The Team-Based Working System

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Table of Contents

Introduction
Overview
System Analysis
Conclusion
Works Cited

Introduction

The creation of a team based work system is often regarded as the key aim of the entire HRM strategy, as team based system is the type of relations within the company, based on the necessity to focus on the solution of the challenges and meeting of the demands, faced by the company. Originally, team-based work system presupposes that the teams are self-managed, and these teams are self-learning. The aim of this paper is to provide a critical evaluation of the team-based working system and analyze all the possible advantages and disadvantages of this organizational structure.

Overview

Originally, it is stated in Adler and Cole (85) that the world business practices end to develop and expand constantly, thus, the executive teams of business organizations choose the ways of self-management and increase their learning capacities. The fact is that, these are the key principles of team based working system. The actual aim of the team-based system is the maximization of the corporate ability to cooperate effectively, and the actual cooperation appears within the company when the team needs the executive experience of various natures, the creation of experience synergies is of high priority, and the company needs to create the supportive environment within the working place.

It presupposes that the team does not spend time and effort for communication with management, nevertheless, these efforts are aimed at self-development from the perspectives of personal and collective professional growth. It should be particularly emphasized that the growing competition makes companies develop their managerial practices, including HRM strategy. Thus, the team-based performance, in distinction with the properly structured managerial system is featured with the following aspects:

The increased opportunities in the matters of managerial and executive capacities, as the team-based system requires the increased levels of self-motivation and responsibility
Flat organizational structure and decentralized decision-making process. Originally, this allows companies to simplify the communicational structure, and avoid possible miscommunication between managers and employees.
The natural structure for job rotation, training, and activities associated with problem-solving provides the opportunity to refuse from the hierarchical monitoring and lessen the possible control activities. (Geary and Dobbins, 15)

Nevertheless, the entire character of the team-based working system depends on the cultural particularities of the company. Thus, in accordance with the research by the European Foundation for the Improvement of Working and living conditions (2), it should be emphasized that various researchers provide various explanations of cultural differences, and often emphasize various differences. Nevertheless, the actual features may be defined only by analyzing the particular organization. Nevertheless, independently of cultural differences, a team-based system helps the company to improve the entire workplace organization.

System Analysis

The systematic approach towards arranging the team-based organization presupposes the effective performance of the organization, nevertheless, the actual features of the strategy require accurate implementation and careful maintenance for the initial period of team-based activity. Originally, the team-based performance is featured with the narrow functions, imposed on the team, which causes the frequent and repetitive work cycles. Nevertheless, as it is stated in the European Foundation for the Improvement of Working and living conditions (4):

However, as noted, this system does not offer sufficient scope for a process of upgrading and innovation, which is essential for quick change and adaptation. The slowness and relative rigidity of the traditional organizational scheme often earns it the name ‘dinosaur syndrome’. Thus, it was felt important to involve the workers themselves and, in order to be involved, they must have the possibility of exercising judgment, developing social contacts and learning.

In the light of this statement, it should be emphasized that the actual value of the team-based working performance is covered by the fact that the team learns to communicate, and solve the problems more effectively. Consequently, the entire performance of the company improves. Additionally, the entire performance depends on the integrated actions, aimed at creating the team-based system. (Sisson, 17)

In accordance with the case study provided in Geary and Dobbins (7), the team-based system, arranged in Munster Pharmaceuticals, was aimed at reducing the production costs and improvement of the investment policies within the company. Originally, the CEO of Munster Pharmaceuticals managed to improve the entire performance by expanding the number of employees and providing the innovative structure of the entire communicational process within the organization. The surveys revealed that the entire performance depends on the experience of the team, and the flatter structure of the communication process provides an opportunity to arrange better problem-solving.

As for the demerits of the team-based system, it should be emphasized that these depend on the implementation principles. Considering the critical elements of the team-based system, it should be emphasized that the experience of the team may not be sufficient for creating the team-based activity. Moreover, the responsibility of the workers should be high enough for effective performance. Thus, it should be emphasized that the only disadvantage of the system is the necessity to check critically the organization and the team before the implementation.

Conclusion

The team-based working system presupposes the increased capacities in learning and problem-solving. Originally, it is based on improved communication within an organization, and the flatter organizational structure, which is aimed at improving the cooperation between team members.

Works Cited

Alder, Paul, and Cole, Robert. A Tale of two auto plants’, Sloan Management Review, 34 (3), 1993.

European Foundation for the Improvement of working and living conditions. Teamwork and High-Performance work organization. Wyattville Road, Loughlinstown, Dublin. 2007.

Geary, John, and Dobbins, Anthony. Teamworking: a new dynamic in the pursuit of management control Human Resource Management Journal 11 (1), 2001.

Sisson, Kate Direct participation and the modernization of work organization, European Foundation for the Improvement of working and living conditions, Dublin, 2000.

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The Team-Based Working System

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