Team-Based Organizations - Example

Team-based Organization Professor (Tutor) The Name of the School (University) The City and State Date Team-based Organization Team-based organizations are a part of the basic human elements where people focus on working supportively to accomplish mutual goals through diverse roles while applying intricate systems of communications. The idea of collective identity is deeply entrenched in most businesses based on the ability to achieve greater outcomes as a team rather than individual efforts (Blazovich 2013, p. 153). Nonetheless, not all team work effectively to realize their shared goals and objectives. The following paper aims at discussing how one can encourage team-based organization performance. According to Forrester & Drexler (1999, p. 36) team-based organizations should focus critical issues for effective performance including formation, buy-in, coordination, impact, and vitality. The first element to consider or establish to effectively encourage team-based organizational performance is formation. Formation involves creating the actual teams and organizational needs as well as the environment in which the teams will operate (Forrester & Drexler 1999, p. 37). The formation also includes offering team’s support they require to influence to the organizational needs and goals. In this case, the main purpose of formation is offering teams the foundation they need to be successful. Moreover, formation seeks to shape or set the framework of the organization in methods that are approachable. Additionally, formation also offers teams the appropriate environment for success, growth, and productivity or performance. According to Forrester & Drexler (1999, p. 37) effective formation should be based on balance within the organization. This means that teams as well as other work departments are well-adjusted, have all the required resources, are in proportion, and make sense entirely. To develop effective formation, the first aspect to consider is in terms of composition. Team-based organizations should identify whether they have the right people, roles, goals, and agendas for developing new teams (Forrester & Drexler 1999, p. 38). This means that organizations should seek to develop teams based on their appropriateness to the availability of roles, people, resources, and needs. The second important factor is coherence. Coherence relates to how well teams fit into the rest of the organization’s elements, dynamics, and systems. Issues such as company vision, policies, resources, goals, objectives, and systems should be able to match the use of teams for effective performance. Nonetheless, the main challenge for most team-based organization is ensuring that the teams are aligned to their systems, elements, cultures, and dynamics among others (Forrester & Drexler 1999, p. 38). Despite the challenge, organizations can achieve team-based performance through supportive systems. Managers must support teamwork through different strategies such as hiring, training, and retention. Additional strategies for establishing support systems are through performance appraisals, reward programs, and training specifically in multi-skill and team-skills (Scott & Einstein 2001, p. 107). Development of effective communication and information systems is also critical in supporting teamwork for effective organizational performance. In the development of formation, not all organizations are perfect or succeed. Failure of following the critical process of formation through balance can result in numerous risks. The off keys of formation begin with incongruence, which means that teams are developed when in reality they are not required (Forrester & Drexler 1999, p. 38). This is sometimes based on the idea that teams are a good strategy or trend. In addition, certain work or functions could continue being handled by individual, which would be better performed by a team. To address this risk, organizations must first identify the need to create teams by identifying which roles, processes, or duties that can be effectively handled by teams rather than individual. Setting of goals and objective as well as a vision is also significant in terms of avoiding incongruence. Another major risk involves team isolation when organizational elements, dynamics, and systems fail to align with teamwork. This tends to create increased confusion and the lack of a mutual identify of the organization (Dayaram & Fung 2012, p. 83). Additionally, organizations that do not offer supportive systems tend to create lack of organizational identity, which can result in undesired outcomes. This can be avoided by aligning teamwork with organizational elements as well as dynamics and systems. The second critical issue for team-based organizational performance is based on dependability. Dependability focuses on how effective teams can depend or count on each other and the company (Forrester & Drexler 1999, p. 38). This is influenced by the level of openness and information sharing especially between teams and the organization. Dependability is based on trust and commitment that should be evident for effective organizational performance. The main aspect of dependability is information sharing, which is based on ensuring increased among teams and within the organization (Forrester & Drexler 1999, p. 39). Some of organizations may feel that certain information is sensitive or not important, thus limiting information sharing. Nonetheless, teams require increased information to make critical decision as well as develop trust and confidence among themselves as well as the organization. Moreover, dependability is also based on commitment as well as being able to count on each other. According to Forrester and Drexler, this is based on follow through where teams support each other to create a trustworthy environment. Without such commitment and trust even information sharing would be ineffective in achieving effective performance. Lastly, teams must be based on the idea of welfare or give and take. Although complex and at times demanding, by sacrificing individual team’s interests, an organization can effectively achieve team-based performance. Nonetheless, the idea of dependability is still complex and has seen teams fail. This is based on the numerous risks presented in team-based organizations. Team-based organizations can be vulnerable to secrecy, where information is distributed or shared meanly (Forrester & Drexler 1999, p. 40). Issues such as suspicion and lack of trust are likely to develop. The only to get around this is promoting increased information sharing through enhanced communication and information systems. Moreover, lack of follow through and ability to sacrifice tends to create self-interest among teams. This creates a confusing as well as dis-engaged team environment (Forrester & Drexler 1999, p. 40). However, by being able to sacrifice self-interests, teams can effectively learn to become committed as well as trustworthy. Another major factor to encourage team-based organization performance is focus. Focus is based on increased leadership that set the stage for a vision and its clarity. Clarity matters most when it comes to developing focus within teams and the organization. Teams require clear and aligned visions as well as goals or tactics on achieving the vision. Focus is also based on setting clear boundaries where teams function. To encourage team-based organization performance, the organization should focus on measurable goals