The Extent to Which Teamwork Leads to Empowerment - Research Paper Example

 Introduction A team generally is a group of persons or many individuals merged together to work interdependently and collaboratively with one another in order to achieve a designated purpose or objective. A team can also be defined as the designed entities working as a unit to accomplish the assigned duty or responsibility to achieve the targeted goal in an organization. Teams in an organization can be made up of various groups of staff members who are either serving the same category of different clients or members performing the same duty. Empowerment is considered to be a key strength whereby an empowered team is in possession of the authoritative skills, access to information, and skills to make informed and solid decisions that ratchet up the organization to achieve quality performance and desired results (Hull and Kirst-Ashman, 2008). Teamwork is of great significance to the extent to which empowerment is achieved in an organization. Teamwork is known to facilitate sharing and dissemination of information, build trust and open communication among the team members in an organization under human resource management. Teamwork is the conjugation or merging of different people to form a group with common interests in an organization. This is considered to be a separate idea from team building because creating of many teams usually leads to counterproductive hierarchal system to teamwork. Flattening an organization and eliminating teams from an organization is the only way to encourage teamwork. This is because teamwork is meant to unite most of the organization in order to meet a common objective which is contrary to the disintegration of the organization to come up with various segments under different management. Teamwork Leads and Empowerment There are various ways by which teamwork can lead to a greater extent of empowerment in organizations. Various forms of teams are virtually somewhere in most of today’s working organizations which has resulted to the ongoing fundamental shift of power. Currently, the emergence of empowered teams in many organizations is not just an example of a management fad instead it exists in a black and white perspective whereby it is here today and there after tomorrow. Empowerment through teamwork renders the traditional methods of management in an obsolete manner that are mostly used in organizations for the past a few centuries. Those workplaces that have tendencies of empowering teams of employees usually assume most of the responsibilities related to traditional management thus forming part of commonplaces as stated by Decarlo, Gygi and Williams, (2005). The implication of the term empowerment reflects people’s perception in their scope of the acting power to various activities. Empowerment in any given organization is associated with the scope of power and actual degree of the same power as well as the confidence contained by managers in the employees empowering process. Through managers, empowerment can be of a great extension by teamwork. This can be achieved by managers changing from being bosses and supervisors to become coaches for effective empowerment of the teams in an organization. The ability of changing the role of management is not easily perceived because leadership entails provision and control of decision making process by the staff on the front-line. However, empowerment process in an organization take the form of a two-way street whereby effective communication process from either sides that is from the staff to the management takes the course (Subburaj, 2005). Teamwork mostly guarantees essential means of empowerment in any given organization by giving the responsibilities for service provision to the designated groups that work together. In real sense, this implies that effective working in organizations can be attained by submitting power to the teams of agency workers rather than individual workers or managers. Teamwork is essential in away that the organization can easily figure out issues and problems that affect its performance, discuss potential and rigid alternatives, evaluate progress and finally make solid decisions on how to proceed and attain the set goals by an organization. With teamwork, most of the ongoing internal negative conflicts in an organization are usually emphasized and the internal staff conflict rarely benefits the client. Teamwork usually leads to empowerment when it is effectively applied under four circumstances and these are: should outline a clear purpose or reason for engaging teams in the organizational activities under the human resource management. Teams are more likely to perform and succeed if only the main reason for their involvement and existence in the organization is clearly stated. A punitive measure should also be stated clearly incase of any downfall or failure to accomplish the assigned responsibility. This is considered as the first extend to which teamwork may lead to empowerment in a given organization under human resource management (Decarlo et al, 2005). Secondly, teamwork is supposed to be effectively used whenever the assigned responsibility cannot be accomplished and thus need members to work together for its successful accomplishment. This means that teamwork is more often applicable whenever the task is more complex, needs repetitive interaction, and also maximum perspectives. Tasks which require and involve specialized personnel or skills that are restricted to one individual to perform do not necessarily need multiply energy sources and for this case teamwork is not applicable thus empowerment is enhanced. Third, teamwork