Managing Contemporary Organization

Running head: MANAGING COMTEMPORARY ORGANZIATION
MANAGING COMTEMPORARY ORGANZIATION
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MANAGING COMTEMPORARY ORGANZIATION
1. Teamwork is a managerial strategy for work intensification – discuss?
Team can be defined as the process of working together in a collaborative way with a
group of people to achieve the desired goal or objective (Crowley, Payne and Kennedy 2014).
Teamwork is considered to be the most crucial aspect of a business. A team consists of a small
number of people having complementary skills committed towards achieving a common goal.
The members of a team have a shared focus on a set of performance goals and objectives; they
hold themselves responsible and accountable for the outcomes of work result.
There are various types of teams in the organization. These types of teams helps to
structure the work in a measurable, specific and in a time constrained manner. It helps to assign
clear responsibilities, duties and deadlines. It enables them to do mentoring and informal
coaching. The four types of teams include:
Functional teams: These types of teams are permanent and include members from the similar
departmental. Each team member has different roles and responsibilities (Algashami et al. 2017).
The manager of the organization takes entire responsibility and members report to the manager.
Cross functional teams: It is made up of members from various departments, this type of teams
deal with specific tasks which includes various inputs and special expertise. This type of team is
popular across the world ( Salas eta l. 2013).
Matrix teams: this type of type can be describes by ‘two boss system’, different members of the
team report to different managers in the organization regarding different aspects of the work.
This type of team has a matrix management approach ( Salas eta l. 2013).

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Contract teams: This type of teams are outsourced and are tied down by contract, they perform a
part of the project in the organization. After the completion of the project, the client is detached
from the team.
Team work theory is considered to be an organized way of comprehending the
circumstances, procedures and behaviours (Liu et al. 2015). The theories that are relevant to
team work include Hierarchy of needs theory by Maslow, X and Y theory by McGregor and
team analysis theory. By understanding the teamwork theories, the managers try to create a team
unity to achieve the objective. Teamwork is a managerial strategy for intensifying the work, this
statement implies that the members of the teams are committed to a common purpose, they have
a shared focus. The teams work together to develop direction, commitment and shape a
meaningful purpose. Teamwork is a strategy used by the management for solving inflexible
structure of work and inefficient bureaucratic control and helps to enhance the employee growth
and relatedness by enriching and empowering the job (Liu et al. 2015).
The goal of teamwork is to cultivate the values of the organization into the team members
and making it participative. It enables the members of the team to be more participative and
provides them autonomy thereby enabling work intensification. It instils in them passion to
work. Moreover, teamwork enables the member to supervise the wok of others and ensure
productivity. They have huge responsibility is perfuming the work despite various issues
regarding absenteeism, slackness and change of team members. Hence considering the above
factors it might be true that the managers use the strategy of teamwork to intensify the work
among the members (Hanaysha 2016).

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Teamwork benefits the organization to obtain maximum labour at minimum costs, as the
level of stress; pressure and tension are increased as the work is intensified. However this
sometimes leads to negative effects on the members or employee’s wellbeing. The strategy of
teamwork improves the bureaucrative control. It helps to attain a concertive control that is a
tighter form of control in a team based work. The team members monitor and measure the
actions of the team and ensure that the wok conforms to the norms (Crowley, Payne and
Kennedy 2014). The additional pressure while working in the team helps to gain maximum
productivity from the employees. This is teamwork in implied in the organization by the
managers. The context is true as teamwork is indented to increase effort of the employees. By
measuring the performance of the team, the attitudinal outcomes, job satisfaction, commitment,
behavioural outcomes of the employees and analyzes the turnover and absenteeism the statement
can be tested. According to my experience, teamwork has helped to perform the work better with
supervisor attitude and motivation from the other team members (Algashami et al. 2017).
Therefore it can be concluded that teamwork increases productivity. However by
applying the framework of teams it can be understand that the statement is true. Though certain
situations like poor leadership, wrong mix of team members and unhealthy team environment
adversely affects the performance of teamwork (Algashami et al. 2017).
2. How is organizational and team climate related to performance? How can the elements
of climate (Ekvall et al.) help drive innovation and creativity in an organization?
The internal climate of the organization and the climate of the team individually or
collectively impact the employee productivity and performance. Every employee in the
organization is conditioned by the culture and climate of the organization and the team. This