or the SMART goals. These goals should relate be simple, clear, and realistic that ensures the enable the teams to know and understand what is required of them in terms of performance. Accountability is also paramount in ensuring that teams are kept aware of the significance of their functions or roles even if goals are achieved or not (Dayaram & Fung 2012, p. 81). Having accountability systems allows for improvement as well as recognition when goals are achieved or during pitfalls. The risks of ineffective focus within team-based organizations are aimlessness. The lack of clarity and a clear vision creates confusion and lack of identity. This develops into uncertainty in terms of roles and strategies based on the lack of clear and measurable goals. Another major risk in this area is based on taking up individual team directions or visions that result in increased organizational performance disparities. To avoid these risks, organizations should seek on developing a clear vision through leadership roles that allow teams and employees to air their views as well as concerns. Another major issue that can promote team-based organization performance is buy-in. Buy-in concentrates on how the organization is prepared to allow teams to take up different roles and responsibilities within the organization. According to Cokins (2009, p. 123) organizations are at times reluctant to offer increased or prescribed roles, freedoms, and responsibility to teams based on the lack of accountability or risk of failure. Nonetheless, the organization should be prepared to balance power sources or control by sharing decision making abilities or roles with teams. Teams require having a flexible environment as well as increased freedom or decision making control for effective performance (Forrester & Drexler 1999, p. 42). Organizations should be prepared to distribute or delegate power to teams by establishing boundaries and policies for control and decision-making. Nonetheless, power and responsibilities should not be delegated or share irresponsibly. Organizations should consider several issues such as the size of teams, their composition, roles, diversity, and skills levels as well as life-span within the organization. Another major aspect of buy-in is that organizations understand and avail adequate resources for teamwork activities (Forrester & Drexler 1999, p. 43). Top management should make decision on how much is required by teams in terms of funds, equipment, human resources, training, as well as infrastructure or support. Moreover, through buy-ins organizations can promote freedom for decision-making and adequate resources to develop long-term mutual values. When teams have the right support that is illustrated in action, they are likely to increase their productivity as well as performance based on the mutual values that result from the relationship. Lack of buy-ins is likely to encourage frustration, powerlessness, and alienation (Forrester & Drexler 1999, p. 42). Teams that lack freedom for decision-making may feel powerless and take less interest in making efforts for achieving organization and team goals, thus decreasing performance. Moreover, the lack of money, time, infrastructure, and skills can kill motivation among team members, thus leading to a disconnection and the lack of shared values. To avoid these risks, organizations should focus on establishing an environment that directly illustrates supports for team-based processes through effective and timely actions. The next significant issues or element of team-based organization performance is coordination. Coordination involves the ability to make decisions and operate in unity rather than having separate parts of the organization handling different or important aspects of the organization (Forrester & Drexler 1999, p. 43). For organizations to achieve coordination, they should focus on operational planning by establishing structures and policies that allow increased synchronization. Action plans are a good approach or strategy for helping teams develop coordination. The need to develop and communicate team and team-member roles, responsibilities, goals, and timelines is important in ensuring flow or work and processes. Another major aspect of coordination is ensuring effective communication that involves being heard, listening, and offering feedback. The use of integrated systems or mechanisms is also important in ensuring that teams are well coordinated and supported. Another major issue that can promote team-based organization performance is mpact. Impact and vitality concentrates on how the organization is prepared to allow teams to take up different roles and responsibilities within the organization. According to Warrick (2014, p. 82) organizations are at times reluctant to offer increased or prescribed roles, freedoms, and responsibility to teams based on the lack of accountability or risk of failure. Nonetheless, the organization should be prepared to balance power sources or control by sharing decision making abilities or roles with teams. Teams require having a flexible environment as well as increased freedom or decision making control for effective performance (Forrester & Drexler 1999, p. 42). Organizations should be prepared to distribute or delegate power to teams by establishing boundaries and policies for control and decision-making. Nonetheless, power and responsibilities should not be delegated or share irresponsibly. Organizations should consider several issues such as the size of teams, their composition, roles, diversity, and skills levels as well as life-span within the organization. Another major aspect of buy-in is that organizations understand and avail adequate resources for teamwork activities (Forrester & Drexler 1999, p. 43). Top management should make decision on how much is required by teams in terms of funds, equipment, human resources, training, as well as infrastructure or support. Moreover, through buy-ins organizations can promote freedom for decision-making and adequate resources to develop long-term mutual values. In conclusion, team-based organization performance is based on ensuring increased coordination, trust, commitment, and creation of values. Forrester and Drexler offer a significant and detailed model that identifies the risks and aspects that allow for effective team-based organization performance. Team-based organization performance should focus critical issues for effective performance including formation, buy-in, coordination, impact, and vitality. References Blazovich, JL 2013, 'Team identity and performance-based compensation effects on performance', Team Performance Management, vol. 19, no. 3/4, p. 153. Cokins, G 2009, Performance Management : Integrating Strategy Execution, Methodologies, Risk, and Analytics, Wiley, Hoboken, N.J. Dayaram, K, & Fung, L 2012, 'Team Performance: Where Learning Makes the Greatest Impact', Research & Practice in Human Resource Management, vol. 20, no. 1, pp. 81-96. Forrester, R., & Drexler, A. B 1999, “A model for team-based organization performance”, The academy of management executive, vol.13 no. 3 pp. 36-49. Scott, SG, & Einstein, WO 2001, 'Strategic performance appraisal in team-based organizations: One size does not fit all', Academy of Management Executive, vol. 15, no. 2, pp. 107-116. Warrick, DD 2014, 'What Leaders Can Learn About Teamwork and Developing High Performance Teams From Organization Development Practitioners', OD Practitioner, vol. 46, no. 3, pp. 68-75. Read More