Posts Tagged ‘human resources’

In the last fifteen years, organizational structure has undergone a shift from the individual climb up the corporate ladder to an increasing emphasis on work teams and groups. The shift to work teams is largely due to factors such as globalization, downsizing and the need for technological efficiency. As companies expand and tasks become more complex, more and more specialists are needed within organizations. These specialists must learn to work together so that colleagues have an understanding of the role and responsibility of those whose skill sets differ from their own. In addition, the convergence of products, services and technology from around the world has forced companies to work in a cross functional environment for which the best organizational design is often working in teams.

There are other reasons for the emergence of work teams as well. Stiff competition, particularly in technology-driven fields, requires teamwork with a concerted effort to keep the company as a whole on the cutting edge. Because technology-driven tasks have become far too complex for one person to handle alone, many organizations create work teams to accomplish collective goals. In addition, organizations are all but eliminating middle management as a result of downsizing efforts. Shifting authority down to members of a work team allows management to capitalize on a positive synergy that results in significant increases in productivity. When teams operate in such a way that the whole is greater than the sum of its parts, productivity invariably increases.

A well-functioning team can bring out the best in its members because problem solving skills and creativity increase with mutual support that builds morale. The characteristics that make a team effective include complementary skill sets, a sense of accountability among the team as a whole, and a synergistic approach to problem solving. Most importantly, the team must have a desire to work together to implement solutions. A team that functions efficiently learns to benefit from the diversity of skills among its members, and the result is much more than can be accomplished by each member of that team working alone. It follows that the single most important factor in determining whether a team will work well and be productive is a sense of teamwork. This foundation should be in place before the team’s tasks are even defined. With a sense of teamwork and the right mix of skills, teams will have the basis for functioning autonomously and the commitment to accomplish their goals.

Work teams are usually self-managed, which is very different from the traditional management approach of holding individuals responsible for the whole group. Though they function collaboratively, most teams have a member who can function in a leadership role. When teams develop, natural leaders should be allowed to emerge. Team leaders have a role that is very different from traditional managers. The leader may facilitate group activities, such as brainstorming sessions in which no idea is a bad idea. With a free expression of ideas in an environment that encourages people to think actively, team members are more likely to proactively seek solutions in a way that allows every member of the team to participate according to his or her strengths and level of skill. When every member of the team is engaged, the group as a whole is productive.

While at best work teams operate to increase productivity, there are many challenges that can affect their efficiency and lead frustrated human resource managers to abandon the effort entirely. For example, members of a team can suffer from “groupthink,” the belief that every member already knows what the others will propose as solutions. When this happens, teams can become paralyzed by inaction. Issues related to globalization create what are perhaps the most daunting challenges to teams. As national borders become transparent and economies intertwine, there is an increased risk of choosing solutions that isolate or marginalize some team members because the solutions are based on preconceived notions that do not apply across international borders.

Other problems faced by struggling work teams are due to interpersonal clashes in personality or work style. For example, employees who feel they should not have to make decisions may balk at the idea of working in self-directed teams. Virtual teams have a special challenge as a result of their dependence on communications technology to do their jobs and the fact that technology may be their only vehicle for establishing trust and working relationships.

While many managers and executives view teams as the most effective design for involving all employees in the success of a company, they may not be skilled in the group dynamics needed to run teams effectively. This, along with the fact that many people are initially more comfortable working alone, may cause executives to be skeptical about the value of work teams and hesitant to take the necessary steps to create them. With some basic planning and preparation, however, most organizations can implement a system of work teams that thrive.

Human resources managers can do a variety of things to support team efforts. To begin with, management should communicate clear expectations for a team’s performance, as well as a rationale for why the team was created. Messages to various departments should be tailored to individual needs for information with the awareness that everyone has different perceptions about what goes on in an organization. Multiple channels should be used to convey messages as well. Letters, phone calls, meetings and memos are all ways to communicate with team members. All communication should involve empathy with others, and managers should be aware that face-to-face communication is sometimes more valuable and effective than less personal methods. For a message to be conveyed most effectively, words and actions should always match. Relevant feedback and active listening are other strategies that skilled communicators use as well.

In addition to communication efforts, sufficient resources (people, time and money) must be allocated to a team and its tasks. Performance evaluations and reward systems that reflect team contributions are also part of the effective leadership that motivates teams. An organization’s human resources policy and its practice are important forces in shaping the behavior and attitudes of employees. Policies should address the selection process, training and development, performance evaluation, and, when applicable, union management.

Another way for human resource managers to support teams is by offering workshops and training sessions to improve the communication skills needed to function effectively as a unit. Competent employees do not stay competent indefinitely. Skills sets deteriorate and can become obsolete, so ongoing training in everything from literacy and interpersonal skills to problem solving and technical skills is critical.