can only enhance a great extend to empowerment in an organization if only teams are used whenever rewards are provided for their good performance. Rewards that are specifically meant for the teams rather than specific individuals for their good performance are the key elements that act as the efforts and behavioral motivational factors that empower workers to put in their works more efforts. An organization may decide to reward teamwork by offering the team’s accomplishment and efforts a public recognition and awareness in various forms such as; plagues that are displayed in the office, progress agency reports from the clients established in newsletters, provision of allowances, salary raises, and bonuses also provide effective means of appreciating and rewarding teamwork effort thus empowering the employees in an organization to meet the set goal (Davies and Quinn, 1999). Finally, teamwork can effectively enhance empowerment at a greater extend only if teams are given clear authority to implement their own solid decisions and make recommendations based on their efforts that result to good performance. Teamwork may lead to empowerment under human resource management only if the involved teams are left to their own devices to identify and determine their own most appropriate procedures and devices in the working process. On the other hand, empowerment can also be lost in teamwork when managers fail to entrust the involved teams. This is achieved when managers undermine the involved teams, being authoritative in a way that they closely monitor each and every activity undertaken by the teams and forcing the teams to change on the team’s decisions, overrule them, and finally ignore their decisions directly and in a despising manner. Teamwork is of great impact and significance to any organization in terms of empowering the workers. This is because a team always allows sharing and the presentation of various ideas at different experiences and perspectives. Because of that reason, it is easier to enhance empowerment to the workers in any organization. The second reason is that members of a particular team posses a wider repertoire of skills that the sole working individual hence diversifying the organization’s progress. With this reason, empowerment of workers is easily enhanced at a larger extend. Thirdly, it is advisable for the entire team to own its recommendations, results and conclusions in order to enhance a greater extend to the empowerment of the team members who are the workers of the organization. Finally, with teamwork, empowerment can be achieved in an organization at a greater extend by means of mutual interactions among the team members. Through interactions, members usually expand on their skills by learning from one another in addition to sharing information and knowledge (Daft, 2007). Human Resource Management in the 21st Century In the context of human resource dynamics, the concept of groups and teams takes a sensitive position in the productivity prospects of an organization. In cases where jobs require lone individuals, this concept is not as important but it only happens in a few isolated cases. Organizational success and individual success seem intertwined to the extent that the later determines the former in several respects. Modern human resource management is usually designed from a point of view that takes into account the relationship between the two. In the 21st century, human resource management is geared towards realizing maximum productivity from workers at whichever cost (Senyusel, 2009). Having obtained the information to facilitate success from within the workers circles, it is possible to ensure empowerment which delivers magical results. Human resource management is now organized to exploit benefits of teamwork which undoubtedly offers higher empowerment than any other form of employee organization. Reasons for Team Formation Employees retreat and opt to work in groups for four main reasons namely; security, social need, task fulfillment as well as empowerment. Confidence and security is amassed when people work together. It is easy to perform successful bargaining when done in numbers likely to offer convincing energy. Task completion is likely to be done quickly and flawlessly when people join hands; more so if division of labor and specialization takes place. As discussed below, team roles enable skill contributions offer a richer pool of resources. Social needs of employees are better represented by formation of teams which chant forward for the good of the group more energetically. Power is possessed and controlled for the enhancement of self benefits by teams better than by individuals. Team Roles According to Belbin (1996), the importance of team building is to ensure that the weaknesses inherent to lone workers occasioned by inherent individual incapacities are eliminated. The author uses the teamwork model to demonstrate the expansion of possibilities that teams bring to an organization. In his model, the author enumerates the strengths that individuals in a group or team present for the overall functioning of the organization. The desired skills possessed by individuals are highlighted as the general strength of the team. Empowering the organization is simply achieved by ensuring that functional teams exist at all times of operation. Some of the strengths discussed by the author in Belbin (1996, p122) include the desirable contributions that each team member makes. “Plant” has been used to denote the skill possessed by those individuals with perfect ability to solve difficult problems within an organization. Unfortunately, these individuals’ contribution ends there