Topics: Team, Decision making, Decision theory Pages: 6 (1927 words) Published: December 13, 2014


Working as team is defined a small number of people who are engaged to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable (Katzenbach and Smith, 1993). Wilson (2010) supports that teamworking can represent in extension to employee involvement by offering a degree of influence and control over day-to-day working. Moreover, working as teams might be multi-skilled, and might routinely rotate tasks, organize and allocate their own work (Wilson, 2010). However, Delaue et al., (2008) argue that there is no generally definition of ‘teamwork’ but the result of teamwork is the improvement of organization performance. Katzenbach and Smith (1993) point out that a team is not simple any group working together. This is because the essence of the team is common commitment teams and other forms of working group.

Positives and Drawbacks of teamwork


According to Katzenbach and Smith (1993), successful team is depended on management which contains clarifying the charter, rationale and performance. Moreover, management is enough flexibility for team to develop its own specific goals, timing and approach. As a result, working as team can accomplish to specific goals such as reducing poor quality work and responding to customer demand within a shorter time period. Teamwork: An effective way to… Katzenbach and Smith (1993), Improve performance

Reduce production costs
Speed up innovations
Introduce new technologies
Improve product quality
Increase (functional) flexibility
Increase employee participation
Achieve better industrial relations
Identify and solve work-related problems
‘Meet the challenge of global competition’

However, opponents of Katzenberg and Smith views claim that Katzenberg and Smith views are based on personal experiences and point of view. Wilson (2010) supports little is known of the interview process or how the interview data was analyzed. Moreover, Katzenberg and Smith’s views only focus on management Wilson (2010). In fact, Matcalf and Lin stend (2003) argue that team member’s felling and personal reflections is important for working as team. Furthermore, although teamwork has resulted in high productivity, it is being criticized, downsized and abandoned Wilson (2010). Consequently, Katzenbach and Smith’s point of views of teamwork appear to be ambiguous.


Due to working as team, Katzenbach and Smith (1993) claim that there are fewer than ten members which can indicate as successful teams. Meanwhile, larger numbers of team member have trouble in spaces and timing.

Theory of Teamwork

Katzenbach and Smith and the wisdom of teams
Did research in HP (Hewlett-Packard), Motorola and the Girl Scouts companies. Give definition of team: A team is a small number of people with complementary skills and People in team are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. Give emphasis of essential team: The essence of the team is common commitment. Belief

They believe that most successful teams do this in response to a demand from higher management. Management is responsible for clarifying the charter, rationale and challenges. They believe that there is an ideal size of team which have effect on effective teams size matters range from 2 to 25 for effectively interaction

They believe that teamworking improves performance
develop a right mix of skills—technical expertise, problem solving decision making skills and interpersonal skills teams are left enough flexibility to develop its own specific direction, timing and approach They give emphasis on the importance of ‘autonomy’ in the workplace They believe that working as teamwork encourage open-ended discussion Critiques

The research is based on ‘personal views’ – the method is unclear It assumes a taken-for-granted ‘commitment’ (of all members) inside...
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