Understanding and Managing Effective Groups and Teams
Table of Contents
2.1. Recognizing the need for teams: 4
2.3. Determining the training requirements. 6
2.4. Determining the resource requirement: 7
2.5. Forming the authority levels. 7
2.6. Developing the team charter: 8
Understanding and Managing Effective Groups and Teams
1. Introduction:
In the US workplace, changes are constant and one of the most prominent one is the way organizations have begun to make use of teams in fostering productivity and quality, problem solving and even managing the entire operations (Proehl, 1996). As per Carson (1992), in organizations with more than 100 employees it was seen that 8 out of 10 firms had assigned their workforce into working groups or teams. This number was seen to be nearly 90% in companies with a workforce larger than 10,000 employees. Teams have existed in an organizational structure since many years but the urgency of understanding their functioning comes from the ever pacing importance and magnitude of teams in the modern organizations (Proehl, 1996). Katzenbach and Smith (1993) believe are to be considered as the primary units of performance in an organization as managers can’t deal with the growing complexities of the organizational life on their own. They believe that the performance challenges faced by larger companies in most industries demand a level of speed, responsiveness, quality and on the line customization that can’t be achieved by just an individual’s performance (Katzenbach and Smith, 1993).
(I.C. RS 7932)