How to Address the Old School Management - Coursework Example

Running Head: DEVELOPING TEAMS Name Course Instructor Date Introduction All business heavily relies on the output of more than one person. Whether discussing massive workforce or a small team of employees, the success of each team have a positive impact on an organization performance. Today, companies are widely focusing on the output of collective groups of individuals as opposed to individuality. Effective team work within an organization translates to reduced costs, human assets and increased efficiencies (Scarnati, 2001). With increased globalization and technological advancement, companies are finding new ways in obtaining resourcing which include staffing. Each organization is finding new ways in which they can be able to ensure that there is fair and effective distribution of resources so as to enhance company performance which in turn transform the company’s profit margin. Today, organization has adopted approaches and methods to be used by employers in significantly resourcing their companies in a manner that will enable them to meets their key goals (Scarnati, 2001). Identification of key issues In these two scenarios that is the old and new school management there are key issues in team development and their effectiveness in enhancing company performance. These two organizations operate in different ways whereby each way has an impact on the organization performance. In the old school management, the company organization has adopted a divide and rule approach whereby team are set against each other in an effort to obtain resources including staffing. This approach posses some challenges as the team members can result in creating an organizational culture that is not concern with other employees well being. Like the name suggest, this approach divide teams against one another in their quest to fight for scarce resources within the organization. Another challenge emerged when different team leaders feel that resourcing was being made in unfair and unjust method where the CEO favors one team. The CEO is involved in controlling staff level and therefore there is likelihood that he becomes biased in allocation of resources to the different teams in an organization. On the other hand, in the new school as opposed to what is being practice in the old school management, the CEO has adopted a market based approach to resourcing. Here, both staffing and resourcing largely depend on the needs exhibited by the business team as opposed to being given on team through the use of subjective criteria. This policy is considered to be advantageous in the sense that the organization management allowed teams to develop their growth plan in regard to the available resources. Both staff development and training involved a proposal being assessed by a group of team leaders with a key focus on what is best for the organization. It is quite evident that these two approaches have different impact on the company performance and therefore, CEO need to ensure that they adopt the approach that will result to increased performance which translates to increased profit margin. Analysis Of the two theories In these theories, each has an implication to the company performance and company profitability. Teamwork within any given organization is important since it enable duties to be performed effectively and timely. Based on the dived and rule approach is setting organizational resourcing, this theory provide a challenging environment for the organization. In the dived and rule approach, team members are involved in competition for existing resources and therefore there is likelihood of potential conflict (Oliver, 2001). Team leaders are constantly engaged in conflicting views and therefore realization of company goals and objective are not met. The old school management theory create a working environment which is controlling a manipulative and thus to meet organizational goals become very difficult. The market based resourcing is an important in today globalised world as it allows team members to work with the available resources based on the prioritized objectives that need to be met. Effective team members approach the idea of knowledge and skill exchange where members learn from one another (Luca and Tarricone, 2001). The market based approach enable ideas to create in innovativeness and thus organization are in a position to develop a defensible competitive edge marking companies’ market leaders in a given sector. The new management theory adopts a bottom-up management approach which allows its employees to develop a sense of belonging and therefore work towards achieving the set goals. New school management adopts the use of technology which enhances their output and thus increased organizational margins. Evidently, to be a market leader in today competitive global business environment, it is important that they re-strategize their management to adopt the new school theory (Luca and Oliver, 2001). How to address the old school management The old school management CEO needs to re-strategize its resourcing strategy so that the company performance can be enhanced. The CEO should understand that effort displayed by teams highly transform the way organizations work. Well resourced team widely focuses on customer satisfaction, enhanced problem solving and informed decision making. The CEO should do away with the divide and rule approach and adopt the market based approached in setting team resourcing. Evidently, adopting the new school management approach ensures that employees have greater autonomy and have a greater job satisfaction (Lorenz, Arundel, Lundvall and Valeyre, 2006). To meet the needs of the changing customer demands, it is important that old school management enhance the company teamwork