Team-Based Mode of Operation
Team-BasedMode of Operation
Team-BasedMode of Operation
Theteam-based organisation is one of the various means of operationalstrategies applicable to corporations (Turner, 2014). The team-basedstructure is more of an inclusive model of decision making where allthe employees or stakeholders are involved in the decision-makingprocess. It differs from the traditional structure of theorganisation where the top management makes all the decisionsregarding the firm. Therefore, all workers feel that they are part ofthe entity rather than members of distinct departments in thebusiness. Consequently, the operation of a team-based organisation ismore efficient and effective which gives it an advantageous andcompetitive edge over other enterprises in the market. The sameconcept of team-based organisation is what Vitron Enterprisescontemplates to use to increase its productivity while reducing theoverall costs.
Team-basedmanagement is quickly gaining popularity among organisations due tothe impressive performance records from the employees after trainingand the overall performance of the company (Elmuti,2013).Therefore, Vitron Entreprises has to prepare before hand on employeetraining requirements in the process of developing its workforce toadapt to the strategies of team-based organisations. Some othertraining issues include
Thelevel of emphasis required in the integrative role of training.Research shows that team-based groups subject their new employees andleaders to intensive training during their first year in the agency.The basic concept in team-based organisations is integratingemployees in the decision-making process of the company (Baysan,Durmusoglu & Cinar, 2017).Therefore, employee inclusion in decision making is an essentialelement for Vitron Enterprises to consider as it transforms into ateam-based organisation.
Secondly,Vitron Enterprises needs to address the strategic value of trainingits employees in addition to other stakeholders like customers andsuppliers. Employees participate more effectively in an organisationif they are properly trained and has internalised the concept of ateam-based organisational structure.
Finally,Vitron Entreprises should already be aware of the cost factor and theexpenses it will incur while training its employees and developingits structure. The prevailing trends among high- performingorganisations are that they invest more funds in the trainingprograms for their employees as compared to other firms (Garbers& Konradt, 2014).The structure of a team-based organisation has teams of employees whowork towards achieving the common goal by accomplishing individualroles. The Vitron entity can control the financial aspect bybudgeting for the training in advance after considering therequirements of all the employees.
Theprimary factor of concern in team-based organisations is the level ofexpertise and professional capability of the employees. Employeesshould have perfect knowledge of what is expected of them as itdetermines their performance in the organisation. Every team membershould be informed and trained in their roles. Vitron Enterprisesneeds to develop a support system that is relevant to the team-basedworking. This system organises for training, rewarding, communicationand interim relations amongst the workforce.
Traditionally,employee training was on specific skills only because these workerswould maintain their positions for a long time (Mathieu,Tannenbaum, Donsbach & Alliger, 2014).Unlike in the current times, firms like Vitron Enterprises has tointegrate their employee training to the current business trendswhere the workers are flexible and quickly adapt to the changes. Thisadaptability will enable the Vitron Enterprise to respondcompetitively to the changing environment in regards to theircompetitors in the market.
Baysan,S., Durmusoglu, M. B., & Cinar, D. (2017). Team based labourassignment
methodologyfor new product development projects. Computers& Industrial
Elmuti,D. (2013). The perceived impact of team‐basedmanagement systems on organisational
effectiveness. TeamPerformance Management: An International Journal.
Garbers,Y., & Konradt, U. (2014). The effect of financial incentives onperformance: A
quantitativereview of individual and team‐basedfinancial incentives. Journalof
occupationaland organisational psychology, 87(1),102-137.
Mathieu,J. E., Tannenbaum, S. I., Donsbach, J. S., & Alliger, G. M.(2014). A review and
integrationof team composition models: Moving toward a dynamic and temporal
framework. Journalof Management, 40(1),130-160.
Turner,J. R. (2014). Thehandbook of project-based management (Vol.92). New York, NY:
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