‘Why are groups and teams seen as central to contemporary organizations

and what are some of the problems associated with a team-based

approach to work?’

According to F, Buckminster (1975), “the collective whole is greater

than the sum of the individual parts”. In the organizational context, it
means that teamwork will produce an overall better result than if each
person was working toward the same goal individually.

This essay seeks to examine the importance of teams in the modern

organization scenario and appreciate the use of team-based approach to
work as opposed to the command-and-control approach, it also proves that
modern organizations need leader-oriented teams rather than supervisor-
oriented teams. If the above quote is broken down, it is seen that it provides
a strong basis for this essay as it covers the facts that “organizations are
made up of number of individuals working independently or
together in teams, and number of such teams makes a department
and number of such departments makes an organization. It is a
formal structure and all departments have to function in a joint and
coordinated manner to achieve the organizational objective” (D.
Upinder & D. Santosh, 2002).

Therefore, ’a team is a small number of people with complementary

skills who are committed to a common purpose, set of performance
goals, a common approach and for which they hold themselves mutually
accountable’. (Katzenbach and Smith, 2003)

While groups and teams are hugely similar to each other, there is also a
major difference between them and it is the difference of ‘accountability’.
Where a group is a collection of two or more people who work with one
another regularly to achieve common goals, a team is an evolved version of
a group where its members work actively to achieve a common purpose for
which they hold themselves collectively accountable.

A further analysis of the above definition by Katzenbach and Smith will make
the concept of teams clear and explain the requirements of teams that will
allow them to excel and achieve special performance advantages.

Team Size – Small is the new secret to success when productive teams are
concerned (F. Sharon, 2009). A small team is better focussed and is more
responsive to expectations. Members of a smaller team have a greater
chance to be more cohesive, in turn yielding better results. A smaller team
gets lesser time to climb up the learning curve and more time to work on the
real objectives. Accountability is at its ultimate transparency as it is difficult

8
‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

for members to hide and this gives the organization faster and better
outputs. A larger sized team is seen to hinder its own constructive
interaction. There has been much debate about the right size of an effective
team. But, “research has shown (and experience confirms)”, the
optimum size of an effective team should be not more than 9 people (F.
Sharon, 2009).

Complementary Skills - Even the skills of the best qualified individual

cannot match the skills of all the members of a team put together. An
effective team has a wide range of skills at its disposal while working on a
task. When team members identify skills for their respective roles in the
team, they become more aware of their responsibilities and the environment
in which they work and also the task at hand. This gives the team a better
sense of cohesion and more clarity of roles and task management. Thus,
Belbin’s Team Roles Theory proves that individuals with different and
complementary skills provide an ideal setting for an effective, efficient and
cohesive workgroup or team.

Shared Goals – When the team has been assigned to complete a task, all
its members share a proportion of their responsibilities connected with it.
They are individually and collectively accountable for the common task that
is assigned to them and the objectives are made clear. This way, a sense of
commitment is established and there are higher chances of increased output
quality.

Unified Approach – Members of a team work on a task collectively with

their individual set of skills put together. But, the interdependence and
coordination of their actions makes the members of a high performance
team share a sense of unity. Thus, the team-based approach gives an
organization more efficient and better streamlined units (teams) to achieve
outstanding results. “Individuals use ‘we’ rather than ‘me’” (F. Sharon,
2009).

Mutual Accountability – When members of a team contribute their efforts

collectively, they are answerable to each other in the team. Mutual
accountability is where the individual members of a team, even before
reporting to the boss, need to report to each other as the product of the
team’s contribution is the results of its collective efforts. This enhances most

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‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

of the above aspects of a team which include goal sharing and unity of
approach.

Leadership – Teams have a very interesting approach when it comes to

leadership. Leadership is not bestowed upon an individual but is rather
shared and rotated among the members of the team. This implies that task
responsibility, control and the authority on the final decision are not on a
particular leader’s shoulders, but is shared by all the members of a team.
However, a team leader naturally exists, but his/her existence is mostly to
facilitate socio-emotional processes and interactions within team members
and to encourage members’ needs of expression which will in turn facilitate
the removal of any barriers within the team.

