Team-based training and organizational performance in high-performing companies

Team-Based Management Approach

Training matters the management is bound to encounter

It has been observed that successful teams have their members or leaders spending 20% of their first year pursuing teamwork and team building activities (Rochelle, 1999). A study conducted in 1992 found the following practices among high performing organizations.

Essentially,

Integrative role of training is emphasized.

They know the strategic purpose of training staff, suppliers and even the customers

They spend relatively more money than other organizations (Vander Linde, Homey, & Koonce, 1997, p. 21).

Training is increasingly playing an integrative role in high performance business set-ups. Training is the stimulant that influences cultural change, job redesigning and progressive improvement processes. Training enhances the resilience of an organization and the core competencies in a practical sense. These success attributes are vital for an organization that seeks to out-compete others in a rapidly changing and turbulent business world (Vander Linde, Homey, & Koonce, 1997, p. 28)

Team building takes strategy and deliberate effort. It is not possible to lump people in one large workplace space and expect them to work in harmony. Team-based set ups that attain results usually conduct their own requisite training and support. It entails coaching employees on how to sail through hard times. They should adopt an effective, efficient, and professional approach even when matters seem grave in times of hardship and conflict.

The process may involve offering open discussion forums, virtual team spaces and aspects of technology used for the betterment of processes and people. These tools help team members to be in constant, easy contact and interact with each other; even when it is not possible to meet them in one physical location. The task of goal-setting and assessment of the performance of teams is not as easy as it seems. HR leadership, along with employees, should find out ways to inspire each employee and focus them towards team objectives and Goals. Some companies use team evaluation and individual performance index. Other organizations use the team based incentive payout that has the advantage of rewarding each member of the team when the team attains certain set limits or standards in production, sales or service (Kokemulle, 2016).

The basic problems that team-based organizations encounter include the following

Poor participation. Some team members simply do not complete the assignments provided in the training sessions.

Bad communication strategies. Team members may not know how to carry out effective communication. They talk at and over each other. Consistent silence from some group members is a common occurrence. They may allude to various challenges but fail to address them formally. At times, people are seen to nod as though they agree but there is really no one agreeing to anything.

The absence of the team's identity. This leads to lack of trust, commitment and effort or even quarrels between team members. There may be conflict between the members and the goals set, or personal goals and poor collaboration.

Difficulty in deciding. There may be rigidity on the part of team members when trying to resolve a sensitive matter or making decisions. They may be pursuing new points of difference instead of providing information (Nguyen, 2010).