Significance of a Team
Teams matter a lot when a project needs to be done efficiently. In fact, working in a team is better than working individually as tasks are made easier and more satisfying to handle. In a team, the members share roles depending on their abilities and skills. Therefore, one would work in the area that they are robust and competent. The results of the task would, therefore, be more accurate and credible.
Teams and Organizational Performance
The performance of the team depends on the performance of the individual members and their efficiency. In essence, a team works together to come up with collective success. In this regard, members need to work as a unit rather than each working autonomously (Langfred 385). Apart from that, they need to look out for one another so that they could correct and guide each other whenever possible. The performance of the team is affected by these two concepts. A team that has high individual autonomy, as well as low levels of performance monitoring, is bound to be affected negatively.
Managing Teams
When managing a team, a leader is also a member of a team and should view him or herself like that (Wageman 49). Assuming the level of the other team members would create trust and the performance of the team would be boosted. Whenever the team achieves anything, the responsibility would be collective as well.
Recruiting and Managing Talent
Apart from the unity among the members, a team requires proper talents. Recruitment and management of talent are crucial in determining the performance of the team (Guthridge and Komm 10). For instance, managing talent at the multinational level is challenging than managing it at the national level due to the extent of information sharing
Talent and Organizational Culture
In essence, talent management depends on the culture of the organization (Lewis and Heckman 139). For instance, an organization that is more focused on the value of products above other aspects would recruit talent that is oriented towards the issue. Similarly, a company that has a culture of outsourcing will hire talent that is inclined towards that.
Works Cited
Guthridge, Matthew, and Asmus B. Komm. "Why Multinationals Struggle To Manage Talent." The McKinsey Quarterly, vol. 4, 2008, pp. 10-13.
Langfred, Claus W. "Too Much of a Good Thing? Negative Effects of High Trust and Individual Autonomy in Self-Managing Teams." Academy Of Management Journal, vol. 47, no.3, 2004, pp. 385-399.
Lewis, Robert E., and Robert J. Heckman. "Talent Management: A Critical Review." Human Resource Management Review, vol. 16, no.2, 2006, pp. 139-154.
Wageman, Ruth. "Critical Success Factors for Creating Superb Self-Managing Teams." Organizational Dynamics, vol. 26, no.1, 1997, pp. 49-61.
