Organizational Behavior and Team Building Case Study

In other words, the emphasis is on effective leadership and increased revenue for the company as a whole, which ultimately benefit individual managers as well.

Like cross-functional teams, self-managed teams also need specific models to ensure success, not least because of the collective leadership these teams display. The potential for conflict and misunderstanding could result in ineffective group work. To mitigate this, Silverman and Propst (n.d.) proposes a specific model according to which such teams can function optimally. There are various roles inherent in the model that is suggested. These roles include: 1) upholding organizational and personal values and principles; 2) accomplishing the work assigned to the team; 3) organizing the work environment; 4) managing work processes; 5) participating in organization-wide systems; 6) participating in organization-wide strategies; and 7) managing team processes.

The model therefore indicates that some leadership and management are essential in helping the team to achieve its highest potential. The fact that team members are empowered to make decisions and take responsibility means some relief of pressure on the traditional leadership model; however, cohesion and effectiveness in any team setup relies on the ability of a leader to manage effectively, even if this is only to ensure the soundness of major decisions or to act as a springboard for discussion should this be necessary.

In conclusion, the world of management is constantly evolving, and so is the nature and function of teams. Cross-functional and self-directed teams are the latest models that offer optimal functionality in an increasingly competitive environment. When considered in terms of the current economy, it is wise for managers to create an environment in which teams can function with the least interference and the least consumption of time, especially where this reflects upon the delivery of products and services. Creating the best functioning team for any business is advisable in terms of competition, revenue, and general business effectiveness. Cross-functional and self-directed teams have great potential to accomplish this.

References

Armstrong, R.V. (2005). Requirements of a Self-Managed Team Leader. Leader Values. Retrieved from: http://www.leader-values.com/Content/detail.asp?ContentDetailID=1004

Merritt, E.A. And Reynolds, D.E. (n.d.) The Effect of Self-Managing Teams on Manager Commitment and Organizational Tenure in Private Clubs. Retrieved from:

Myshko, D. (2006, Sep.) Cross-Functional Teams: Models of Success. PharmaVoice. Retrieved from: http://www.skila.com/Downloads/Cross%20Functional%20Teams.pdf

Pragmatic Marketing (2011). Enabling Cross-Functional Teams: A Leadership Role for Product Managers. Retrieved from: http://www.pragmaticmarketing.com/publications/topics/09/enabling-cross-functional-teams-a-leadership-role-for-product-managers

RCG University (1999). Self-directed Teams. Retrieved from: http://rockfordconsulting.com/self-directed-teams.htm

Reh, F.J. (2006, Oct. 11). Flatten the Pyramid. Retrieved from: http://management.about.com/b/2006/10/11/flatten-the-pyramid.htm

Silverman, L. And Propst, A.L. (n.d.). Ensuring Success: A Model for Self-Managed Teams. Retrieved from: http://www.saferpak.com/teamwork_articles/ensuring_success.pdf

Stennes, B. (n.d.) How to Manage Cross-functional Teams. Resources Unlimited. Retrieved from: http://www.resourcesunlimited.com/How_to_Manage_Cross-Functional_Teams.asp