Chapter 2, Question 6
Creation of teams in an organization is a significant activity in order to attain productivity. Most corporations tend to create teams for instituting synergy impact into an organizational conduct. Besides, an employee team is another approach of motivating resources and extracts maximum output in least possible investment of resources. Moreover, a successful and healthy team in an organization is a measurement of leadership skills and effectiveness of internal leaders. A leader is liable to combine a reserve, innovative, and active resources under similar banner for regulating the routine conduct (Hall, 1-2).
Over the years, creation of employee teams has gained a significant attention of corporations regardless an industrial affiliation. The modern era management needs to comply with the thin line of application and balance the metaphor for desired outcomes. An over institution of employee teams would result in dependability and procrastination of critical tasks. An under institution of the metaphor would result in excessive burden of work, higher chances of errors, and minimal work activation. Hence, a precise balance needs an affirmation to avoid the outcomes of both dimensions and gaining stronger grounds of internal management. The balance in application of employee teams makes the metaphor extremely “controversial” for the organizations regulating in a human-oriented era. Today, the principle of employee teams refers to the concept of “employee engagement” in the organization and integrated objectives. The employee teams are significant differentiation and competitive edge for businesses operating in similar but giant industries (Bersin, 1-3). Besides a balance application, an adequate tendency of participation is another controversial matter for the concept of employee teams.
Employee teams are utilized and encouraged by organizations and employees due to innumerable advantages. First, a team creation result in “division of work”, which is a primary advantage of employee teams. Each team comprises with different resources having distinct set of skills. Allocating tasks according to the skills of each team member would minimize the chances of errors and utilize the expertise efficiently. Besides, the division of work, as a subsequent effect of employee teams, would allow each resource to play their respective roles in active manner and contribute individually.
Second, the responsibility of wrong conduct is shared between team members that increase the loyalty factor among employees. Due to shared responsibilities, employees would not feel exploited or underestimated in exchange of their services. This specific outcome of team creation would increase the trust factor among employees since equal division of responsibilities would institute the element of fairness and sound judgment by the regulatory.
Further, an employee team creation would enhance the flow of communication among the employees, departments, and reporting authorities. The regulatory would be able to monitor the conducts in a timely manner and minimize the wastage of resources due to limited errors. An effective communication process due to creation of employee teams would assist leaders in monitoring the distribution of work. Moreover, employees have least probability of being exploited with over burdened work and flow of productivity will be smoother. Each member would be aware of activities and changes that regulatory have dictated at regular intervals. Employees would be able to understand the regulatory dictation and share self-opinions if required. A systematic communication of updates would minimize repetition and rectification of work.
Limitations of Employee Teams
A major issue of instituting employee teams is conflicts of interests, which is a subsequent effect of equal participation. Each employee has distinct approach and style of working that does not comply with other participating resources. For instance, some members in a team would prefer working in advance to avoid last minute hassles. On the contrary, some members would encourage working in the 11th hour, as they believe that pressurizing and challenging situations would extract best abilities. As result, a huge conflict is raised having the potential of paralyzing the entire organizational conduct.
Further, an employee team has a probability of demonstrating individual efforts by sabotaging the entire contribution of other members. The sense of outshining the organizational performance measurement in a destructive approach would slaughter the impact of synergy in results and ignite the initial concern, which is a conflict of interests. Such employees have a tendency of exploiting the communication protocol and disturbing the flow of information within the organization. As result, the purpose of creating employee teams would become dysfunctional and a significant source of stress.
Lastly, the creation of employee teams requires an effective and fair team leader. The failure of appointing an effective leader is a common and mass scale drawback while creating teams. Unfair and weak leaders would overlook the views and interests of team members in order to receive self-appraisals. As result, employees would become a target of stress and have a tendency of alienation with the organization. The organization may encounter problems related to talent retention and intense labor turnover, which is a major sign of inefficiency in organizational structure.
Works Cited
Bersin, Josh. "It's Time To Rethink The 'Employee Engagement' Issue". Forbes. 1-3, 2014. Web. 2 Sept. 2016.
Hall, John. "11 Simple Ways To Show Your Employees You Care". Forbes. 1-2, 2014. Web. 2 Sept. 2016.
