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Αυτό το δείγμα περιλαμβάνει το εισαγωγικό κεφάλαιο, καθώς και αναφορές από τη βιβλιογραφία.
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Introduction
The study of teams has become subject of extensive discussion in the literature of organisational studies (Argyris, 1964; Driscoll, 1978; Badham and Jurgens, 1998)). This is because the use of teams is thought to be highly influential for the way managers coordinate operations and people for the achievement of corporate goals (Manz and Sims, 1987; Hackman, 1987; Hackman, 1990). The sharing of tasks, responsibilities and the interaction between members to achieving team-work satisfaction provides a collective dynamic that is often absent in the more individualistic types of work (Jones and Lindley, 1998). There is overall consensus for how organisations are social structures, apart from their physical and tasks-operational nature, in which understanding the dynamics of human interaction and the reasons that make them effective is necessary (Cyert and March, 1963).
The aim of this essay is to provide a detailed discussion about the importance of teams for the life of organisations drawing support from the literature, and by relating its argument to the product manufacturing company Procter and Gamble. Based on the scenario that managers need to be trained on the importance of teams, and the dynamics whose creation should be developed for the firm, the paper argues why teams are important and what are the motivational factors that should be driving their formation and sustainability in the firm. The first part of the paper provides an overview of Procter and Gamble and why teams play an important role during its product-development stages. The paper moves to identify support for the importance of teams from the literature and discuss how it fits into the broader organisational structure and achievement of corporate goals. Then, it concentrates on Hertzberg's two factors theory and Schein's insights on culture and argues that the motivation aspect for how managers create and supervise teams can be significant for a positive outcome. The paper finally examines the relationship between organisations and people; such studies help foster organisational behaviour as a field of study. |
Bibliography
Argyris, C. (1964) Integrating the Individual and the Organisations. New York : Wiley
Manz, C.C. and Sims, H.P., Jr (1987) ‘Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams’, Administrative Science Quarterly, 32, pp. 106–28.
Jones, R.G. and Lindley, W.D. (1998) ‘Issues in the Transition to Teams’, Journal of Business and Psychology, 13, pp. 31–40.
Cyert, R. and March, J.G. (1963) A behavioural Theory of the Firm. Englewood Cliffs, NJ: Prentice Hall |
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