due to their tendency to assume details. From the other type of contribution made by the “resource investigator”, the team obtains the good communication facilitator who gathers resources needed for running the organization’s operations. Their limitation however hinders them by their over-optimism and over-enthusiasm which often drives them off the track once they are incapable of holding longer onto optimistic goals. The “coordinator” contributes confidence, astounding decision making skills and authority that enable the exploitation of the benefits of delegation. Their weakness creeps in when their concupiscence for manipulation and domination overwhelms their intention for positive results. Another very important skill well developed and expressed in a team is in the “shapers” who offer strength through their ability to tolerance and liking for challenges. Provocation is a limitation held by the “shaper” causing upsets to others and is usually overcome by the spirit of teamwork. The skill possessed by the other team player known as the “monitor-evaluator” enables skilful and good judgment. On their own, these team players suffer from complications in the manner of being too critical, putting off others’ enthusiasm and inspirations. The “team worker” contributes mid character necessary for participation and listening traits, which make them stronger in a team enabling them to overcome their indecisiveness and vulnerability to others’ influence. Alternatively, a team boasts of another strength presented by the other team player known as the “implementer” who is reliable, efficient and excellently transforms ideas into actionable solutions. While inside a team, “implementers” hide from their general weakness of being too rigid and respond sluggishly to changes which render them unproductive. In a team, the services offered by the “completer-finisher” make a team better equipped to handle errors and mistakes. This is because the “completer-finisher” is sensitive to carelessness and is always anxious and conscientious making him alert to spot possible inaccuracies both intentional and unintentional. On their own, these individuals suffer from too much worry where they become oversensitive to inconsequential detail that is unlikely to affect final results. Nitpicking could probably be the worse trait that a team can withstand due to significance of time as a resource. On the same list is the “specialist” who is self driven and ready to offer assistance on information and knowledge as and when needed by the team. Their weakness is in the fact that they tend to concentrate and dwell too much on technicalities. To them, it is difficult to relate with the real picture due to limitation of technical thinking. Bearing in mind that the team provides a platform where input of all of the discussed individuals is conglomerated for achievement of a common goal, teamwork can be said to result in empowerment of organizations (Bratton and Gold, 2007). Synergistic principles are at their best operation when the team is as nearly to a balanced team as possible. Division of labor and specialization heavily borrows from the concept of teamwork since work is dissected and allocated to various individuals who work towards achievement of a particular predetermined goal. Performance is generally high with respect to increased output per worker and higher accuracy levels which considerably reduce losses. The team incorporates a collection of the best specialized resources required in a certain type of job. The fact that a team works in tandem is a reason enough to drive away personal weaknesses from the general productivity of the organization since chances of individual weaknesses dominating results are also low. According to Bratton and Gold (1999), motivation and commitment are easily enhanced in a team, which facilitate effectiveness and productivity in an organization. Modern human resource management is conscious of the fact that teamwork is build by facilitating the desire to continue to work for and in the organization. Empowerment within a team that practices the best teamwork traditions is proportional to the level of motivation and commitment that the skill contributors have in their work. As observed in Belbin (1996) as explained above, a team is composed of individual players who put aside their personal inadequacies for the good of the organization. The author also reported that each of the individual team players has a dark side that represents weaknesses inherent to the personalities that they wear. This implies that despite there being benefits of synergism, there are limitations of personalities within teams. However, it is possible to handle and make adjustments to the inadequacies when individuals are in a team than when performing tasks alone. It becomes even more bearable to facilitate teamwork strength by ensuring that motivation and commitment are availed within the organization. To understand teamwork dynamics towards real empowerment within the organization, it is imperative that motivation and commitment are briefly discussed. Motivation According to Bartol and Martin (1998), the force of ignition that facilitates behavior direction and maintenance can be said to be the motivation behind the behavior. The author introduces and explains three main concepts in the enumeration of motivation at work. Firstly, ignition concept is explained by relating it to the feeling of interest held initially by an individual. Secondly, the concept of direction in motivation includes the set of actions that are followed as a guide in realizing certain objectives. Lastly, maintenance concept of motivation explains the tendency