Importance of teams and teamwork to the organization:

After a thorough analysis of what teams are and what they require to be
highly effective, efficient, productive and successful. It is imperative that
their importance to today’s organizations is known.

If the team-based approach to work wasn’t so important, it wouldn’t have

taken the centre stage in organizations globally. Organizations wouldn’t have
embraced this approach if it wasn’t a working concept. The past 20 years
wouldn’t have experienced such a rapid growth in the usage of teams where
“around 51% of employees worldwide are on teams of one sort or
another” (Ozols. V, 1996). According to Stockley. D, “it is good to be a
part of something that is worthwile” and organizations have
understood the power of teams.

To achieve its corporate goals, an organization needs to have teams of

individuals that help in generating a strong output. Teams help in breaking
down barriers between departments and branches, they help in dividing the
work, in turn spending more time on completing the task.

An apt description of the advantages of teamworking was given by Villis

Ozols who states that “teams have shown to decrease error rates, cut order
processing time, increase manufacturing productivity and decrease theft and
absenteeism”

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‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

Ray Kroc, the founder of McDonalds also preaches the concept of teamwork.
He says that input from every team member is the most essential driver of
success in the organization. “None of us is as good as all of us” is what he
believes.

If Ray Kroc’s quote is analysed deeper, it gives a sense that “no individual
can do everything with his/her given limitations of legs, hands,
time, expertise, knowledge and other resources” (Bitayo. R, Vista. A
and Wang. E, 2009) and teamwork solves this problem through the synergy
of complementary skills possessed by all individuals in the team, shared
goals, mutual trust and a burning desire to win.

Henry Ford, “father of Ford motor company and the father of modern
assembly lines” (Web, 2009) states that “coming together is a
beginning, staying together is progress, and working together is
success” (Web, 2009). In other words, he linked teamwork with success.

Organizations like General Electric Corporation have taken teamwork so

seriously that Jack Welch at GE took steps against those managers who
wouldn't learn to become team players by cutting the bottom 10% every
year (according to 1000 Ventures by Vadim Kotelnikov).

In Toyota, work stations are shared by the production employees. This is not
an outward display of team-work, but, a strategic move to make the work
stations efficient and reduce time looking for needed tools. Although Toyota
follows a bureaucratic structure, it allows for continuous improvement
(kaizen) from its employees. Toyota has empowered the backbone of the
organization (the employees) to an extent where an employee can even
“stop the production process to signal a quality issue” (Toyota,
2009). “Satisfied workers are motivated workers and therefore
effective workers”. (Adair. J, 1998)

Thus, the team based approach along with the concept of empowerment
increases loyalty and encourages a sense of ownership among employees
which is directly beneficial to any organization. Teamwork is seen to be the
fuel to any organizations strategic goals and managing an organization
without a collaborative approach will only deteriorate an organizations stand
in the global competitive arena.

8
‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

Problems associated with a team-based approach to work:

While two heads are better than one, too many cooks may also spoil the
broth. The advantages of using a team-based approach to work are many,
but, there are also challenges that an organization has to face while
managing groups and teams. If teams are not managed well, they might
pose as great a threat to the success of the organization as they can be a
boon to it.

Team working gives individuals a sense of shared values, they start getting
involved with each other. They start taking themselves to be a part of a team
always. This may cause certain phenomena in groups and teams within the
organization which would not necessarily prove to be beneficial.

Groupthink – “is a consensus seeking tendency in groups”. Janis. I

developed a very prominent theory known as groupthink which explains the
group decision making concept. The business dictionary defines groupthink
as the ‘tendency of the members of a group to yield to the desire
for consensus or unanimity at the cost of considering alternative courses of
action. Groupthink is said to be the reason why intelligent and
knowledgeable people make disastrous decisions’.

It implies that groups tend to ignore more important facts during a decision
making process just to maintain smoothness in work processes and to keep
the group as cohesive as possible. Thus, yielding to unanimity and consensus
on the most popular decision prevailing in the group.

According to an article by the University of Twente, Nederlands which was

adapted by the works of Janis ‘et al, groupthink requires a few conditions to
be met:

It requires that a team is highly cohesive. This means that there will never be
contrary debates while discussions take place and any decision that is made
will not be challenged by anyone else in the team. Teams that are victims of
this disastrous decision making phenomenon are also teams that have highly
directive leaders who make their wishes known.

