Managing Teams

The behavioral psychology of a modern man is that only as the individual joins with his fellows in groups and plaques base he hope to control the political, economic, and social forces that threaten his individual exemption (Hersey, 1996, p. 359).One of the realities of organizational behavior is that we have to work in and with hassle-solving groups in order to accomplish our aspirations. No matter how much individual measure is emphasized, almost all of the goals seat only be achieved in a group. It is therefore important to apply behavioral science principals and concepts to managing squads more effectively.Creating and managing teams in the workplace can lead to effective outcomes. Teams (formal work groups) are more and more viewed as productivity engines and just like engines, they require constant care and maintenance (Dumaine, 1994 pp. 86-92). Organizations that are willing to invest in matching the decent type of team to the right situation are getting in truth me llow returns on their investments. Success in managing teams depends upon clear and decisive executive director management, vision, training as well as involvement of cross-functional group of employees (Hersey, 1996, p. 360). fit in to Brian Dumaine, there are five types of teamsProblem-Solving Teams Identify and attack a problem and then disband. Management Teams Coordinate work from different departments and functions. Work Teams These are self-managed teams doing daily work. Virtual Teams They accelerate and use high technology communication theory to exchange ideas and roles. Quality Circles Groups They consist of workers and supervisors who meet periodically to address problems. Managing a Productive TeamSuccess in creating a productive team also depends upon the way the teams are put together and how they draw on their experiences. It also depends on how the team is designed.Teams that hold ined new procedures quickly parcel out three essential characters. They were desi gned for learning their leaders framed challenges in such a way that team members were highly motivated to learn and the leaders behavior created an environment of psychological safety that fostered communication and innovation. Another lively aspect of team designing was the extent to which substitution is permitted. For that leaders involve to develop conditions for team members such as establishing open communication and ontogeny trust a sense of camaraderie.Executive management team can also dilute the complexity of surrounding strategic issues by plentiful more sophisticated analyses and comprehensive solutions as well as establishing an give up atmosphere for the team because perceptions become reality, understand and manage them investigate the gaps mingled with perceptions and reality and act decisively to correct gross misperceptions. As Douglas K. metalworker suggests, in the end, the wisdom of teams is within the team itself. It is not in creating the high performan ce organization, managing transformational change, enforcing corporate performance ethics, or inspiring new dimensions of leadership. It is in a small group of people so committed to something big than them that they will not be denied (Ward, 2007, pp. 85-90).It is important to develop teams of people (human resource) to carry through goals and objectives according to a companys entrepreneurial vision. The internal environment of any organization would favor and encourage corporate team building policies, a realized corporate culture and values to achieve organizational goals and vision.ReferencesCreating and Managing Teams from organizationaldynamics.comhttp//sloanreview.mit.edu/x/48313 tooshie R. Katzenbach and Douglas K. Smith, The Wisdom of Teams.