Essays on To What Extent Does Teamwork Lead to Empowerment Essay

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The paper “ To What Extent Does Teamwork Lead to Empowerment? ” is a fascinating example of the human resources on management. Teamwork tasks are increasingly becoming an integral aspect of organizational management. Various types of teams are being formed, ranging from top management teams to multi-functional teams. The extent to which teamwork can lead to empowerment is an issue that is open to debate. There are many intervening factors that need to be assessed before any relationship between teamwork efforts and empowerment can be established. This paper assesses the extent to which teams can be used as a tool of organizational empowerment.

The analysis of the notions of teamwork and empowerment is carried out from an HRM perspective. Various HRM models and theories are assessed and evidence on policy and practice is presented. The organizational context of HRMEmpowerment is a key element of teamwork. Any time that is empowered possesses authority, skills, and information in order to carry out tasks, make the right decisions, and improve performance, thereby driving results. The organizational structure of a team also determines largely how well it functions. The structure of any teamwork effort is a clear yardstick of determining how each member should behave towards all the other members. The main aim of constructing teams is to get the job done.

There are many types of teamwork engagements in an organization. Whether one talks of project teams, top executive teams, product-market teams, or cross-functional teams, there is always an HRM issue to be addressed. Although different teamwork efforts are aimed at pursuing different goals, the problems that are encountered are common to them all. HRM practitioners face many challenges in their efforts to make teams successful in all the activities they are set up to undertake.

The task of reconciling the demands, practices, and activities of a team with the organizational structure is always a challenging one for HRM practitioners. The professionals have to come up with a clear strategy. The strategy is critical to decision making since it gives all members a sense of purpose in their work.

References

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Ezzamel, M 1998, ‘Accounting for Teamwork: A Critical Study of Group-Based Systems of Organizational Control’ Administrative Science Quarterly, Vol. 43, No.4, pp.109-136.

Kirkman, B 2004, ‘The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction’, The Academy of Management Journal, Vol. 47, No. 2, pp. 175-192.

Kirkman, B 1999, ‘Beyond Self-Management: Antecedents and Consequences of Team Empowerment’ The Academy of Management Journal, Vol. 42, No. 1, pp. 58-74.

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Mathieu, J 2006, ‘Empowerment and Team Effectiveness: An Empirical Test of an Integrated Model’ Journal of Applied Psychology, Vol. 91, N0. 1, pp. 97-108.

McCrimmon, M 1995, ‘Teams without roles: empowering teams for greater creativity’, Journal of Management Development, Vol. 14, No. 6, pp.35 – 41.

McDonough, E 2000, ‘Investigation of Factors Contributing to the Success of Cross-Functional Teams’, Journal of Product Innovation Management, Vol. 17, No. 3, pp. 221–235.

Quinn, R 1999, The road to empowerment: seven questions every leader should consider, Center for Effective Organizations, Los Angeles.

Srivastava, A 2006, Empowering Leadership In Management Teams: Effects On Knowledge Sharing, Efficacy, And Performance, Academy of Management Journal, Vol. 49, No. 6, pp. 1239–1251.

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