The negativities of groupthink are many, but to point out a few:

Groups tend to ignore a least risky alternative out of all the alternatives
available to it and choose one that satisfies the group and avoids friction
within the group. Expert opinion is almost never sought which leads to
immature decision making and disastrous circumstances. Selective gathering

8
‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

and analyzing of information is a very common outcome of groupthink. Only

that information which satisfies the majority of the team is selected and the
rest is ignored even if it is important. Overconfidence is another outcome of
groupthink where team members are so confident on their decision that they
do not consider having a contingency plan.

After recognizing the potential dangers of groupthink, prevention methods

have to be adopted. Encouraging critical evaluation can help groups get out
of their own bubble and think outside the box to arrive at a more fruitful
decision. Welcoming fresh ideas will help as there will be better alternatives
and in more number.

[The above excerpt about Groupthink is adapted by the article by The

University of Twente, Nederlands]

Group Conflicts – According to the U.S. Marine Corps Journal on Leadership,

‘Conflict can be defined as any situation where incompatible activities,
feelings, or intentions occur together’

Incompatibility might not necessarily be of negative nature. This implies that

“conflicts in groups can be of two types – constructive and
destructive” (Tabunschikova. O, 2009).

Constructive conflict is said to improve the quality of decision making. It

tends to give results that are more likely to be successful as there is a
climate of healthy dissent and added commitment towards the decision
being made. This helps teams to avoid groupthink and strive for better
decisions and enhanced output quality.

Destructive conflict occurs when interpersonal disagreement precedes task-

oriented disagreement. Destructive conflict has many causes. Stereotyping
is one of the main causes. Having an impression about an individual in the
team may cause unwanted negative emotions and inappropriate behavior
against an individual which will in turn deteriorate relationships within the
team.

Misinformation is also a cause of conflict where the final outcome of a

decision might be affected severely. Conflict also occurs when personal
interest comes before the interest of all other members of the team wherein
an unfair situation is created. This reduces the morale of the entire work
team and has an impact on the overall performance. Personal beliefs and
values when imposed forcefully on the group, a negative atmosphere is set
for the rise of a destructive conflict within the team.

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‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

Negative conflicts are seen as battlegrounds for power struggle and as

Tabunschikova. O points out, “it is easier to wage war than to create
peace”

Therefore, it is very essential that managers pay attention to the entire team
building process as it requires careful planning and control and if problems
such as conflicts, social loafing, risky shifts and groupthink persist, it will be
very difficult for the modern organization to survive. Problems incapacitate
teams and teams incapacitate organizations which in turn inhibit the scope
for progress and excellence in the modern corporate environment.

Conclusion:

The rapid growth in popularity of groups and teams has shown an increase in
the number of corporations using this concept. Many leading-edge
organizations have realized the undoubted and incomparable strength of
team work and their effects with regards to performance and enhanced
outputs. An ideal recipe to maximum success of organizations in the
corporate scenario is a team with a proportioned blend of complementary
skills that increase creativity and innovation. Synergy that increases the
ease of problem solving, planned decisions that have an impact throughout
the organization provide the organization a sort of leverage that will propel it
to new heights. Working together is the new motto and companies need not
struggle for success if they are equipped with a modern organizational
arsenal – THE TEAM.

‘Teamwork is so important that it is virtually impossible for you to reach the

heights of your capabilities or make the money that you want without
becoming very good at it’ (Brian Tracy)

Bibliography:

1. F. Buckminster, 1975 -
http://en.wikipedia.org/wiki/Synergy

8
‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

2. D. Upinder and D. Santosh, 2002 -

http://www.newagepublishers.com/samplechapter/001395.pdf
Adapted from “Case Method in Management education” edited by
Dr.Upinder Dhar and Dr. Santosh Dhar. Publish by Excel Books, New
Delhi, 2002.

3. Katzenbach and Smith, 2003 -

http://www.sideroad.com/Team_Building/difference-between-team-and-
group.html
[Article written by Deborah Mackin, author of the 2nd edition of
the Team Building Tool Kit (Fall, 2007)].

