Part 4
Teams in Organizations
Teams do not exist in modern organizations as separate entities drifting in vast oceans. They are tightly interconnected with many nodes in immensely complex networks that often extend well beyond the organization itself. How they manage those networks has a profound influence on their effectiveness since they are required to work effectively with other teams, departments and organizations, sometimes spanning country boundaries and integrating their efforts to ensure organizational objectives are met. And teams vary in function and life course in a wide variety of ways. Understanding the context within which teams work is the aim of the final section of the book.
Chapter 12 explains how organizations can support or impede the teams that make up the organization. Research suggests that organizational supports, climate, structure and culture play a crucial role in determining team effectiveness but that most organizations fail to provide the supportive context necessary for teams to perform to their best. This chapter systematically describes how organizations can support team working and how teams can support and, if necessary, challenge the organizations of which they are a part. It considers the role of HR practices, company climate, alignment of goals throughout the organization, reward systems and feedback processes that should nurture the functioning and effectiveness of teams right through the organization.
Chapter 13 draws on current research ...
