The paper "Why Establishing Team Work Is Difficult in Organisations" is a good great example of management coursework. This essay looks at the impediments that organisations face in their attempts to establish teamwork within its ranks. It begins by appreciating the benefits an organisation will reap by investing in teams actually effective teams. Social loafing stands out as an impediment to actual working teams. The essay looks at social loafing as a characteristic of ineffective teams, hence teamwork is not fostered in such teams because of the ‘ free-riding’ aspect in the members. The essay also discusses how the hierarchical obstacles impede teamwork by restricting autonomy on part of the team members.
It goes ahead to isolate the aspect of individualism inherent in many employees as an obstacle that organisations face in trying to foster teamwork in the workforce. It also looks at the costs associated with setting up of teams, especially virtual teams as an obstacle that organisations face in establishing teamwork. Over-cohesiveness is also discussed as also having contributed to set back efforts by organisations to establish teamwork. Introduction Teams are groups of people who realize goals by working interdependently, effectively communicating and making decisions about their duties independently.
These groups enjoy some level of autonomy (Topchik 2007). These individuals are no longer a group but an effective team (Tjosvold, West and Smith 2003). Teams in organisations sometimes become necessary in order for the organisation to achieve the intended goals. For instance, when a broadcasting corporation like the ABC wants to cover the Olympic Games it needs to gather a team consisting of researchers, producers, cameramen/women, writers, technicians and commentators, many of whom are meeting for the first time for this particular assignment.
This team are required to pull it off at once because there is no retake hence work under high pressure (Gratton and Erickson 2007). There exist actual and virtual teams. The actual teams are also known as the face to face teams or co-located teams. In this type of team, individuals accomplish the plan and execute a task while in the constant face to face communication and these individuals happen to be in the same geographical area when they do this (Heller et al.
2010). This face to face contact is important in that it ensures communication of tacit knowledge to take place (Bower et al. 2001). That is the knowledge that is neither documented nor defined but can only be obtained through experience in interaction (Griffith, Sawyer and Neale 2003). Virtual teams are teams consisting of individuals working together to achieve a common goal but these individuals achieve this goal across territories of space, organizations, culture and time being aided by technology that is the use of ICT tools and networks (Heller et al.
2010; Kozusznik 2005; Warkentin, Sayeed and Hightower 1997; Webster and Wong 2008). There are many advantages associated with teamwork ranging from the increased and better performance by employees, the motivation of employees because of autonomy, effectiveness on the part of employees and many more (Topchik 2007). These advantages are achieved when an organisation is able to put together a cohesive and effective team. No team comes about without performance difficulties relating to those who are involved (Katzenback and Smith 1993). It is important to note that a team is not the same thing as teamwork.
Teams can exist but devoid of teamwork thus it has proven difficult for organisations to establish teamwork. This paper will argue this fact out bringing out some of the reasons making it difficult for organisations to establish teamwork within their ranks.
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