Term Paper on "Theory at Work"

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Allow the team to work like a co-dependent chain;

Making all the members well-acquainted with each other; and,

Effective and two-way communication so that whatever relations or opinions are formed, they are channeled toward attaining the common goals.

A. Work dynamics of high performance teams

One of the primary aspects of the theory of high performance teams is that within this team dynamic there should be constant cooperation, security and encouragement for every member in every corporate endeavor. When a company applies the theory of high performance team within their sector, their objective should be based on similar yet flexible principles, approaches, morals, monetary targets and philosophies. The companies should also be careful to divide the tasks of the teams into two dimensions i.e. one, where they can work together as a group and two, where they can move forward without having to consult the entire team at every step (Adair and Thomas, 2004).

Research shows that if companies want to have a significant success rate with the application of high performance team then it is probably wise that they do not implement outsourcing at an early stage. Also, they have to understand that an effective setup of high performance teams will develop overtime with different formulas so they need to be patient and flexible (MCB University Press, 1997). Natale, Libertella and Rothschild (1995) in their study explain that the companies should be willing to experiment and take risks with different administrative strategies and that can only happen if the companies can formulate a team made of strong and cooperative individuals. They further explain that companies applying the high performance team theory should also make sure that they employ people who are not driven by a personal or individualistic drive to do well but must gel well in a team scenario. The companies applying high performance teams theory should also conduct regular and thorough analysis of the teams, not only in the sales or media but also in the production and management departments so that all the troubles can be identified from their root cause and rectified at an early level (Adair and Thomas, 2004).

B. Designation and participation within the team members

Adair and Thomas (2004) highlight that the company applying this theory should have a clear cut design on the various designations and responsibilities of the employees. This is important because if the employees are aware of their place in the company and what their value is then their participation will be guaranteed at all points in the business. They further explain that the company should anticipate and appreciate different opinions on varying circumstances but should be careful not to let the different opinion of the teams to distract them from the attainment of the common goal of the company.

Furthermore, the companies should anticipate different levels of exchanges in the dialogues i.e. It could either be an all-encompassing discussion where every member puts forward an idea or it could be a scenario where the whole dialogue is led by a few members or the leader of the team. Of course these differentiations are not a sign of lack of participation, but merely a sign of silent participation and this is important for the companies to realize before they apply this theory (Adair and Thomas, 2004). The companies should also make sure that the appointed leaders of the team are fully aware of, understanding and respectful towards the different mindsets of the team members and are not unconstructive, which could decrease the overall incentive of hard work within the team (Adair and Thomas, 2004).

In addition, the company should understand that the managerial teams take care of both the macro and micro administrative matters of the company and do not overlook or prefer one over the other at any point as that they could lead to reduced production value and efficiency as well as the revenue ratios. The companies should also conduct constant analyses to administer and identify any changes that might be taking place within the teams in order to encourage successful communication; consistency; energetic and enthusiastic work environment (Adair and Thomas, 2004).

C. Display of participation, leadership, and motivational skills

The administrative blocks of a company that applies the theory of high performance teams should always be able to distribute their work equally with the given time to hear out the suggestions of these teams so that the teams feel like their input is valued with the company. This is important for effective leadership alongside the fact that the administrative body also needs to put forward their ideas in front of the team and ask for their opinions so that a strong, healthy and honest association is formed between the two spheres. However, it is imperative for the companies to be able to define the boundaries and the level of autonomy that the team has so that an effective setup of leadership can be established. The motivation for the team leaders should always be one of the company's top priorities and it should always try and keep the team leader focused by adding on to their packages or giving them opportunities to move up the administrative ladder in order to guarantee their full and loyal participation (Adair and Thomas, 2004).

In a similar way, the company applying this theory should keep in mind that every team member will have their own traits and inclinations and work ethics that will need to be respected and appreciated in order to guarantee their participation. The company should capitalize on the knowledge and familiarity that each member might have with different aspects of business. Also, it should always incorporate and recognize the work done by previous or ex-team members before going forward with a plan with a new team as the new team will be liable to make mistakes if they are not fully aware of the history of the company's administrative decisions and/or choices (Adair and Thomas, 2004). It is important that the teams know that they are valued in the company under this theory and that should be one of the focuses of the companies before they apply this theory.

D. Different perspectives of the theory within the workplace

One of the main focuses of the company when applying this theory should be to have accurate and clear cut business communication so that the aims and objectives can be decided in line with the capability of the team leaders and members. It should also focus on the aftermath of the team leader's and the members input on the overall performance of the company (Adair and Thomas, 2004).

Furthermore, it is important for the managers to be sensitive towards the normal social lingo and style of the team to fully understand their thought processes as well as give significant weight to the opinions that the team members articulate on the decisions. Adair and Thomas (2004) have highlighted six important facets that improve the level of communication and relations between teams, leaders and administrators which are: use of lucid terminologies; clear cut designing and communication of company objectives; be open to criticism and changes in the structure for the achievement of the company objective; stick to the problem at hand and stick to the focal point; provide clear descriptions while allowing the team members to visualize method and end result; and, recognize the power to listen as an integral component of the communication process.

The company applying this group theory should focus on creating… READ MORE