Team working: part 2 – how are teams chosen and developed?

Abstract

Purpose

This is the second of two articles on teamwork which aim to deals with the selection and formation of teams, team leadership, team roles and team development.

Design/methodology/approach

The paper builds on the first article which covered such issues as the reasons for moving to team working for improving performance, improving quality and encouraging innovation, promoting and exploiting technological advances and as a means of improving motivation. The article also looks at how teams are chosen and developed. Best practice as outlined by the UK Advisory, conciliation and arbitration service (ACAS) is used together with the personal experience of the author.

Findings

The first thing to recognize is that organizations will be at different points in their evolution in team working terms. Teams that need to work within and across an organization such as sales, marketing, purchasing, personnel and finance find that team working fosters a collaborative rather than a competitive or adversarial approach. It is vital that teams must be capable of doing the job for which they have been selected and this clearly implies that the membership should include people able to contribute towards the completion of task.

Originality/value

It is important that management, trade unions and employees ensure they know how team working will contribute to their business strategy and that it is likely to involve a long‐term transformation.

Citation

McGreevy, M. (2006), "Team working: part 2 – how are teams chosen and developed?", Industrial and Commercial Training, Vol. 38 No. 7, pp. 365-370. https://doi.org/10.1108/00197850610704561