Case
Studies
In the corporate
sector where human resource is becoming like oxygen to companies
it is important to take care of them in every way you can. This
section will treat you with articles about time tested companies
and what they do to keep their employees happy. May be you can
benchmark with them...?
Together
Everyone Achieves More – unknown
What
is the one common factor CEOs attribute to the success of their
company’s? Teamwork! A concept, which even a few years
back, seemed to be the next management fad. Now it is enjoying
a robust comeback. Irish a Teamwork is not a management fad;
it is a vehicle for achieving top quality performance. To a
great extent, success of a company depends upon the individuals
within the company working together as a dynamic team.
General
Electrics (GE)
One man who has revolutionised the concept of teamwork is Jack
Welch, CEO of GE. According to him, “we’ve developed
an incredibly talented team of people running our major businesses,
and, perhaps more important, respect for healthy sense of congeniality,
mutual trust, and performance that pervades this organisation.”
Welch
is not only known for increasing GE’s revenue seven folds,
but also for building one of the world’s executive talent
portfolios. The long-term success of a company depends upon
the quality of performance of the leadership team. Poor performing
team breeds turf politics and agendas, whereas a high performing
one gives way to “organisational coherence” and focus.
However,
one first has to decide whether a team is required or not. Sometimes
a team assists and at times it simply slows down the workflow.
What you have to ask: “Is it a team task?” The more
complex the work is and the less important speed is, the more
likely it is that the task would be from a team approach.
If
a team is needed, it is essential that everyone understand exactly
what a “team” means.
Author
John Katzenbach says-
• Few number of people, ideally
less than ten
• Committed to a specific
purpose
• Believe in what they are
doing
• Clarity in performance goal
• Common work approach
• Mutual accountability
Most
organisation set numerical goals. For instance, bring up the
market share by 10 percent. Goals should not be numerically
driven otherwise it reduces teams performance. Instead the team
must have a qualitative goal which everyone understands e.g.
making decisions to expand a certain market. There are times
that, require single-handed decisions and times when teams take
better judgement calls. Look at the situation and than determine
whether a team approach is appropriate or not.
Delta
Consulting
Psychologist Janet Spencer, a consultant with Delta Consulting
works closely with executives. She observes that top management
have concerns about getting the best out of their executives
who are asked to perform in a team. Those who are still climbing
the ladder ask “What’s in it for me?” Young rising
executives are more concerned about individual recognition.
Senior executives are also not good team players. These are
real issues CEOs must deal with. According to Spencer, a “team
leader must be strong and top management must make clear the
importance of the team’s task. The team must have a very
clear, very specific focus.”
When
teams fail to focus on their objective, on job profiles of each
one involved, how the work will progress etc. invariably the
operation fails. Teams are similar to families in many ways.
Like family teams are likely to get into arguments conflicts.
The idea is to work your way through it, resolve the issue and
move on just like you would do with your family.
Leaving
you with a thought- “Coming together is a beginning, staying
together is progress, and working together is success.”
Henry Ford
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