that individuals have to stick to and holding onto a practice until a particular goal is realized. Maintenance is therefore is summed up as the willingness to stay focused in a certain direction just in case complications arise. Motivation is varied and is different from one individual to the other, despite there being similarities in factors influencing behavior. For instance, money is a common motivator for work to many people but views of how important money is as a motivator are very different. Once a motivator ignites a certain behavior, other motivators crop up to generate several influence reference points. To illustrate this, after money has become the force to go to work, personal fulfillment and working conditions become the next motivators. There are several theorists of work who have consequently developed the topic of motivation to come up with intrinsic motivators, extrinsic motivators as well as social motivators. Maslow’s, Mcgregor’s theory Y and theory X, Alderfer’s and Herzberg’s theories of motivation are examples of such theories formulated for purposes of unraveling motivation at the organizational level. Understanding the forces of motivation in an individual helps human resource managers to deal with behavioral needs first in order to trigger desired teamwork practices for organizational empowerment. How far an organization is facilitating motivation in teamwork is a measure of empowerment and productivity for the team. Commitment Commitment as an empowerment tool in human resource management is a strong tool regarding teamwork performance. According to Alastrista and Arrowsmith (2003), Commitment in the traditional model entails employees’ loyalty and attachment to the organization. The author notes that individual characteristics as well as personality of the team players have a huge bearing in the commitment levels expected. The other model used to explain commitment is the behavioral and attitudinal model where both behavioral and attitude concepts are deemed important in determination of individual commitment in teamwork. Various schools of thought have been evoked by proponents of behavior alone, attitude alone as well as interrelated perspectives. Each of these claims that commitment is determined by the perfection of desirable conditions deemed to be availed by the specific driving force. Concepts of identification, involvement as well as loyalty carry the weight in behavioral and attitudinal model. Identification involves pride that that an employee gets by associating with the organization. The organization’s success, values and goals boost the chances teamwork and commitment held by workers. Involvement in commitment arises from the desire to become a contributor in the organization’s story of success. Loyalty aspect of commitment is developed by the fact that a deep sense of belonging acts as a reference point to remain working in the organization. Information on commitment and its importance in the organization’s productivity assists human resource mangers to increase empowerment of the organization by availing necessary conditions. Coupling motivation concepts to commitment concepts within an organization’s workforce facilitates the necessary contribution boosting form within the workforce. Cultivating the culture of teamwork must take individual and group dynamics into considerations in marshalling the best human resource input in an organization’s operations. One of the essentials of teamwork is the capacity of the team to recognize and act with a sense of empowerment. Empowerment in a team entails the confidence the team nurtures to overcome some of the organization’s obstacles and realize its plans. Empowerment is characteristic of the team’s shared responsibilities and mutual respect (Keen, 2003). Teamwork is motivated when team members feel empowered to work and make decisions that are in harmony with the organization’s plans. In other words, empowerment gives the team members the liberty to act on their own. When the team is capable of recognizing problems and takes action, the driving force behind this ability is the empowerment within the team environment. In a team, empowerment means the capability to take action and get something done (Keen, 2003). In a team, there is the team champion. The team champion has various roles within the team and some of these roles include empowering the team. In this case, the team champion takes the initiative of empowering others to become part of the team. Having created teamwork, the team becomes empowered to fulfill the organization’s goals and plans. Most of the organizations have shown interest in proper usage of work group teams. The main purpose of developing these teams is to enable work groups to work efficiently thus improving their output. Accountability, problem solving skills, emotional stability, open mindedness, communication skills, trust, and conflict resolution skills are very essential in making team members effective (Thomas, 2008). The HR department plays a crucial role in guiding the organization’s employees in developing effective teams. Programmes such as employee involvement programmes assist the employees in coming together and formulating crucial work decisions. These programmes also help in supervising part or all of the employees’ activities. Effective teams are developed through training, empowerment and communication (Thomas, 2008). There is a category of teamwork referred to as self-managing teams. Self-managing teams have the capability of empowering their employees and thus increasing their motivation so that productivity and performance of the organization increases. Self-directed teamwork is