TEAM WORK

Team Work



Executive Summary

This study recognises the significant organizational and administration characteristics which encourage and support group work. By assisting to evolve these characteristics, ergonomic professionals can assist to support the work of R&D groups so they can be more productive users of mechanical systems. Most of the focus on group work in the 1980s was with output or service employees. Team work was glimpsed as a new way to coordinate work which assisted to empower workers and move decision-making command to the persons really accomplishing the task. Although numerous endeavours at conceiving groups and empowering output workers accomplished blended achievement, this set about to reorganizing work appears to be diffusing amidst Hong Kong's companies.

Table of Contents

I.Introduction4

1.1 Research Topic:5

1.2 Rationale for the selection of the topic:5

1.3 Research Objectives:6

2. Literature Review7

2.1 Factors related to the success of team work7

2.2 Self-managing teams8

2.3 Social Loafing Among Team Members9

2..4 Causes of Social Loafing11

3. Research Methodology:13

3.1 Analysis14

3.2 Sample15

4 .Results16

4.1. Success of team work examine peer pressure and mutual control in organizations16

4.2. Interviews with 2 colleagues About Team Work Force Factors17

5. Discussion19

6. Conclusions24

I.Introduction

Research and development teams are both the creators of new technology and the users of a variety of technological systems, especially communications technology. These technically oriented professionals need to work in a supportive organizational context in order to be successful.

This research identifies the important organizational and management characteristics which promote and support team work. By helping to develop these characteristics, ergonomic professionals can help to support the work of R&D teams so they can be more effective users of technical systems.Most of the emphasis on team work in the 1980s was with production or service employees (Safizadeh, 1991). Team work was seen as a new way to organize work which helped to empower employees and shift decision-making control to the people actually performing the task. Although many attempts at creating teams and empowering production employees achieved mixed success, this approach to reorganizing work seems to be diffusing among Hong Kong's companies.

In the 1990s, the focus of team work activities is changing. On the factory floor, companies which have been successful developing teams are continuing their organizational change efforts by trying to make the teams more self-managing (Manz, 1992). The primary use of self-managing teams (SMT) has been to foster continuous improvement of work processes (Magjuka, 1991). Selfmanaging teams shift many of the management and supervisory functions to the team, thereby reducing the need for supervisors and middle level managers.

The use of self-managing teams is also diffusing upwards in organizations. There is increased emphasis on creating teams among professional and managerial employees at all levels of the organization (Katzenbach and Smith, 1993). One example of this trend is the shift to concurrent engineering which links the design, prototyping, and manufacturing process together. Concurrent engineering requires increased team work among technical professionals and managers.

1.1 Research Topic:

Team Work, the best possible method to achieve one company's goals and targets?

1.2 Rationale for the selection of the topic:

The research on team working proliferated in the last decades ...