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Team vs. Group

Team vs. Group



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Published by urvish_17

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Published by: urvish_17 on Oct 03, 2009
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V. M. Patel Institute of Management
1.1Why Have Teams Become So Popular?
When companies like, W.L.Gore, Volvo and General Foods introduced teams into their production processes, it made news before no one else was doing it. Today it’s just the opposite. It’s the organization that doesn’t use teams that has becomenewsworthy. Approximately 80 percent of Fortune500 companies now have half or moreof their employees on teams. And 68 percent of small U.S. manufacturers are using teamsin their production areas.How do we explain the current popularity of teams? The evidence suggests thatteams typically outperform individuals when the tasks being done require multiple skills, judgement and experience. As organizations have restructured themselves to competemore effectively and efficiently, they have turned to teams as a better way to useemployee talents. Management has found that teams are more flexible and responding tochanging events than are traditional departments or other forms of permanent groupings.Teams have the capability to quickly respond, assemble, deploy, refocus, and disband.Teams are increasingly becoming the primary means for organizing work incontemporary business firms. In fact, this trend is so widespread that business studentsare learning about teams through first-hand experience.However, in its recent resurgence it is cross functional and multidisciplinary teamworking that is seen as an important ingredient of success. This form of collaboration isvital to solving complex problems fast, gaining commitment to change and tapping thefull reservoir of latent energy and ideas possessed by most of the organizations.
A Management Creating effective teams for high performancePage 1
V. M. Patel Institute of Management
1.2Teams Work to Save Lives in Tsunami-Stricken Asia
When one of the most popular earth-quakes on history struck deep beneath theIndian Ocean on December 26, 2004, more than 2, 25, 000 people were killed in theflooding. Almost immediately, teams of relief workers around the world were on their ways. In such immediate response situations, a common problem is team coordination –  both within and between teams. For example in the Indonesian province of Aceh, 175tons of supplies waited at the airport for distribution because the proper equipment wasn’tthere. In addition, food distribution experts were lacking and, there was even confusionabout where food should be sent. Anticipating such problems in India, IBM installed acomplex computer system to coordinate aid among relief centers. This system helped set priorities so relief workers could respond quickly to most needy sites.Even world leaders had to learn about to be team players. When the tsunami firsthit, many nations obviously wanted to send help. President Bush wanted a “COREGROUP” of countries –India, the United States, Australia and Japan to coordinate relief work. France said that it would oversee aid to Sri Lanka and British Prime Minister TonyBlair proposed that U.K., since it was chair of the G8 group of industrialized nations,coordinate the relief work. But to be truly effective, these nations and their leaders had towork together as a team.This tragedy illustrates both the necessity of teamwork and the challenges of coordinatingwithin and between teams.
A Management Creating effective teams for high performancePage 2
V. M. Patel Institute of Management
1.3Role of effective team in organization
In any organization the team serves to be an essential part depending on the work that isrequired in that particular organization. Whenever there is the complexity of the work involved and also different perspectives are required team proves to play an importantrole in the organization. Also when a work creates common purpose or set of goals for the people in the team then it would be more important than the aggregate of individual goals.For e.g. many new car dealer service departments have introduced teams that lincustomer service personnel, mechanics, part specialists and sales representatives. Suchteams can better manage collective responsibility for ensuring that customers needs are properly met.Also in the teams the members are interdependent. Teams make sense when there isinterdependence between tasks, when the success of each one depends on the success of each other. For an e.g. we can see in the game soccer. Success requires a great deal of coordination between interdependent players. Also the teams with the proper creation andthe effective nature are going to prove themselves in the organization for the better quality management.
A Management Creating effective teams for high performancePage 3

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