HighPerforming Teams Analysis Report
HighPerforming Teams Analysis Report
Teambuilding is a challenging process and especially when one has severalteams. However, the success of the process can create a highlyfunctional team that can significantly improve an organization’sperformance. As a result, it is beneficial for an organization’ssuccess criteria to possess best practice and tools to motivate andbuild well-designed teams. In an epoch where almost all the aspectsof organizational management are always changing, team building isthe only entity that assures success to the business (Quader &Quader, 2008). In a way, team building promotes the aspects ofworking together towards a single purpose. Team building enhancesconsistency regarding employee performance as well as the amount ofprofit garnered at any given time. It should be understood that teambuilding encompasses team leadership.
BritishTelecom Case Study
Beingone of the largest employers in Britain, British Telecom has one ofthe most viable human resource department (Quader & Quader,2008). The company is Europe’s leading provider oftelecommunications services. The company offers local, national, andinternational telecommunication services. As a company enjoying thestatus as one of UK’s leading employers, BT has a progressive andinfluential HR department. However, the HR senior managers havelittle participation in daily activities, but their focus is oncreating strategies. Some of these strategies include team building,team recognition, and team rewards (Quader & Quader, 2008).According to Quader & Quader (2008), BT defines a “team” as adirect relationships or groups of people who have a common task.
Thearticle reports that BT does not have the traditional categories ofteams according to the degree of independence but according to thelevel of a problem which needs a solution (Quader & Quader,2008). Quader & Quader (2008) report the first team as afact-finding team. A second team is referred to as `swat` and isresponsible for fixing the identified problem. Subsequently, aproject team takes up the issue and investigates further into it.Different from the project team, a program team at BT manages severalprojects without necessarily coming to an end. Finally,business-as-usual teams are responsible for the day-to-day operationsof the departments (Quader & Quader, 2008). These kinds of teamsprovide greater responsibility and independence to functions. Theteam structure at BT can reduce complete authority from seniormanagers.
Theteam categories ensure efficiencies in their activities. They promisenot only specialization but also efficient time use. The categorieshave the ability to reduce the workload from the senior managers(Baron and Kreps, 2007). Most of the decisions are made at the teamlevel which removes bureaucracies and any rigidities in the system.
Itis quite expensive to set up a team that has the necessary skillssought out. For instance, a program team stays on the payroll at alltimes whether a program is ongoing or not.
Themanagers at BT select a team after understanding a question thatneeds an answer. Therefore, the managers identify the problems,challenges, and requirements of a given job and match it with skills,personalities, and capabilities of team members who can complete it(Quader & Quader, 2008). In a way, BT uses a “fit for purpose”approach in creating teams. The section method ensures that the teamis fully functional and not created out of convenience. The techniqueis highly recommended as it increases the ability of a team tofunction efficiently within an organization.
Categorizingemployees according to skills and capabilities increases theiroverall efficiency as a team. Similarly, they can synch to each otherquicker if they share the same capabilities. Using this method inselecting teams enables BT to cut down on non-functional andunproductive individuals within the organization (Culp and Smith,2001). Employees with skills that do not fit within BT’s purposewill have no role to play and therefore will be cut off.
Oneof the process’ weakness is that it may prove tedious at theinitial stages while identifying skills and capabilities of differentindividuals. However, the process is rewarding after it is completed.Similarly, the technological advancements and increased competitioncall for specialized expertise into teams which might be expensive.
Ateam that identifies with itself is on its way to success. A teamwith shared skills and capabilities has the ability to grow itself.Therefore, effective team building should encompass personal growthof the employees (Baron, and Kreps, 2007). If the employees are givenan opportunity to improve their skills, they are always proud to beassociated with the organization. In such a context, the organizationstands a chance to gain customer loyalty and trust. Building teamworkcreates a sense of working towards a common goal and avoiding all thedisruptions that may hinder the business from achieving its visionand mission (Culp and Smith, 2001).
Applicationof the Concepts Learnt in My Workplace
BThas used appealing methods in ensuring efficiency and timeconsciousness. The company has not only cut off bureaucracies but hasalso made sure that teams are categorized according to their level ofskills and capabilities. I might incorporate the concept of puttingtogether teams with shared skills because it will ensure that myorganization is at its best by having highly efficient and workingteams. Similarly, the recommendations of setting up robust teamsensure that the top management has little control over every decisionwithin the organization.
Baron,J.N. and Kreps, D.M. (2007) Strategic Human Resources: Framework forGeneral Managers, New York, JohnWiley & Sons Inc
Culp,G. and Smith, A. (2001) `Understanding psychological type to improveteam performance`, Journalof Management in Engineering,17:1, 24-33.
Quader,M. S., & Quader, M. R. (2008). A critical analysis of highperforming teams: A case study based on the British Telecommunication(BT) PLC. Journalof Services Research, 8(2),175.