Teamwork roles evaluation - Essay Example

Teamwork Roles Evaluation Introduction Teamwork role is one of the very crucial global organisations, which can be defined as the method of operating collaboratively. Organisations are assigning group of employees so that skills can be shared and the probability of achieving goals can be increased (Dean, Siegert and Taylor, 2012). Teamwork on the other hand creates strong association among the colleagues so that they are able to face different adverse circumstances. In the current report, Nike will be selected to outline various aspects of team building. It the largest international manufacturing organisation having multi-departmental set up in the world. Thus, efficient teamwork will increase communication in the organisational environment. Nike value chain will enjoy increased productivity and less wastage from the operational process (Faerman, 2009). The Purpose of Teamwork Nike is one of the major USA based multinational sportswear and footwear manufacturer company. They are having nearly 56000 employees working for them and in their manufacturing process (Nikebiz.com, 2015). Nike is facing huge challenge from Adidas, Puma, Under Armour, Rebook, Asics and many other organisations in terms of quality and product features. Therefore, they are required to ensure high quality and innovative production for maintaining compatibility in the global market. Teamwork capacity will be creating opportunities to increase profitable growth through improved productivity. Such strategies increase competitive advantage of Nike in globalised market (Nikebiz.com, 2015). Teamwork aims to increase the efficiency of organisations with the help of combined efforts of employees. Employees or teams will be able to act effectively in the complex situations. They are facing continuously changing technologies in the operational process. In addition, the multidepartment organisation is facing huge challenge of the conflict between organisational team members (Buck, 2004). Nike empowered their leaders to resolve conflicting state in terms of increasing productivity. The organisation is aimed to increase the teamwork capacity among the employees so that they can share unfamiliar tasks and potential solution. Nike teams are also composed for the purpose of outlining creativity and initiative taking ability of individual organisational members (Dwivedi and Kumbakonam, 2002). Global leaders of Nike are concentrating on motivating and preparing employees for any uncertain situations. Human Resources management of Nike adopted various strategies which are increasing effectiveness of their employees. Team working brush up talent of the employees and adopting change is comparatively easy for group of employees. Henceforth, it has been observed that Nike developed their teams on the basis of the talent, diverse and comprehensiveness. Such teams helped the organisation in grabbing the opportunities of capturing market shares by involving innovation and performance development strategies (Sheard and Kakabadse, 2004). Team Development Process Nike is the largest producer of sportswear and footwear in the world and they are functioning via distinct locations. Teamwork proves to be one of the major influencers of operational success. There are certain processes to develop multi-functional teams. Nike has used similar team development strategies in building their operational teams (McDavid et al., 2013). Forming: forming is the first stage of developing team in any organisation. In this stage, team members are introduced to each other. Moreover, members exchanges information regarding the backgrounds, comfort zone and experience. Employees or group members obtains different process or project related information along with the objectives and goals of the project. Team growth related decisions are very much crucial for the team leaders of Nike. They are supposed to provide clear instructions and team goals so that their employees can be sure of the quality benchmark and customers requirement (Madachy, 2008). Storming: In this stage, members need to share their status with other team members. Innovative ideas of the employees are empowered by the Nike leaders to explore different options of production or manufacturing the products. This process will increase problem solving skills. Members are empowered to communicate efficiently with others organisational stakeholders. Moreover, leaders are developing the teamwork by transitioning respect, mutual trust and beneficiary among the employees (Knapp, 2010). Norming: Nike appointed skilled global leaders to merge changing working standards and guidelines according to different organisational situations. In this stage, leaders are maintaining smooth transition between organisational goals and team objectives. Performing: After developing operational teams, Nike leaders maintain efficient operational performance according to the team objectives. It is mainly evaluation stage of the team performance (Dwivedi and Kumbakonam, 2002). Adjourning: Mainly, Nike developed separate teams for specific tasks or projects and specific goals. International HR board of Nike terminates team composition after the completion of task. Skills and Capabilities Required Within a Team International organisations like Nike are developing multifunctional teams in order to meet the distinct operational requirement. These types of the specialised teams are helping organisations in maintaining an excellent production and supply chain (Faerman, 2009). Moreover, team members are selected on the basis of developing skills and compatibilities of the employees. Such traits are helping the leaders to delegate proper roles among the members. Belbin’s team roles model is one of the most popular team skill and capability justification frameworks. According to the model, leaders must select their team members on the basis of the behaviour and characteristics of the members. Belbin team