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Teams
Analysis of Self-Managed Work Teams
The autonomy of work teams has increasingly become a necessity in many enterprises who rely on a depth of expertise, experience and wealth of knowledge that their knowledge-rich employees provide (Roper, Phillips, 2007). Given how complex, diverse and deep specific areas of expertise are in the core functional areas of any business, it isn't possible for a single manager or leader to have an expert-level command of all expertise. This makes the formation and successful functioning of a team even more critical, as a leader must create a culture of trust, openness and shared communication and collaboration. This is accentuated and made clear in the empirical studies of exceptional leadership of virtual teams across diverse cultural and geographic locations (Muthusamy, Wheeler, Simmons, 2005). The intent of this analysis is to critically evaluate the role of compensation programs for teams, the pros and cons of work teams and validate the belief that teams reduce the number of managers required by an organization.
Analysis of Team Compensation Programs
There are a myriad of potential approaches of defining and delivering compensation programs, with the unique needs of large virtual teams emerging as a catalyst that is transforming the entire area. The greater the autonomy a given self-managed work team has the greater the accountability for results that require tight collaboration and communication across a geographically diverse set of team members (Power, Waddell, 2004). Team compensation therefore is becoming more attuned to the cross-functional, collaborative and highly communicative needs of self-managed teams. The traditional approaches of defining job-based pay which is only focused on outcomes, person-based pay...
There are a myriad of approaches to managing the combining and synthesis of these specific approaches, varying by the type of company using them, their corporate cultural norms and values, and the relative pace of their business models and value chains (Power, Waddell, 2004).
What all these team compensation programs have in common however is the providing of a foundation for autonomy, mastery and purpose to be included in each team members' roles and responsibilities throughout their organizations. The combining of autonomy, mastery and purpose are essential foundational elements for long-term learning and motivation to continually grow over time in an individual's role and career (Leavy, 2012). . The most effective team compensation programs reinforce individual accountability regarding performance while making it clear that continual improvement in communication, collaboration and shared responsibility for team advancement are shared across any team, whether it is virtual or in the same office or physical location (Muthusamy, Wheeler, Simmons, 2005). Examples of successfully managed teams using these approaches are the software development departments and divisions at Google, who has several hundred developers throughout India and Asia, and the IBM Global Services business unit that has over two thousands contributors across sixteen nations worldwide (Power, Waddell, 2004).
Pros and Cons of Work Teams
Comparing the pros and cons of working in team illustrates how challenging it can be to overcome their inherent limitations and still accomplish significant…
Bibliography
Adrian, N., & Snow, D. (2007). Quality tools, teamwork lead to a Boeing system redesign. Quality Progress, 40(11), 43-48
Leavy, B. (2012). Higher Ambition Leadership. Strategy & Leadership, 40(3), 5-11.
Muthusamy, S.K., Wheeler, J.V., & Simmons, B.L. (2005). Self-managing work teams: Enhancing organizational innovativeness. Organization Development Journal, 23(3), 53-66.
Power, J., & Waddell, D. (2004). The link between self-managed work teams and learning organisations using performance indicators. The Learning Organization, 11(2), 244-259.
Departments are interdependent and conflicts arise where solutions are needed promptly. The traditional hierarchy sometimes is not the best in offering solutions especially where time is of utmost importance. By using clear guidelines, self-management teams are given more freedom to come up with solution to their specific problems on their tasks (Beyerlein M., n, d). This reduces the time wasted whereby in a traditional model a manager would have
Teams allow a group of people within the organization to work closely with one another to arrive at a solution for a problem or an idea for a new project. Teams, when comprised of likeminded people, focus on achieving a work-goal better than a single individual pursuing the same goal. Management's role in developing and nurturing a team is important, selection of team members who can co-ordinate and work without
It is important to ensure that the team for any specific task comprises members who are knowledgeable and posses the required skills needed to carry out the task. Teams should also try to work across organizational boundaries/levels and break down internal barriers and deal with people and issues directly and avoid hidden agendas from both within the group and from external sources. Prior to selecting team members, the purpose and the
People are less apt to blame a leader, more apt to take responsibility for the team when something goes wrong (Hackman 2004). Threats Control over the final decision is not held by a leader but is left to the group, reducing accountability and rewards and thus depriving the organization's leader of carrot-and-stick motivators like individual performance reviews ("Team leadership," 2008, NCREL). Personal conflicts can stymie team performance, and ineffective meetings can act as
Team Leadership General Manger Success of team is dependent on a number of properties. Such is what provides guidelines to having an efficient team. For any team to be in cohesive there needs to be a unified commitment from its members. This means that the focus point for achieving results is team work (Glenn, 2010). Secondly, a good team has competent membership composition. This is to mean that members have to have
Work Situation Standard Chartered Bank in America Houston, Texas Standard Chartered Bank is a multinational bank with several branches across the world offering different financial services in different regions. The bank is headquartered in New York City with operations in New Jersey, Florida, Houston Texas and California. The bank has been in operation in the U.S. since 1902 and has been employing thousands of the Americans. Its main focus in the U.S.