Finally, managers can bring in external facilitators and mediators to help resolve conflicts when necessary. Unresolved or excessive conflict can hinder the effectiveness of a group or organization, resulting in reduced productivity and lowered morale. A skilled, impartial third party is an invaluable resource, particularly when conflicts become personal. Consultants can improve relationships between parties in conflict and help to facilitate resolution to interpersonal problems.

Matching individuals to organizations is a crucial part of success for any company. The match between people and the companies for which they work is determined by the kind of organizational culture that exists. The degree to which an organization’s values match the values of an individual who works for the company determines whether a person is a good match for a particular organization.

The collective rules by which an organization operates define its culture. These rules are formed by shared behaviors, values and beliefs. Culture forms the basis for how individuals operate within the context of the organization. The way a group or individual behaves, defines what is “normal” and sanctions what is not normal is determined by his or her culture. Culture can be defined either by a set of observable behaviors or by the underlying values that drive behavior. In large organizations, vision statements, mission statements and statements of values are often formalized to describe the company’s culture.

On the most basic level, culture is observable as a set of behaviors. Examples of culture at this level include the degree of formality with which employees conduct themselves, the organization’s dress code, and the type of technology used. Beneath the level of observable behaviors are the values that underlie behavior. Though these values determine behavior, they cannot be directly observed. At an even deeper level are the assumptions and beliefs that determine values. While an organization or individual’s values may remain within awareness and can be stated, assumptions and beliefs often exist beneath the surface and out of conscious awareness.

Being aware of an organization’s culture at all levels is important because the culture defines appropriate and inappropriate behavior. In some cultures, for example, creativity is stressed. In others, the status quo is valued. Some cultures are more socially oriented, while others are task-oriented, “business only” environments. In some company’s teamwork is key. In others, individual achievement is encouraged and valued. An organization’s culture also determines the way in which employees are rewarded. Management tends to focus on a dominant source of motivation, such as pay, status, or opportunity for personal growth and achievement. The accessibility of management and the ways in which decisions are made are reflections of an organization’s culture as well.

It is important for individual values to match organizational culture because a culture of “shared meaning or purpose” results in actions that help the organization achieve a common or collective goal. An organization will operate more productively as a whole when key values are shared among the majority of its members. To that end, employees need to be comfortable with the behaviors encouraged by the organization so that individual motivation and group productivity remain high. High functioning organizations are comprised of individuals whose overt behaviors are consistent with their covert values.

All of this is of crucial importance to managers. Senior executives usually set the tone by exerting core values that form the overall dominant culture shared by the majority of an organization’s members. So, if management does not take the time to understand the culture that motivates an organization, problems are inevitable. New procedures and activities will be very difficult to implement if they do not mesh with the organization’s culture.

Steps to ensure that individual are responsive to the goals and operating procedure of the organization start with the hiring process. Managers can foster the development of a positive culture by employing people who share the same values and vision that the organization represents. To do this, employers can spend time with prospects before they enter the organization as new employees. Once new hires are indoctrinated with the organization’s values, they will form an objective perception of the environment that will solidify the organization’s personality or culture.

In addition to hiring people who fit the organization, managers need to have a solid understanding of the dynamics of culture and how to transform it so that they can direct activities in a manner that gets results. Some ways to continually transmit the culture of an organization in a productive way include telling stories, having corporate “rituals,” and using symbolic language when referring to the organization’s mission. Firm-sponsored social events and mentorship programs may be effective as well.

Having a positive and aligned culture benefits the organization in many ways. One important benefit is a high level of productivity. The destructive influence of hiring someone who does not share the same set of values, goals and commitment espoused by the organization will weaken a strong chain of links and bonds. An employee’s performance depends on what is and what is not proper among his or her peers, which in turn affects that individual’s behavior and motivation to participate and contribute within the organizational framework.

An effective means of keeping employees aligned with the values and goals of an organization is by developing a culture that encourages employees to focus on a higher purpose for their work. Values that support this kind of cohesive operation include the idea that people are basically, good, rational and interested in achievement. Leaders that unify an organization believe that everyone has something to contribute to the organization and decision-making should involve people at all levels within the organization.

Creating an environment where people enjoy and value their work is key. To do this effectively, leaders must be sure to communicate clear expectations for every member of the organization. These expectations should be supported by the words and actions of managers who regularly let people know how their work is important to the organization. Individuals should be given assignments that are consistent with their strengths and interests, and opportunities for continued learning and growth should be provided as well.

The importance of understanding organizational culture cannot be overlooked. The bottom line for managers who want to create a culture of success is to start with creating a positive environment. Bring in people whose values are in line with the organization’s culture, and continue to acknowledge success and involve the whole organization in maintaining an environment that allows people to enjoy working hard to meet the company’s goals.