roles are segmented into nine segments like plant, resource investigator, co-ordinator, shaper, monitor evaluator, team worker, implementer, completer and specialist. Similarly, Nike team members must have similar skills (Nikebiz.com, 2015). Plant: A team member must be creative, inventive, unconventional and solving tricky problems. It increases overall compatibility of the organisations and growth potentials. On the contrary, many team members are least compatible and they disregard details of the operational plans (Knapp, 2010). Resource investigator: Nike is a global footwear company, thus, their team members must pose knowledge of the existing organisational resource. They should have the skills like extrovert, passionate, communicative, exploring international market opportunities and developing new contacts (Madachy, 2008). Co-ordinator: Apart from the leaders, Nike’s multipurpose team members must have co-ordinating skills. Effective team members must have the capabilities like maturity, confidence, potential leader, goals clarity, decision making and delegate’s responsibility among others (Faerman, 2009). Shaper: Nike is facing intense challenging situations in the global market as customer demands are changing and economic parity got disrupted. Thus, team members should be capable of making dynamic decisions, acting sharply in pressure and obstacles situation (Dean, Siegert and Taylor, 2012). Monitor–evaluator: The members must have the capability of making self evaluation. In the contemporary situation, teams must explore all the options available for them. Such skills will be increasing resource efficiency (Dwivedi and Kumbakonam, 2002). Team worker: Nike will select the employees having capability of co-operative, gentle, perceptive, diplomatic, listening, and contributing highly in the organisational productivity. Cooperative employees can ensure high productivity in operational process (Buck, 2004). Implementer: Each member must be well-organized, trustworthy, traditional and able to implement strategies into actions. Employees need to have those skills and capabilities in order to maintain the compatibility of Nike in the global footwear and sportswear market. Completer: Nike employees are responsible to complete the specific tasks allocated to their teams in the global segment (Madachy, 2008). Specialist: Employees of Nike are required to increase their dedication and loyalty for the organisation. Key Benefits of Teamwork Future business needs of Nike are the key focus of developing teams. Intensified "bench strengths" are implied to growth the internal talent of the employees. Team working policies of Nike is increasing potential leader development. Their aim is to build and empower the teams focussing on the performance of them (Yilmaz and Phillips, 2007). On the other hand, it has been observed that the Nike’s talent strategy has been implemented through the team dimensions. Teams focus more on the significant task planning. Team composition of Nike transfers the coaching and mentoring related responsibility on the manager or leaders (McDavid et al., 2013). Teamwork increased the structured learning process among the Nike employees with the help of the individual and team-based trainings which are offered in the classroom and online portals (Nikebiz.com, 2015). Teamwork in the international set up brought different advantages in the Nike organisational system. Experienced team members are able to share innovative ideas, skills and expertise with the junior members. Efficient collaborative working will help in developing enhanced communication. Experienced members will guide the production and operational system with least possible wastage while producing footwear and sportswear in the international market (McDavid et al., 2013). Conclusion From this study, different dimensions of teamwork are analysed. This study outlines purpose of teamwork in Nike, distinct team development process, required skills and capabilities of becoming a team member of Nike and benefits of teamwork. It can be said that efficient team working reduces repetition of employee effort in terms of achieving any pre-assigned goals. In addition, Nike can use their resources efficiently with the help of teamwork. Consistent approach to planning adopted to increase knowledge sharing among the employees. The organisation introduced learning modules for their teams which increases collaborative skills and supporting behaviours of employees. In addition, team based feedbacks helped Nike to explore innovative opportunity, productivity and performance. Reference List Buck, M., 2004. Air Nike Slam Dunk. Feminist Studies, 30(2), p.271. Dean, S., Siegert, R. and Taylor, W., 2012. Interprofessional Rehabilitation. Hoboken: Wiley. Dwivedi, S. and Kumbakonam, A., 2002. Effective team building process and team leadership for integrated product and process development. International Journal of Human Resources Development and Management, 2(3/4), p.415. Faerman, L., 2009. The relationship between organizational culture and effectiveness in university residence hall associations, Hoboken: Wiley. Knapp, R., 2010. Collective (Team) Learning Process Models: A Conceptual Review. Human Resource Development Review, 17(5), pp. 256-261. Madachy, R., 2008. Cost modeling of distributed team processes for global development and Software-Intensive Systems of Systems. Software Process: Improvement and Practice, 13(1), pp.51-61. McDavid, J., Huse, I., Hawthorn, L. and McDavid, J., 2013. Program evaluation and performance measurement. Los Angeles: SAGE. Nikebiz.com, 2015. 6.2 Human Resources - NIKE, Inc.. [online] Available at: [Accessed 13 July 2015]. Sheard, A. and Kakabadse,, A. 2004. A process perspective on leadership and team development. Journal of Mgmt Development, 23(1), pp.97-106. Yilmaz, L. and Phillips, J., 2007. Team-RUP: agent-based simulation of team behaviour in software development organisations. IJSPM, 3(3), p.170. Read More