viewed as a revolutionary approach toward management and empowerment of employees in HR management practice. The traditional way of workforce management has its own pitfalls such as the groups expected to be told what to do, sought individual rewards, acted competitively and blamed others. On the other hand, self-directed teams focus on developing solutions; they make team contributions and cooperate in whatever is being done (Barker and Mercer, 2010). This means that self-directed teams are empowered by the teamwork that has been developed by the human resource management. Empowerment entirely depends on self-directed teams that have the following characteristics; (a) the teams have the power to make unlimited decisions, (b) they are responsible and accountable for their actions and effects, (c) the teams are in line with the vision, mission, aims and values of the organization at all levels and in every team, function and individual, (d) the teams are in line with the following three dimensions, internally and horizontally with the suppliers, customers and in other functions, and vertically with the course of the initial organization, and (e) the teams have the capability of doing their routine work and at the same time directing themselves (Barker and Mercer, 2010). These characteristics determine the extent to which teamwork (self-directed teams) can lead to empowerment. The potential effects of teamwork are many than in an individual. Teamwork does not flourish where the working conditions are unfavorable. A recent study indicates that empowerment depends on a number of things such as the actions of the external leaders, the responsibilities given to the members of the team, social structure of the teams, and the team-based human resource policies adopted (Barker and Mercer, 2010). Performance in any practice is enhanced by network. Teamwork is known to have an effect on extensive training and empowerment. Teamwork has effect on all practices and operational methods and thus empowerment is crucial on its own extent. Empowerment and teamwork in turn impact the overall performance of the organization (Wood, 2009). Teamwork creates an environment which is conducive for the organization to become adaptive and flexible to the dynamic environment. Teamwork increases the employee participation through a number of ways such as priority setting, improved morale, motivation and process involvement (Clifford and Sohal, 1998). In other words, teamwork empowers the employee to participate in the organization’s activities. Empowerment is a process and involves the individual gaining self-confidence through using own resources. The empowering process is a six steps process and it involves; preparing the organization, creating teams, creating value based behavior commitments, recognizing and building upon existing experience pool, building stewardship and making empowerment an organization reality. Of great interest is how teamwork affects empowerment (Deb, 2006). One has to be careful when creating teams because the team created will greatly affect the empowering process. Empowerment is not confined within systems but within relationships. Self-directed teams are the most preferable people to be empowered within the organization. The selection criteria should ensure that the employees have the necessary characteristics, experience and training to be empowered. The formation of the teams should be based on these issues; function, size, attitude, skills, and diversities of personalities. The team process is usually established to ensure that internal and customer related issues are identified and addressed in order to improve the delivery of quality and the morale (Deb, 2006). Teamwork and teams form an integral part in the modern day approach towards work design and thus facilitating numerous benefits such as multiskilling, flexibility in the work environment and empowerment (Erasmus, Swanepoel and Schenk, 2009). Empowerment is a crucial part of motivation and commitment strategy. Empowerment comes in when people respond to take tasks that involve assuming big responsibilities. Empowerment in this case will bring orderly distribution of authority and power to different levels of the organization. In other words, the team members are viewed as being capable of making decisions, becoming innovative and being able to contribute ideas because they understand their work better. Empowerment gives the employee a sense of freedom that translates into high employee morale, increased job satisfaction and increased company performance. Empowerment involves giving the employee a wider audience in making decisions that relate to work matters. HR management programs empower employees. These programs include; informal participative decision-making programs, job enrichment, self-managed work teams and kaizen (Kleiman, 2011). In informal participative decision-making programs, the managers and the subordinates make all the work-related decisions daily. The workers do not enjoy the freedom of making all the work related decisions. In this case, the conditions are chosen under which to empower the employees. In other words, the managers and subordinates choose to empower the employees under certain conditions. In this case, the employees are empowered in situations that are suitable for them to make decisions that are as effective as those of the managers and subordinates. This type of program has its own setbacks such as the interests of the employee may fail to align with those of the company. The success of empowerment depends on the desire of the employee to participate in making decisions. The participation of the employee in decision