Introduction
Teamwork is a powerful concept that empowers employees to add value to the targeted customers. Companies that embrace the power of teamwork find it easier to realize their goals. The purpose of this study was to examine the major strategies used by companies to build effective teams (Sohmen, 2013). The insights obtained from the study can be implemented in different firms that want to boost employee morale and commitment. The concept of team building is therefore important because it influences some of the best behaviors that can transform many companies.
Literature Review
Within the past two decades, many firms have been embracing the importance of teams in their respective departments. Sohmen (2013) argues that modern corporations have been fostering team building in their workplaces. Teamwork is supported by past studies because it has the potential to promote customer satisfaction. Performance indicators (PIs) show conclusively that “effective teams have increased chances of outperforming employees working individually” (Sulaiman, Mahbob, & Hassan, 2012, p. 31). High-pressure working environments or situations can benefit significantly from effective teams. Some tasks can be completed successfully by individuals working as teams.
Arrey (2014) indicates that building effective teams and making them part of an organization is not always easy. This is the case because the input of every organizational leader dictates the nature of teams formed in a given firm. Team building skills are required by managers who want to benefit from the combined efforts of their followers. Individuals who create successful teams find it easier to deliver results within a short period (Matthews & McLees, 2015). Productivity is usually higher in firms that embrace the power of teamwork.
Tuckman’s theory has been embraced in many companies since the year 1965 (Arrey, 2014). This model is appropriate for firms that want to build effective teams (Arrey, 2014). According to the model, functional teams will not emerge immediately. Several developmental stages should be embraced in order to create task-focused, sustainable, and cohesive teams. The theory outlines four stages that should be “completed before creating a performing team” (Sulaiman et al., 2012, p. 32). These stages include “forming, storming, norming, and performing” (Arrey, 2014, p. 3). The use of this theory supports the concept of building effective teams that can drive performance.
Primary Research
A face-to-face interview was conducted in order to come up with the intended information. One of the Regional Marketing Managers at Proctor and Gamble (P&G) was interviewed in an attempt to understand the strategies embraced by the company whenever building sustainable teams. The interviewee was advised not to disclose his name. This decision was made in order to ensure the study was ethical. The main purpose of the study was to identify evidence-based strategies that can be used to develop effective teams (Sulaiman et al., 2012).
Discussion
The interview presented useful findings that can be used by leaders to create cohesive teams in their respective firms. The respondent identified five key steps embraced at P&G to build desirable teams. The interviewee indicated that it was appropriate for managers to establish effective leadership. The manager should go further to develop positive relationships with his or her workers. Collaboration should then be encouraged using proper communication and trust (Sohmen, 2013). The leader should go further to attract likeminded individuals. The participants should be allowed to present their views and ideas. Finally, the right rules should be set to guide the new team.
The interview revealed valuable ideas that can guide leaders to form effective teams. For instance, managers should implement powerful leadership styles in order to support the team building process (Matthews & McLees, 2015). This information echoes the ideas learned in the course. The presented findings also support the steps outlined under the Tuckman’s theory. Leadership should be the best guiding factor throughout the process (Sulaiman et al., 2012). My recommendation, therefore, is that managers should use their leadership competencies to bring together different followers in order to develop effective teams.
Conclusion
The completed study has answered the question outlined at the very beginning. The research has presented a powerful model that can be embraced by business leaders who want to create cohesive teams in their organizations. The analysis has supported the power of effective communication and mentorship whenever creating new teams (Sohmen, 2013). The use of goals and rules can dictate the performance of every team. The success of P&G is therefore attributable to the effectiveness of its team building initiatives.
References
Arrey, O. (2014). Team building as an organization development strategy. Global Journal of Management and business research: A Administration and Management, 14(3), 1-5. Web.
Matthews, R., & McLees, J. (2015). Building effective projects teams and teamwork. Journal of IT and Economic Development, 6(2), 20-30. Web.
Sohmen, V. (2013). Leadership and teamwork: Two sides of the same coin. Journal of IT and Economic Development, 4(2), 1-18. Web.
Sulaiman, W., Mahbob, M., & Hassan, B. (2012). An analysis on the effectiveness of team building: The impact on human resources. Asian Social Science, 8(5), 29-37. Web.