<p>Just repeating the mantra of teamwork does not work. The members of the team have to be committed to the goal of the organisation or team they are working for. A proper environment has to be created to make the members give their best wholeheartedly. A mere fiat from the top management may not bring the team members together as people resent anything that is imposed from outside without their consent.<br /><br />Successful organisations have made it a point to select the right people who have the enthusiastic attitude to teamwork. A few individuals may not fit such group working because of their ego hassles or other personal problems. It does not mean, however, there is no place for such individuals who can work better where there is minimal liasing with others like analysts, researchers and auditors. However, it should be appreciated that the inability to get on with fellow workers is a serious drawback and the boss should try everything to counsel that maverick to change for the better. No organisation can afford to have too many such difficult individuals who have problems of adjustment with others.<br /><br />Cooperation<br />Without good understanding and cooperation it would be difficult to make teamwork a success. This is one of the problems we Indians face from time to time. We are too individualistic which makes vibing with fellow workers a difficult task. This could be due to jealousy or mistrust. <br />This in sharp contrast with the Japanese and other nationals who find teamwork the way of working as a work culture in the organisation. Managers from time to time in our business milieu should emphasise this aspect if we have to mobilise people power to the maximum. <br /><br />The CEO and his senior executives should be talking and walking examples of good teamwork to be followed by others. The culture of teamwork should be nurtured in every individual and encouraged to reach out to others. For example, in certain organisations, every one is expected to suggest ideas for improvement. If each could contribute his mite, say, one per cent, then all these collectively could be a substantial figure when the sum total of all the efforts is collated. <br />That is the reason why not even one small idea from anyone should be considered too small to have any impact on the organisation’s bottom line. Little drops of water make a mighty ocean and the same is true of individual’s efforts vis-à-vis team output.<br /><br />Teamwork exists in a formal or informal way in any organisation. Quality Circle, Group Activity, Small Group Activity (SGA) or Large Group Activity (LGA) are some of the formal groups fostering teamwork Also, a number of groups of like minded persons or disciplines exist in a non-structured manner —— “Birds of a similar feather flock together.” The idea of persons getting together is with the intention of tackling problems together, “Two heads are better than one.” In all these groups, the paramount consideration is to pool resources together. <br />Brainstorming becomes easier with groups with common goals. People come out with ideas and suggestions where they are likely to be heard and where persons are treated as equal partners within the group. <br />That is why it is important for any person, however talented or brilliant he/she might be, to merge his identity with the group to make matters easier for others. <br />Otherwise, there is a real danger that those who are not so gifted may remain silent spectators with a conviction that their views do not receive the attention they deserve.<br /><br /> Leadership<br />The leader in a group can make or mar a team. His dynamism can create the right wavelength for others to take part in the teamwork with enthusiasm. That is why he has to be careful not to be overbearing or be a mere spectator. People look up to him to engage their services the right way for the well being of the team. If for example, there is an expert in data analysis in the group, he should get an assignment that shall enthuse him. On the other hand, if the leader ignores that person’s expertise and allots some minor or insignificant work, then his talent will go waste. The leader has the onus of giving the right opportunity for everyone to shine in the team. We have examples in the sports field where the captain sometimes misses opportunities to give the right encouragement for some of his team members. <br />The outcome could have been different if only the captain had thought carefully about each team member’s strength and weakness. Managers should devise strategies to improve tem work in the organisation. They should convince their people the several advantages of working together for the good of the organisation they are working. <br /><br />An environment of openness is a sure motivator, as the employees feel enthused to work for the common good. <br />The less number of de-motivators the better for a person to concentrate on his job and give his best.</p>
<p>Just repeating the mantra of teamwork does not work. The members of the team have to be committed to the goal of the organisation or team they are working for. A proper environment has to be created to make the members give their best wholeheartedly. A mere fiat from the top management may not bring the team members together as people resent anything that is imposed from outside without their consent.<br /><br />Successful organisations have made it a point to select the right people who have the enthusiastic attitude to teamwork. A few individuals may not fit such group working because of their ego hassles or other personal problems. It does not mean, however, there is no place for such individuals who can work better where there is minimal liasing with others like analysts, researchers and auditors. However, it should be appreciated that the inability to get on with fellow workers is a serious drawback and the boss should try everything to counsel that maverick to change for the better. No organisation can afford to have too many such difficult individuals who have problems of adjustment with others.<br /><br />Cooperation<br />Without good understanding and cooperation it would be difficult to make teamwork a success. This is one of the problems we Indians face from time to time. We are too individualistic which makes vibing with fellow workers a difficult task. This could be due to jealousy or mistrust. <br />This in sharp contrast with the Japanese and other nationals who find teamwork the way of working as a work culture in the organisation. Managers from time to time in our business milieu should emphasise this aspect if we have to mobilise people power to the maximum. <br /><br />The CEO and his senior executives should be talking and walking examples of good teamwork to be followed by others. The culture of teamwork should be nurtured in every individual and encouraged to reach out to others. For example, in certain organisations, every one is expected to suggest ideas for improvement. If each could contribute his mite, say, one per cent, then all these collectively could be a substantial figure when the sum total of all the efforts is collated. <br />That is the reason why not even one small idea from anyone should be considered too small to have any impact on the organisation’s bottom line. Little drops of water make a mighty ocean and the same is true of individual’s efforts vis-à-vis team output.<br /><br />Teamwork exists in a formal or informal way in any organisation. Quality Circle, Group Activity, Small Group Activity (SGA) or Large Group Activity (LGA) are some of the formal groups fostering teamwork Also, a number of groups of like minded persons or disciplines exist in a non-structured manner —— “Birds of a similar feather flock together.” The idea of persons getting together is with the intention of tackling problems together, “Two heads are better than one.” In all these groups, the paramount consideration is to pool resources together. <br />Brainstorming becomes easier with groups with common goals. People come out with ideas and suggestions where they are likely to be heard and where persons are treated as equal partners within the group. <br />That is why it is important for any person, however talented or brilliant he/she might be, to merge his identity with the group to make matters easier for others. <br />Otherwise, there is a real danger that those who are not so gifted may remain silent spectators with a conviction that their views do not receive the attention they deserve.<br /><br /> Leadership<br />The leader in a group can make or mar a team. His dynamism can create the right wavelength for others to take part in the teamwork with enthusiasm. That is why he has to be careful not to be overbearing or be a mere spectator. People look up to him to engage their services the right way for the well being of the team. If for example, there is an expert in data analysis in the group, he should get an assignment that shall enthuse him. On the other hand, if the leader ignores that person’s expertise and allots some minor or insignificant work, then his talent will go waste. The leader has the onus of giving the right opportunity for everyone to shine in the team. We have examples in the sports field where the captain sometimes misses opportunities to give the right encouragement for some of his team members. <br />The outcome could have been different if only the captain had thought carefully about each team member’s strength and weakness. Managers should devise strategies to improve tem work in the organisation. They should convince their people the several advantages of working together for the good of the organisation they are working. <br /><br />An environment of openness is a sure motivator, as the employees feel enthused to work for the common good. <br />The less number of de-motivators the better for a person to concentrate on his job and give his best.</p>
