Essays on Challenges of Team-Based Organizational Structures and Cross-Cultural Teams Coursework

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The paper "Challenges of Team-Based Organizational Structures and Cross-Cultural Teams" is an outstanding example of management coursework.   According to Katzenbach and Smith (1993), a team is a group of people with a set of skills which are required to perform a specific task, who are committed to common goals, purpose and approach for which they are mutually accountable for. In team, based-organizational structures members are set up in teams or groups that work together on projects and tasks. The purpose of this approach is to have shared responsibilities to improve idea generation, problem-solving and bottom-line results.

In our case study, James team comprised of 45- members to serve Sun’ s customers across markets of operation. This definition highlights some key aspects of teams that determine the nature, design and effectiveness of the teams. Complementary skills- in a team-based organizational structure, the teams are structured to exhibit a range of skills which cannot be found in one person (Katzenbach and Smith, 1993, p. 47-48). For example, in our case study SUN company has opted to use global teams where choosing of the team members on the basis of talent across the globe to support the implementation of new products and support customers. Commitment to goals and purpose- the purpose and goals of a team help to define the limits within which the will operate.

The goals which are specific and actionable define the purpose of the team according to Katzenbach and Smith (1993). Team members must work together towards achieving the goals and its purpose. For example, in 1995, Sun’ s company implemented the open work program which was a combination of technologies, tools and processes to help employees have a flexible work program and enable them to work from anywhere across multiple time zones.

This program was introduced to improve response to customer needs. Mutual approach- accountability of the highest is a key element if a team must achieve its objectives. Team members should be individually and jointly accountable for the team’ s purpose. Mutual accountability helps in improving commitment and trust among team members. Advantages of team-based organizational structures and cross-cultural teams Effective use of cross-cultural teams in an organization has advantages as listed below; They supplement normal work structures Cross-functional teams are composed of employees from various departments in an organization with an aim to carry out duties and tasks which the normal organization cannot undertake effectively (Cohen, 1993).

The employees are professional from diverse fields, given the nature of their tasks and are given a wide range of mandate to enable them to make strategic decisions within the scope of their role defined by senior management. According to Cox (2001), the form of leadership for these teams is based on knowledge, managerial position and task expertise and may change depending on the project and customer requirements.

In our case, the Sun’ s team was drawn from different disciplines ranging from engineering, computer science and management for a special role of rolling out new products in the markets of operations. The team members of the organization were spread out the globe with the aim of being closer to their customers. According to Neil (2017), such teams also have a role to manage complex relationships ranging from customer relationships, other groups within the organization and other stakeholders.

References

Cohen, S.G. (1993). ‘New approaches to teams and teamwork’, in J.R. Galbraith, E.E. Lawler III

and Associates, Organizing for the future: the new logic for managing complex organizations.

Cox, T., Jr. (2001). Creating the multicultural organization: A strategy for capturing the power of

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Greenholtz, J. (2000). Assessing cross-cultural competence in transnational education.

The Intercultural Development Inventory. Higher Education in Europe

Hosking, B., and Gardiner, I. (1993). Organisations, Management, Managers and Society

Katzenbach, J.R. and D.K. Smith (1993). The Wisdom of Teams, Boston. Harvard Business

School Press

Neeley, T., & DeLong, T. J. (2008). Managing a global team: Greg James at Sun Microsystems, inc. (a), Harvard Business School Case 409-003. Retrieved from Harvard Business School: http://www.hbs.edu/faculty/Pages/item.aspx?num=36177

Neil, K. (2017). The Disadvantages of Team-Based Organizational Structure. Retrieved from

http://yourbusiness.azcentral.com/disadvantages-teambased-organizational-structure-1053.html

Richard, B. (2016). Committee for Public Management Research. Team-Based Working Discussion Paper 4. Retrieved from https://www.ipa.ie/_fileUpload/Documents/CPMR_DP_4_Team_Based_Working.pdf

Tsedal, N. (2015). Global Teams That Work. Retrieved from

https://hbr.org/2015/10/global-teams-that-work

Whetten, D.A. and Cameron, K.S. (2011). Developing management skills, 8th edn,

Prentice Hall, Englewood Cliffs.

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