The paper "Reliance Industries and the UK Coal Plc Stakeholder Perspective" is a great example of a business case study. The total human capital employed worldwide stood at 6.82 million, with year-on-year growth of 1.1% (2008-2009). The total employed human capital is stipulated to reach 7.66 million by 2020 (www. ilo. org). Human capital globally works to satisfy Maslow's hierarchy of needs (1943). Majority of global workforce offer knowledge and physical intangible assets to satisfy Physical and safety needs (Maslow, 1943, pp 374). Post satisfaction of basic needs structures the human capital searches for the other three advanced needs fulfilment over a period of the life cycle. Majority of human capital reaches to the level of self-actualization i. e.
Maslow’ s (1943) finale need of hierarchy. Thus individual person cannot achieve all the four needs on a standalone basis i. e. working as a lone star in competitive 21st-century dynamics (Hackman, 1986, pp 112). Individuals need to share and gain information base in diverse teams to enhance need fulfilment on a long-term basis. This emphasises the importance of teams in the global economic environment to enhance stakeholder value. There has been a focus on managing directed teams to enhance operational efficiencies and productivity on a long-term basis.
Organisational structures such as a hierarchical and bureaucratic focus on directed teams to improved operating margins worldwide. Majority of public institutions prefer the direct chain of command or bureaucratic structure (Manz & Sims, 1994, pp 4-5). On the other hand, the majority of large corporations in emerging economies has focussed on hierarchical organisation structures to improve value and volume shares and indirect enhance sustainability. Thus it could be seen from initial analysis that team dynamics are directly proportionate to national culture and business model or cycle of a particular institution.
The other side of directed team dynamics is self-motivated employees enhancing knowledge management and sharing without managerial control (Luthans & Davis, 1979, pp 39). These cases of self-directed teams could be found in advanced economies with higher work flexibility and indirect satisfaction of basic needs (physical and safety). Thus in our research note, we would be emphasising on elements impacting the decision of focussing on self-directed or directed team dynamics and its overall effect on stakeholder perspective.
On a broader perspective, the research will also highlight the development cases of self-directed teams in diverse scenarios worldwide to improve validity and reliability of the study. Research Question How can self-directed teams enhance operating margins on a long-term basis? Case study on Reliance Industries and UK Coal Plc stakeholder perspective The sample of UK Coal Plc and Reliance Industries is selected to understand the cultural impact on the establishment of self-directed and directed teams. Reliance Industries is operational into diversified business activities in an emerging economy such as India while UK Coal Plc is the largest coal producer in the advanced economy i. e.
the United Kingdom. Although both businesses are into traditional businesses such as energy, oil & gas requiring highly controlled teams to enhance operational efficiencies. Background A progressive self-directed team (SDT) approach is one valuable experience for companies that may want to fast-track the empowerment of their workers and at the same time, achieve corporate goals faster (Bozeman & Feeney, 2007, pp 720-723). The SDT principle requires that people working in teams must set their own goals, timelines, self-reinforcement, constructive thought processes and other activities that can influence their own motivations and behaviours (Burns & Stalker, 1961, pp 111).
SDT could be termed as goodwill substitute of leadership model in the knowledge economy. Kerr and Jermier's (1997) study revealed that when substitute conditions are present, employees are effective without a formal leader using a particular participative management style. Thus if an organization has well mission and vision for a particular process or overall along with well-defined performance-based reward system for its employees, then it necessarily follows that they are directed toward accomplishing the agreed target.
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