TEAM WORK

Team Work

Team Work

Introduction

The emphasis on knowledge in the workplace, rooted in increased specialization, has led to a proliferation of team-based work structures. Teams are viewed as knowledge-integrating mechanisms, and it is through teamwork, individuals' knowledge can be shared and mobilized in the team. The notion of team-based knowledge work (TBKW) is adopted here to describe specific processes of working with knowledge—teamwork that requires knowledge sharing, knowledge creation and on-going learning.

The importance of TBKW holds both theoretical and practical merits, yet there is a pervasive assumption in the general team literature that more teamwork is always better, especially in the knowledge work domain. However, teamwork may not always be an optimal form for knowledge integration. At times, teamwork does not require close interaction but rather a loosely coupled group of individuals working on independent tasks. While useful contingency approaches to understand types of teams and internal dynamics have been offered, two contingent factors are particularly relevant for understanding the nature of knowledge work in teams: the problem faced and the team's knowledge composition necessary to address this problem (Andriopoulos, 2001, 834-40).

Discussion

Teamwork management encompasses team-building and motivation. From the lounge-chair sports expert to the company CEO, most people have definite views about what makes an effective team and what motivates its members—and they're probably right, in part at least. Attempts to convert theory into practice, however, have not always met with the anticipated success.  Team management, therefore, demands a working knowledge of the principles of team-building and motivation.

Impact of Management and Leadership Styles on Teamwork

We all are aware of the ever-changing styles and forms of leadership styles that all individuals have melded and transformed according to their need, styles, difference or simply inability to adopt or deliver certain traits or qualities required. Considering leadership styles that have been emitted by individuals around the world and in several organizations, Kurt Lewin, one of the pioneers in the field of managerial skills and expertise, has put forth and identified three key and distinct styles of leadership:

Autocratic or Authoritarian Style

As the title suggests, autocratic leadership has been in the books of history and being iterated and continuously practiced by people within a community, organization or even countries around the world. Adolf Hitler, Saddam Hussein, Chingez Khan and many other people that have been extracted from history have displayed eminent and intricate examples of autocratic and staunch leadership styles with their people and all around them. With autocratic leadership, the need to succeed and gain power almost becomes overwhelming. What this mean is that all the decisions that are being undertaken for the purpose and objective of making effective use of people around the workplace. Suggestions or advices that are being intended by the subordinates are not entertained and that all the final decision making authority rests with the higher authority alone (Jack, 2005, 5).

Participative or Democratic Style

This leadership clearly suggests the most effective form of leadership that is being practiced in today's era of rapid development and ...