Teams can be a useful asset to an organization or act as a drawback if not instituted properly in the organization. Teams aren’t merely pieced together in a few days and called a “team,” but instead require time and fine tuning throughout the team building process to be successful. Alcorn (2006) provides a definition of a team from 1886, which defines a team as “work done by several associates, with each doing a part but all subordinating personal prominence to the efficiency of the whole.” In a simple context, this means that a team is a collective whole of people that work together so that they are more productive. The key for any organization is to possess a team that can be defined using Alcorn’s provided definition. A team isn’t a team simply because a company pulls a group of workers together and calls them a team, but instead as a result of careful planning, hard work, and constant tweaking of team processes on a continuous basis.
To understand a team, one must first possess knowledge of the basic attributes that create an effective team. Basic Team Working (2002) provides some insight into what a team is; a team is committed to a common purpose where all members are held equally accountable. Further, Basic Team Working (2002) explains that the team should have a small number of members with skills that are similar and these members should take an approach to completing their purpose with a unified approach. Team Building: A Complete Guide (2005) explains that the Apollo syndrome can occur in some teams, where highly intelligent members perform poorly in teams with less intelligent members. This illustrates the importance of fitting teams with members that have some passing similarities, but still some differences to spur unique ideas. Additionally, Team Building: A Complete Guide (2005) explains that an effective team is comprised of members that have a company culture capable of recognizing and valuing the entire team’s contribution to their overall goal. It’s evident that teams have a number of key ingredients to function effectively and an understanding by executives as well as team members of the functional components of a real team acts to position the team for success. The failure of team members to work together and share a common goal can cause the demise of the team and ultimately, group fallout.
Perhaps the greatest hindrance to team success is the failure of management to take into account the time it takes to build an effective team. Alcorn (2006) explains that teams are process oriented, which is completely different than the task orientation many workers are acclimated to. Team building and function is a process which demands that management convince and illustrate to team members that team building is smart business and not just in existence out of kindness. Alcorn (2006) elaborates when he quotes Zachary Green, senior scholar at the University of Maryland’s Burns Academy of Leadership as saying “We know organizations that are able to align the visions are smarter, more effective, more efficient, and most importantly, more creative.” The quote by Zachary Green exemplifies the importance teams play to organizations worldwide. Increasing company profits may be the underlying motive for many businesses when it comes to utilizing a team atmosphere, but the benefits expand to allow employees additional leverage in being creative and fully utilizing their abilities.
Success in a team setting is built upon the team’s ability to communicate. Team members should be given times to get together for communication, and Alcorn (2006) explains that in situations where time is to little avail, the leader of the team needs to provide the necessary guidance so that the team can continue on its path to goal achievement. Alcorn (2006) also suggests that timelines be put in place, which requires team members to meet periodically to assess their success in reaching goals set by the team and its leader. What is team building (2005) discusses that communication between team members is essential so that goals can be clarified, to address issues hindering the team from reaching its goals, and to eliminate those issues so the team can move forward in achieving its goals. For example, a team that is working to design a bridge spanning over a bay, yet failing to consider the fact that ships need to pass under it and subsequently designing the moorings too low would have experienced a breakdown in communication. Once team members discover their mistake, there could be conflict within the team, since the engineers will be required to modify the bridge’s plans. Teams that communicate effectively are less likely to experience internal conflict as a result of overseeing potential inhibitions to their ultimate goal. In essence, teams can act as a great contributory aspect to any company’s success, but only if they are effectively planned for, implemented, and accounted for.
References
Alcorn, E. (2002). Turn Your Staff into a Team. Monster Network. Retrieved March 24, 2006, from http://management.monster.com/articles/stafftoteam/
Basic Team Working (2002). The Team Building Directory. Retrieved March 24, 2006, from http://www.innovativeteambuilding.co.uk/pages/articles/basics.htm
Team Building: A Complete Guide (2005). Team Technology. Retrieved March 28, 2006, from http://www.teamtechnology.co.uk/tt/h-articl/tb-basic.htm
What is Team Building (2005). Team Technology. Retrieved March 28, 2006, from http://www.teamtechnology.co.uk/tt/h-articl/team-building-part2.htm
