T Nawagaththegama
Human Recourses Management
Team Works
The Enabling Conditions
Let’s explore in greater detail how to create a climate that helps diverse, dispersed, digital, dynamic teams—what we like to call 4-D teams—attain high performance.
Compelling direction.
The foundation of every great team is a direction that energizes, orients, and engages its members. Teams cannot be inspired if they don’t know what they’re working toward and don’t have explicit goals. Those goals should be challenging (modest ones don’t motivate) but not so difficult that the team becomes dispirited. They also must be consequential: People have to care about achieving a goal, whether because they stand to gain extrinsic rewards, like recognition, pay, and promotions; or intrinsic rewards, such as satisfaction and a sense of meaning.
On 4-D teams, direction is especially crucial because it’s easy for far-flung members from dissimilar backgrounds to hold different views of the group’s purpose. Consider one global team we studied. All the members agreed that serving their client was their goal, but what that meant varied across locations. Members in Norway equated it with providing a product of the absolute highest quality—no matter what the cost. Their colleagues in the UK, however, felt that if the client needed a solution that was only 75% accurate, the less precise solution would better serve that client. Solving this tension required a frank discussion to reach consensus on how the team as a whole defined its objectives. (Cooke and Rosen, 2008)
Strong structure.
Teams also need the right mix and number of members, optimally designed tasks and processes, and norms that discourage destructive behavior and promote positive dynamics.
High-performing teams include members with a balance of skills. Every individual doesn’t have to possess superlative technical and social skills, but the team overall needs a healthy dose of both. Diversity in knowledge, views, and perspectives, as well as in age, gender, and race, can help teams be more creative and avoid groupthink.
Team members from diverse backgrounds often interpret a group’s goals differently.
Adding members is of course one way to ensure that a team has the requisite skills and diversity, but increased size comes with costs. Larger teams are more vulnerable to poor communication, fragmentation, and free riding (due to a lack of accountability). In the executive sessions we lead, we frequently hear managers lament that teams become bloated as global experts are pulled in and more members are recruited to increase buy-in from different locations, divisions, or functions. Team leaders must be vigilant about adding members only when necessary. The aim should be to include the minimum number—and no more. One manager told us that anytime she receives a request to add a team member, she asks what unique value that person will bring to the group and, in cases where the team is already at capacity, which current member will be released. (Stewart, 2006)
Conclusion
- 01.Working together facilitates idea generation and creativity.
- 02.Teamwork improves productivity and brings better business results.
- 03.Working in teams boosts employee morale and motivation.
- 04.Teamwork encourages taking healthy risks.
- 05.When we work together, we learn faster.
- 06.Teamwork relieves stress.
Self Reflection
References
You have listed the reference list, but there is no citation in the main text.
ReplyDeleteNoted sir. Thank you
DeleteAll organizations work with a team of members. They can't perform or achieve their goals individually. The entire team should have a clear target about what to achieve, when to achieve and the direction. If one member goes out of the way, the organization face difficulties in achieving their goals. Therefore, leaders should be vigilant of their own team members.
ReplyDeleteTrue. Leaders always should be vigilant of their team members. Thank you.
DeleteDiversity in knowledge, views, and perspectives, as well as in age, gender, and race, can help teams be more creative and avoid groupthink. Team members from diverse backgrounds often interpret a group's goals differently. This is one area where 4-D teams often have an advantage. Also I noted that though you have mentioned the reference list, you have not mention the citation on the body.
ReplyDeleteNoted. Thank you.
DeleteTwo heads are better than one. We've all heard the old adage supporting teamwork, but what does it actually do for all to work together? Salesmen benefit from healthy rivalry, but a better approach to winning sales is also the use of teamwork in the workplace. Here are six forms in the workplace that teamwork helps company.
ReplyDelete1. Fosters Creativity and Learning
2. Blends Complementary Strengths
3. Builds Trust
4. Teaches Conflict Resolution Skills
5. Promotes a Wider Sense of Ownership
6. Encourages Healthy Risk-Taking (Dave Mattson, 2017)
You have done a good job
Nowadays Team building is a key element in sales. Smart leaders achieve their SMART goals through their team. Its shown a great message for young leaders who are willing to run their own business
ReplyDeleteIn my opinion, autonomous work groups are very much needed by organizations today and they can increase the productivity of the service they provide. To put it another way, a team needs several people and they have different ideas. It creates diversity in the workforce of the group and allows them to look at different issues from different angles and make decisions. Eventually autonomous groups can expect effective action as well.
ReplyDeleteTeamwork is the collaborative effort of a group to achieve a common goal or to complete a task in the most effective and efficient way. This concept is seen within the greater framework of a team, which is a group of interdependent individuals who work together towards a common goal.
ReplyDelete