Creating Team Based Organizations
Sandra Kay Richardson with the Center for the Study of Work Teams cites fourteen prevalent blunders companies face when trying to create a team-based, strengthened organization (2002). Some of the more noteworthy include: Assuming clubs are for all
Lack of planning to put into action changes
Lack of personalization to fit current organizational tradition Relying completely on exterior consultant
Underestimate money and time needed
Expect instant results
No long term direction to managers and they fear loss of electrical power Lack of training managers in new function
The common misconception and the general theme of the above blunders is the fact throwing a team collectively is a fix-all for any organization. The above blunders should be considered genuine. An organizational shift to a team-based, energized organization can not be accomplished by upper management basically dictating that everyone will probably be in groups by next week. Planning, education, training, money and time are all needed in order to start to navigate and put into place such a huge organizational modify. Dealing with the problem
When the manager decides to maneuver to a team environment and also to push a lot of the decisions to the lowest possible amounts, he is looking to rid the business of bureaucratic layers of decision making that are not value adding. In other words, he could be attempting to produce a self-sufficient team-based, empowered firm that can take action decisively with upper management's support in so that it will " to perform whatever it takes to achieve the objectives and put into practice the plan" (Parker, 1998). The manager championing these kinds of a change must first ensure the effort is usually mobilized beforehand through persistent planning. Just will not be enough to demand change to get change's sake; rather the needed modify must be based on the end results ideal by the business, its staff, its clients and its tradition. Arguments to Persuade Managers
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Kirkman, B. and Rosen, B. (1999). Beyond self-management: Antecedents and consequences of crew empowerment, 42(1), 58. Gathered August 31, 2006, from http://proquest.umi.com/pqdweb?index=11&did=39364908&SrchMode=1&sid=1&Fmt=4&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1156984568&clientId=65562
Nahavandi, A. (2006). The fine art and research of command. (4th edition) Upper Saddle River, NJ: Prentice-Hall.
Parker, G. (1998). Cross-Functional Teams: Working With Allies, Enemies and also other Strangers. San Francisco, CA: Jossey-Bass.
Richardson, H. (February 6th, 2002). Traditional Blunders in Re-Design: 13 Ways to Change Your Organization to a Mess. Retrieved August 29, 2006, by http://dept.lamar.edu/industrial/Underdown/eng_mana/Classic_Blunders_In_Teams.htm