Why do many managers prefer that their employees work in teams Essay

Why do many managers prefer that their employees work in teams - Essay Example Managers of a majority of companies across the world desire and decide that their employees should work in teams because they think teamwork will improve efficiency and make the employees more satisfied. But from the research done so far and from the results obtained from the experiments of teamwork in companies, it is clear that teamwork need not necessarily deliver the outcomes that managers envisage. The problems in teamwork arise from it being something that involves humans who have different perceptions on one matter. Also it is very difficult to ensure equal opportunity in a team where talents at different levels act together. The hierarchy inside a team is also problematic. It is in this context that it is argued that teamwork is not delivering. At the same time, the proponents of teamwork have drawn attention to the successful outcomes that teamwork has brought about. History of teamwork Managers consider teamwork as a motivating factor and this was why GenXers of America wer e introduced with teamwork in their work places, which was a first time corporate reform of its kind (Appelbaum, Serena and Shapiro, 2004, 12). It was supposed to give more personal responsibility to them (Appelbaum, Serena and Shapiro, 2004, 12). It was also understood as originating from the GenXers’ search for sense of belonging (Appelbaum, Serena and Shapiro, 2004, 12). There have been many approaches in understanding and defining teamwork. It was initially observed that through teamwork, certain management objectives like, â€Å"positive attitude, risk-taking, individual and group responsibility and supportiveness have been achieved albeit very unevenly† (Findlay et al., 2000, 1567). By projecting the results of the small experiments of teamwork to a wider canvas, better productivity and more positive employee attitudes and behavior were expected of work-teams (Kirkman, Jones and Shapiro, 2000). Another viewpoint also emerged which saw teamwork as a function of em ployee self-aggrandizement by allowing the employees to make decisions in a creative manner (Ivancevich, n.d., 198). All these discussions, though defines teamwork differently, show how much value that new generation managements put in teamwork. Has employees welcomed teamwork ? There has been mixed response from the side of employees towards teamwork. One interesting criticism against teamwork has been that the employees were initially â€Å"bewitched† into teamwork rather than being logically convinced (McCabe, 2000, 209). But this argument is in a way, self-defeating because it agrees that employees have been accepting teamwork. By introducing teamwork, managements were trying to convince the employees that they were entering a new and more democratic cultural ambience (McCabe, 2000, 209). But later employees could not but see the inconsistencies in this management position. But if employees are disillusioned with teamwork as its critics say, then the question arises why t eamwork has become such a catchy phrase in management. Another allegation that though the employees value teamwork as positive, â€Å"employees are protective of social difference within their ranks† (Findlay et al., 2000, 22). But it has to be kept in mind that the employees have been used to the social hierarchies involved with the conventional management structure, for very long. Hence, to argue that they would be rebelling against a less hierarchical situation is highly illogical. Does teamwork, really work? Why? The commonsense promoted at managerial levels of organizations that teamwork is beneficial to employees and it will enhance productivity is found to be only partially true by researchers (McCabe, 2000; Findlay et al, 2000). Findlay et al. (2000) have been critical