so that they can respond effectively those as to ensure customer satisfaction is met. A high performance workplace by teamwork largely focuses on increasing individuals influence on the business and has positive impact of the company technology, physical environment and the processes adopted. Resourcing is a key element in enhancing organizational performance and therefore it is necessary for companies to ensure that their team resources are intact and evenly distributed (Leoni et al, 2001). It is important that the CEO of old school management to realise that work performance of individuals in a group is higher than that on an individual level since it comprises of broader scope of opinion, knowledge as well as judgment. The advantage of market based approach to resourcing is the fact that it guarantees significant growth in all spheres of an organization. Additionally, the market based approach creates an environment for the team members to facilitate information and knowledge transfer thus increasing the potential of innovation. It is important that the CEO realizes that just and equity among teams will assist the organization to develop an effective market adaptation (Kets De Vries, 1999). Here, teamwork enhances greater responsibility and job autonomy and thus result to job satisfaction. Clearly, the innovation by team members largely depends on the approach adopted and therefore new school management has a greater opportunity in enhancing its innovation as opposed to old school management. Equality in setting resourcing within teamwork can be used to measure group productivity. It is quite evident that the old school management is creating a room for ineffective teamwork. Therefore, it is important to note that ineffective teamwork is associated with increased cost which largely goes beyond the proficiency of employees in regard to the roles they intend to perform. The increased cost is due to lost of human resources and opportunities that the old school management fails to understand (Johnson, Heimann and O'Neill, 2000). Therefore, the CEO need to realise that individual ability is only strong when he/she works in a team. While in the group, the individual is able to exchange ideas and knowledge that result to new innovations. Additionally, team that has a market based approach in resourcing exploits strengths of all individuals and this allow team members to accomplish their objectives while at the same time exploit alternatives. This enable organization develops a stronger competitive edge ahead of their competitors. Only a team that has equal opportunity is able to allow a good idea or strategy to be developed, expressed and recognized effectively. Identification of legal and ethical issues of the cases studies While it is very crucial that organization enhances teamwork amongst employees, there are some ethical concerns that need to be address. People within a given team come from diverse background and therefore respect for one another is important for organizational goals to be achieved. Clearly, diversity among team members plays a role in exchanges of ideas that facilitate innovativeness within a group (Flynn, 1997). Respect is an important element in an organizational culture and therefore respect within team members enhances a strong and effective organizational structure. Equity and fairness is another ethical consideration that needs to be considered by managers in distributing resources amongst the different teams. For instance, in the old school management team leaders felt decision about resourcing were made on the basis of being favored by the boss as opposed to objective criteria. The CEO action poses a challenging situation in that through engaging in unethical practices he compromises the performance and profitability of the organization. CEO need to distributing resources among different team based on objective and subjects to be met (Fisher, Hunter and Macrosson, 1997). Organizational growth plan should cover all team members whereby staff training as well as development should involve a proposal being assessed with a key focus on what is best for the organization. References Fisher, S. G., Hunter, T. A., & Macrosson, W. D. K. (1997). Team or group? Managers' perceptions of the differences. Journal of Managerial Psychology, 12(4), 232-242. Flynn, G. (1997). How do you know if your work teams work? Workforce, 76 (5), May p. 7 Johnson, P. R., Heimann, V. L., & O'Neill, K. (2000). The wolf pack: team dynamics for the 21st century. Journal of Workplace Learning: Employee Counselling Today, 12(4), 159-164. Kets De Vries, M.F.R. (1999) High-performance teams: Lessons from the Pygmies. Organisational Dynamics,Winter, p. 66-77. Leoni, R. et al,(2001). New work practices in Italy. Adoption and performance effects , University of Bergamo, Italy Lorenz, E., Arundel, A., Lundvall, B.Å. and Valeyre, A., (2006)The organisation of work and innovative performance: A comparison of the EU15 , Paper prepared for the 11th International Schumpeter Society Conference, Sophia Antipolis, 21-24 June 2006. Luca, J., & Oliver, R. (2001). Developing Generic Skills through On-line Courses. Paper presented at the Ed- Media 2001, Tampere, Finland. Luca, J., & Tarricone, P. (2001). Does emotional intelligence affect successful teamwork? Proceedings of the 18th Annual Conference of the Australasian Society for Computers in Learning in Tertiary Education at the ASCILITE, p. 367 – 376, Melbourne: University of Melbourne. Oliver, R. (2001). Developing e-learning environments that support knowledge construction in higher education. Presented at the 2nd International We-B Conference, p. 407 – 416. Perth, Western Australia. Scarnati, J. T. (2001). On becoming a team player. Team Performance Management: An International Journal, 7(1/2), 5-10. Read More