task must be agreed upon, rules created on theexpectations of every member and problems solved by all members (Dyeret al, 2013). Such teams may boost the productivity and efficiency ofthe company as the team members incorporate the appropriate set oftechnical and managerial skills for the job, in which case the teamsare likely to attain results that cannot be achieved under thecommand-and-control approach. Further, they are also flexible enoughas to come up with innovative solutions to problems and speedyresponses to the challenges of the organization.
Question7. Howculture, structure, and systems can support or discourage teamwork.
Systemsunderline the agreed-on techniques for accomplishing tasks in anorganization. The integrated systems or agreements control almostevery element of organization life. It is imperative that thesystemic elements of an organization support team development (Dyeret al, 2013). Systems, cultures and structures need to be aligned tothe goals of the company for them to be successful. Indeed, openorganizational structures incorporate porous systems that wouldenable an exchange of feedback from outside and inside, therebyallowing for enhanced competitiveness as a result of continuedimprovement. On the other hand, culture revolves around the processof sense-making in business entities, or rather the collaborativeprocess of establishing comprehension and shared awareness of varyingindividual interests and perspectives. Essentially, these would bejointly woven into jointly-held interpretations and beliefspertaining to the things that matter, thereby allowing forcollaboration and subsequently teamwork. In instances where thestructures shut out feedback from other areas, there wouldessentially be a top-down movement of instructions, in which caseteam members would not own the processes and tasks that they havebeen assigned. Similarly, the culture drives production in instanceswhere the goals and aspirations of individuals are blended togetherinto ideas pertaining to what should be done. All individuals wouldparticularly won the production process and feel as if they are partof the team in instances where their aspirations and ideas areincorporated or in line with the culture.
Question8. FourC’s Determining High Performance Teams
Forteams to attain exemplary performance, it is imperative that fourfactors are well comprehended and managed. First, there is the teamcontext, which underlines the organizational environment in whichteams have to work. High performance teams would effectively managecontext through the establishment of clear and compelling goals,having team members comprehend the necessity of teamwork,establishing proper reward systems, eliminating hindrances toteamwork, and establishing supportive organizational culture amongothers (Dyer et al, 2013). Secondly, the team composition determinesthe success of teams. This revolves around the attitudes and skillsof team members. Teams must have appropriate people under theirumbrella so as to achieve top performance. Such members would nothave the necessary technical teams for completion of the task butalso appropriate communication and interpersonal skills forcoordinating their work, commitment and motivation and be the rightnumber to complete the task (Dyer et al, 2013). The third C revolvesaround team competence, where high performing teams must incorporatecertain competencies in their informal and formal processesindependent of the team members. High performing teams must becompetent in goal setting, communicating, decision-making, disputeresolution and trust building. Lastly, high performance teams havechange management skills. The dynamic business environmentnecessitates that they have the capacity to change and adapt to theemerging business environments in the long-term (Dyer et al, 2013).This capacity is developed through the establishment of team-buildingprocesses that lead to regular assessment of the other three C’s soas to initiate the necessary changes to achieve the desired goals,and imbuing a philosophy in the minds of team members pertaining tothe necessity of change.
Dyer,W. G., Jr., Dyer, J. H., & Dyer, W. G. (2013). Teambuilding: Proven strategies for improving team performance(5th ed.). San Francisco, CA: Jossey-Bass.