4. F. Sharon, 2009 -
http://www.excellerate.co.nz/tt6sizematters.html
[Article on Designing Teams – Does Size Matter?]

5. Ozols. V, 1996 -
http://derekstockley.com.au/newsletters-06/067-teamwork-
importance.html
[Free article on teamwork by Derek Stockley]

6. Bitayo. R, Vista. A and Wang. E, 2009

http://www.scribd.com/doc/17125187/Report-Work-Teams-and-Groups

7. Web, 2009 -
http://www.wikipedia.org/

8. Toyota, 2009 -
http://www.si.umich.edu/ICOS/Liker04.pdf

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‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

http://www.leandeployment.com/pages/toyota-production-system.php
http://en.wikipedia.org/wiki/The_Toyota_Way#Section_II_.E2.80.94_The_Right_Process_Will_Pro
duce_the_Right_Results

[The Toyota Production System]

9. Adair. J, 1998 -
http://www.scribd.com/doc/7482428/Scientific-Management-and-
Human-Relations-Movement
[An Excerpt from 1st Year Business Management Essay, Imaad Ali Khan,
Heriot Watt University, Dubai Campus]

10. University of Twente, Nederlands -

http://www.tcw.utwente.nl/theorieenoverzicht/Theory
%20clusters/Organizational%20Communication/groupthink.doc/

11. Tabunschikova. O, 2009 -

[Lecture Handouts on Organizational Behaviour, Yr. 2, Heriot Watt
University, Dubai Campus]

Further Reading from the web:

http://www.teambuildingportal.com/articles/systems/teamperformance-teamsize

http://www.excellerate.co.nz/tt6sizematters.html

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‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

http://books.google.com/books?id=KSJe4ZW7-
IMC&dq=importance+of+teams+in+organizations&source=gbs_book_other_versions_r&cad=5

http://humanresources.about.com/od/involvementteams/a/five_teams.htm

http://www.google.com/search?
client=safari&rls=en&q=importance+of+teams+in+organizations&ie=UTF-8&oe=UTF-8

http://www.associatedcontent.com/article/849773/creating_work_teams_potential_problems.html

http://www.wildevents.co.uk/team-building-problems.htm

http://www.land.vic.gov.au/DPI/nreninf.nsf/childdocs/-C835B1CE4BC7F1D04A2568B30004FC37-
4FEBC5DEBF535AC1CA256BC8000410EB-5D3323C8EDE7C7EB4A256DEA00294D0A-
B59DCFB30DB614C3CA256BCF000AD4E0?open

http://wiki.answers.com/Q/Why_team_work_is_important_on_an_organisation

http://ezinearticles.com/?6-Key-Benefits-of-Teamwork&id=774055

http://www.teambuildinginformation.com/importance-of-team-building.html

http://derekstockley.com.au/newsletters-06/067-teamwork-importance.html

http://www.questia.com/googleScholar.qst;jsessionid=LHvX26hnb8WY13JtRkpsxxJSn
KyvrWgbyBbv6Np1v8JsvgMPdTvH!-891952362!-368539431?docId=5000162975

http://www.lifehack.org/articles/lifehack/advantages-of-a-smaller-team.html

http://www.teambuildingportal.com/articles/systems/belbin-team-roles

http://www.ncrel.org/sdrs/areas/issues/educatrs/leadrshp/le200.htm

http://www.teambuildinginformation.com/what-is-team-building.html

http://jobfunctions.bnet.com/abstract.aspx?docid=987063&promo=100511

http://jobfunctions.bnet.com/abstract.aspx?docid=65792

http://en.wikipedia.org/wiki/The_Toyota_Way#Section_II_.E2.80.94_The_Right_Process_Will_Produce_th
e_Right_Results

http://en.wikipedia.org/wiki/Henry_Ford

http://www.bizforum.org/Journal/www_journalDGC003.htm

http://www.1000ventures.com/business_guide/crosscuttings/team_main.html

http://www.tcw.utwente.nl/theorieenoverzicht/Theory%20clusters/Organizational
%20Communication/groupthink.doc/

http://www.businessdictionary.com/definition/group-think.html

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‘Why are groups and teams seen as central to contemporary organizations
and what are some of the problems associated with a team-based
approach to work?’

http://ezinearticles.com/?Team-Work---Advantages-and-Disadvantages&id=2147091