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Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples ofwork they have done as
members of a successful team are in asstrong a position as those who can point
to significant individualachievement. Indeed, too much of the latter may suggest
thatthe person concerned is not a 'team player' - one of the moreserious
failings in the book of management.
The importance of being a team player is a side effect of the increasing
interaction acrossdepartments and functional divides. Instead of pushing
reports, paperwork and decisions aroundthe organisation, 'teams provide a
dynamic meeting place where ideas can be shared and expertisemore carefully
targeted at important business issues,' says Steve Gardner, in his book
KeyManagement Concepts. He adds, 'Globalisation has added a further dimension to
teamwork.Multinational teams now study policy decisions in the light of their
impact on the local market.'
But is teamworking being overdone? 'Some managers are on as many as seven or
eightdifferent teams', says Dr Cathy Bandy, a psychologist who recently ran a
conference on thesubject. 'They take up so much time that managers can't get on
with core tasks.' Forming teamsand having meetings has, she says, become an end
in itself, almost regardless of purpose. There isalso the danger of an unhealthy
desire to keep the team going after the work has been done. 'People feel the
need to belong, and team membership can provide a kind of
psychologicalsupport.'
The idea behind teamworking is that, when the right group of people is
brought together, a'force' develops which is greater than the sum of their
individual talents. This is often true in sport,where good players can reach
unexpected heights as members of an international team.However,few business
situations have as clear a set of objectives, or as clear criteria of success
orfailure, as winning a match.
'In business, everyone needs to be clear about what the challenge is and
whether a team isthe right way of approaching it', says Steve Gardner.
'Unfortunately, people focus instead on whothe members of the team should be and
what roles they are to play' Dr Bandy agrees. 'There isalways a danger that
teams can turn into committees,' she says. 'In a lot of situations, one or
twoindividuals would be much more effective.'
So what makes a successful team? There are some general qualities that have
been identified.Steve Gardnerrecommends that in every team there should be
someone who is good atresearching ideas and another who is good at shooting down
impractical ones. There should bethose who can resolve the tensions that
naturally occur in a team and others who are focused ongetting the job done.
Also, providing a clear and achievable target at the outset is the best way
ofensuring that the team will move on to greater things.
13、 What point does the writer make about teamworking at the beginning of the
article?
A It is the most successful form of management.
B It has changed the recruitment procedure in companies.
C Well-run teams still allow individuals to demonstrate their talents.
D Being a team player is now considered an essential management skill.
14 、According to the article, teamwork developed within companies as a
response to
A modern office design.
B changing work practices.
C a reduction in administrative tasks.
D the expansion of international business.
15 、In the third paragraph, Dr Bandy suggests that
A many employees do not enjoy working in teams.
B some managers are not very effective team leaders.
C some teams are created unnecessarily.
D few teams are well organised.
16 、According to the writer, teamwork is more effective in the field of sport
because the players
A know what they want to achieve.
B are more competitive by nature.
C have more individual talent.
D can be driven by national pride.
17 、Steve Gardner and Dr Bandy agree that when a business team is created
people do notpay enough attention to
A the structure of the team.
B alternatives to the team.
C selecting the team members.
D directing the team's activities.
18、 What is Steve Gardner's advice on operating a successful team?
A Maintain a flexible approach to membership.
B Allow personalities to develop within the team.
C Select people who fit naturally into certain roles.
D Make every effort to avoid conflict between members.
