For a better understanding, the two authors added that in their research, a team refers to a unit which is composed of two or more persons who are combined together to perform their respective functions on a specified plan, duty or performance mission and also with a particular or projected effect or conclusion. The Hernon and Rossiter description follows how Hackman perceives what a team is. As Hackman said: “Although some authors, such as Katzenbach and Smith…take great care to distinguish between the terms teams and group, I do not.
I use the terms interchangeably and make no distinction whatever between them” (qtd. in Hernon & Rossiter 126). The efficiency of team effectiveness was viewed by Hernon and Rossiter according to the Hanckman’s framework. The said structure draws a method of team effectiveness in order to put his ideas to various organizations. Extracting from different experiences and based from a number of studies concerning diverse work team environment, the Hackman’s framework of team effectiveness was simplified in a way that it reveals that a leader does not paves the way for a team to be remarkable (Hernon & Rossiter 127).
In fact, a leader is the one responsible in making the elements of team effectiveness to be possible. The multidimensional technique to team effectiveness requires five vital circumstances which boost the possibility of making a team successful and effective. These situations serve as guide to the three outcomes which were previously cited such as the consequences, socialization and professional improvement.
Hernon and Rossiter said that with the existence of the said conditions, there is an increased possibility that an organization with functions in a manner which encourages team effectiveness (Hernon & Rossiter 127). Based from Hackman’s framework, the two authors emphasized that while the five conditions were divided into two categories, all of them need to exist. This is because in its incompleteness, team effectiveness is not achieved. The initial three situations determine the real design of the team while the last two conditions strengthen the team’s performance.
The authors then retained their position that the five conditions must be present and completed to achieve effectiveness based from their observation that majority of the managers discontinue after the initial three circumstances hence not attaining their goal (Hernon & Rossiter 127). In particular, the Hackman framework of team effectiveness includes having a real team which is needed for building the basis for an organization’s performance in the future.
This condition calls for ensuring that the duties given to the team are understandable, allows everybody to perform together, there is clear definition of the team’s power and guarantees steady membership all the time. There should also be a compelling direction wherein an authorized person in an organization lays down the path intended for the team. While the anticipated result is provided, the manner in order to achieve such goal depends with the team itself (Hernon & Rossiter 127).
The next condition is there should be an enabling team structure which refers to the team’s shell. This involves framework attributes such as those which outlines the undertakings of the team, identified the codes of conduct, placing the appropriate members on the team, assuring that the team’s dimension is correct and that the diversity of people within an organization fits the duty allocated to the team (Hernon & Rossiter 127). The last two conditions are when there is a supporting organizational context and expert team coaching.
The first refers to a helpful organizational background such as making the rewards parallel with each other. While the expert coaching paves the way for the facilitation of group procedures and growth. This is where the leader encourages the team, performs consultancy and permits the team members to be educated. It is proven that when the five conditions exist, organizational effectiveness through team formation paves the way for the groups to surpass prospects, assist in overall development and eventually attaining multifaceted efficiency (Hernon & Rossiter 127).
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