making processes may be increased by considering the following things in the work station: (a) all the potential solutions given are equally effective, for example, the teams can be empowered to come up with the scheduling if the solutions are good, (b) managers have insufficient expertise or information to make a decision that is of good quality and thus, the manager requires the input of the employee, (c) some of the information needed may be out of reach by the manager and difficulty may be encountered when finding it, (d) workers tend to better accept decisions that they have been involved in, that is participative decision-making, and (e) the employees’ goals must be aligned with the goals of the management and if they share not the organization’s goals, then participative decision-making would not make any sense (Kleiman, 2011). Studies have shown that informal decision making has a positive effect on the company’s productivity. If job enrichment lacks, the motivation of the employees also goes down and the net effect is low productivity. A job identified as requiring enrichment must be redesigned to incorporate the following characteristics; skill variety, task identity, task importance, feedback and independence. The following are some of the techniques that are used for job enrichment: (a) combination of tasks where a single individual is given tasks performed by different workers, (b) establishing the client worker relationship and this involves putting the worker in touch with the customers, and (c) reducing direct supervision of the worker. Many organizations have been successful in enriching dull jobs and thus empowering the employees to have better control of decisions that affect their work (Kleiman, 2011). Continuous improvement has been adopted by many companies in their attempt to build quality product and service design, delivery and production. This type of program is known as total quality management (TQM). The program empowers the employees to track service or product problems and their root causes and redesign production to eradicate the problems using various statistical and problem solving techniques. In such a situation, empowerment comes from the desire to engage workers in all organizational levels in the endeavor to improvement continuously. Self-managed work teams as stated earlier have the capability of managing themselves. They rarely use the managers in the control of their activities; rather they incorporate the use of group norms in regulating their activities. Their routine involves planning, organizing, coordinating, and taking corrective actions. In other words, their control arises from the team’s influence rather than the formal means. Research shows that self-managed teams are very normally very successful because the workers are empowered to make decisions that impact their daily activities at work. However, self-managed teams have drawbacks such as (a) rivalry among the team members both within and across the team, (b) time shortage in dealing with conventional management issues such as training, hiring and solving interpersonal disputes, and (c) difficulty in appraising employees especially when the traditional management figure lacks (Kleiman, 2011). In other words, self-managed teams can not work in certain organizations and thus the need for the human resource management to know if they can work in their organizations. Conclusion Through various forms it is possible for the teamwork to enhance a greater extends to empowerment in a given organization under human resource management. Various forms of teams are virtually somewhere in most of the today’s working organizations which has resulted to the ongoing fundamental shift of power. Currently, the emergence of empowered teams in many organizations is not just an example of a management fad instead it exists in a black and white perspective whereby it is here today and there after tomorrow. Empowerment through teamwork renders the traditional methods of management in an obsolete manner that are mostly used in organizations for the past a few centuries. Those workplaces that have tendencies of empowering teams of employees usually assume most of the responsibilities related to traditional management thus forming part of commonplaces. The implication of the term empowerment reflects people’s perception in their scope of the acting power to various activities. Empowerment in any given organization is associated with the scope of power and actual degree of the same power and the confidence of the managers in the employees empowering process. Through managers, empowerment can be of a great extension by teamwork. This can be achieved by managers changing from being bosses and supervisors to become coaches for effective empowerment of the teams in an organization. The ability of changing the role of management is not easily perceived because leadership entails provision and control of decision making process by the staff on the front-line. However, empowerment process in an organization take the form of a two-way street whereby effective communication process from either sides that is from the staff to the management takes the course (Kirst-Ashman, 2007). References Alatrista, J. & Arrowsmith, J. (2003) “Managing Employee Commitment in the Not-for-Profit Sector. Personnel Review, 33(5):536-548 Barker, B. & Mercer, J. (2010). Human resource management in education: Contexts, themes and impact. New York, NY: Taylor & Francis. Belbin, R. M. (1996) The coming shape of organization. London, UK: Butterworth-Heinemann Bratton, J. & Gold, J. (1999) Human resource management. 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