The main provisions of the human capital theory are the base for realizing the improvement of the situation on the labor market in the phase of use of labor potential. They have further importance for creating an effective mechanism for regulation of reproduction of labor potential. Western management is a well-established position that only living human labor through previously invested in human investment and further effective application gives you the opportunity to make productive use of all other elements of capital and the efficiency of the use of formed human capital is determined by a flexible, economically sound human resource management policy of individual companies and organizations. Therefore, in the politics of modern management priorities are the effective management practices of human capital, which will be better able to function in all areas of production and off-production activities. In this regard, managers are primarily concerned with the "human" component of the work of enterprises, since in our time wins and is a successful firm that is well-organized, competent, loyal and disciplined staff who can quickly readjust and relearn. Therefore, each head of any department of the company, regardless of the level of training and knowledge, academic and practical skills, must be proficient in the science of management, ability to manage their staff. (West, 2012)
The traditional concept of leadership is based on individual forms of organization of work. According to this concept, participation of team members in decision-making is almost absent. Also, do not create the organizational conditions for team work. The second concept is the advantages of social interaction, which involves a combination of individual and collective forms of work organization. However, this concept does not take into account proven methods of team work. This concept limits organizational conditions for team work. The third concept is communication management, which focuses on the full development of collective forms of work organization. The necessary conditions for collective decision-making and joint implementation of important tasks are created. The leader possesses the skills to create and organize effective team work. Now this concept is of particular importance for studies using the prevalence of socio-psychological methods in management over administrative and economic.
Now it is necessary to clarify the concept of teams and teamwork in the conditions of crisis manifestations in the enterprise and in the country and in the world economy as a whole, their connection with the human psyche and psychology, both formal and informal groups; determine personal and collective (legal and social) responsibility and the establishment of their connection with the function control. Team is a specially selected group of people to unite their efforts aimed at solving problem situations or sharing important tasks. The characteristics of the team are:
the common objectives;
intensive collaboration;
defined status and role relationships;
leadership ( formal or informal);
the cohesion of the team;
waste communication;
similarities in basic values of life, the installations;
specific methods of collective decisions;
a favorable socio-psychological atmosphere. (Parker, 2008)
Stages of team building and the organization of its work:
The first stage. The origin of the team. Is the separation of new activities, obtaining important difficult task, a problem situation (an emergency, the hopelessness, the sudden appearance of additional features). A formal decision is taken (when you create a formal team) or spontaneous Association of people (in the case of the formation of informal team).
Second stage. The formation of a team is determined by the quantitative and qualitative composition. Selection of team members, which must meet the requirements. Solving a complex of issues related to the organization or self-organization of team work.
The third stage. Adaptation of the team. Familiarity (in the case of selection of new people), convergence, monitoring, demonstration of team members. Overcoming individualism. Determination of the need to attract additional members. Fitting instructions for selecting the participants.
The fourth stage involves stabilization of the staff team. Here comes the realization of common goals and the definition of status and role relations among team members. The selection methods of team work and develop shared norms of behavior.
The fifth stage involves the functioning of the team. At this stage, practiced communication and is team building. Created a favorable socio-psychological atmosphere. Synergy effect from teamwork occurs. (Quick & Nelson, 2013)
Now we will consider methods of teamwork. The first method is a method of expert estimations. Team members independently and anonymously formulate an opinion on the issue, generalization and decision making by the head. The decision is made according to the average estimate of expert team members. Summary data of all evaluations are forwarded to each team member to clarify the reasons for the rejection with repetition of this procedure until consensus was reached. On the other hand, the second method is the method of "brainstorming" with critical evaluation of previously proposed solutions. Hence, you will get immediate answers to questions asked those who lead the discussion. During this method there are generating ideas for solving the problem situation, their public discussion to coordinate the positions.
In the same organization, according to Richard L. Daft and Dorothy Marcic (2014), there may be teams of different types. The easiest way of classifying the teams in his opinion is dividing them into those that are created as part of the formal structure of the organization, and those that aim to increase participation of their members in management. For instance, they sort them in such way:
Vertical team. The vertical team includes the Manager and his formal subordinate. This command is sometimes also called Functional. Typically, the vertical team includes the Department as a whole. Team-driven Manager may be ideally suited for simple tasks, once you have determined the main goal
Horizontal team. A horizontal team is composed of employees of about the same level but from different departments. They get together, get a task, and after its execution can return to the performance of their regular job duties. Usually horizontal teams are special groups or committees.
Specialized (design) team. Specialized teams are not included in the formal structure of the organization and work on the most important or require unique creativity projects. These teams are created for a purpose and to achieve it disbanded.
Self-managed teams. Association of employees of lower levels to team pursues the goal of bringing them to the decision-making process. The ultimate goal is improved performance. The Japanese companies have successfully used self-managed teams. Self-managed teams usually consist of 5-20 multi-skilled workers who are responsible for the entire production cycle of goods or services. The idea is that the command itself, without the direct involvement of managers and supervisors responsible for their work, makes decisions, monitors effectiveness, etc.
Virtual teams. A virtual team consists of people from different geographical regions or organizations that are being combined with modern information and telecommunication technologies. Virtual teams are characterized by high flexibility and dynamism. It can be as temporary cross-functional teams, and long-term and even permanent self-managed teams.
Global team. This team unites people from different countries, of different nationalities whose activities might cover several States. From the point of view of the leadership creates a large set of problems. (Daft & Marcic, 2014)
D. McIntosh-Fletcher distinguishes between two types of commands depending on the planned duration of operation and number of tasks:
Cross-functional team is formed to achieve one goal, performing a specific scope of work or specific project.
Intact teams that are for a long time existing working groups formed to address a significant number of quite similar tasks. (McIntosh-Fletcher, 1996)
References
Daft, R. & Marcic, D. (2014). Building management skills (1st ed.). Mason, Ohio: South-Western Cengage Learning.
McIntosh-Fletcher, D. (1996). Teaming by design (1st ed.). Chicago ; Toronto: R. D. Irwin.
Parker, G. (2008). Team players and team work (1st ed.). San Francisco, CA: Jossey-Bass.
Quick, J. & Nelson, D. (2013). Principles of organizational behavior (8th ed.). Australia: South-Western.
West, M. (2012). Effective teamwork (1st ed.). Chichester, West Sussex: BPS Blackwell.
