Identify,compare and contrast the key success factors for team working in organisational partnerships?
This literature search is focused towards analysing team working in the context of organisational partnerships. As a part of analysis in this literature review, there are different important aspects related to team management that will be assessed in the analysis. This mainly include an analysis of the role, nature and purpose of teams, types of teams, and the role of mission, vision and culture in organisation and their role on team and partnership relations. The analysis in this literature search also focuses towards the key success factors that are essential from the point of view of achieving success in respect to team working in organisation. The key success factors for the efficient working of teams within organisation will be critically assessed as a part of analysis in this literature search in order to analyse the actual role of teams working within it. The analysis is not only limited to these particular aspects, but it will cover different important areas such as agreeing the aims and success criteria for teams and organisational partnerships with senior managers, agreeing the operational procedures for team working and organisational partnerships, and establishing and motivating teams including the evaluation of team working in organisational partnerships. The literature review finally evaluates the different major skills and abilities that must be considered in ensuring the efficient performance of team working within organisation. These aspects are analysed as follows:
The term organisational partnership simples mean that there has been partnership established within two different organisations in order to carry out their business activities and processes. Organisational partnership is an important concept which implies establishing partnerships between organisations so that the tasks can be accomplished in a highly efficient manner by way of combining the efforts of members from both the organisation. Kuglin and Hook (2002) have indicated that organisational partnerships can also be defined as strategic alliance whereby two different departments from different organisations combines their strategies and resources with a view to accomplish combined organisational goals (Kuglin and Hook, 2002).
This concept of organisational partnership also has its relevance in respect to teams working within organisation. Hayes (2011) has indicated about the changing faces of team whereby it has been described that there has been significant level of changes being evident over the years in respect to the ways in which teams operate. There has been the rise of partnership teams in UK as suggested by Hayes (2011) and this concept of partnership team implies the teams of two different organisations working together in accomplishing a similar goal. The relevance of such concept of team working in partnership has been increasing because of the advantages associated with it. It allows for the attainment of synergistic efforts from the team members operating across two different organisations because the collaborative efforts from both of them accounts for achieving higher success levels. Contrary to this, there are certain major challenges in teams working in organisational partnerships such as establishing coordination, cultural differences issues and many more (Hayes, 2011).
An analysis of the existing literature indicates that the role and purpose of teams is crucial from the point of view of efficiently achieving organisational goals. According to Keen (2003), teams are known for playing important roles in organisation by way of allowing them in performing their organisational processes in a highly efficient way. Teams are known as one of the essential factors in organisation as the collaborative efforts from members within team is crucial from the point of view of leading organisation to higher level of success by achieving efficiency in their processes (Keen, 2003). Pauleen (2004) describes the nature of team by indicating that teams involve two or more than two members, and they are assigned a common goal which needs to be achieved through collaborative efforts from all the members within it. Team works in a collaborative way, and the contribution of knowledge by each member is crucial from the point of view of achieving the team goals. As indicated by King, Fries and Johnson () it is essential that there should be the development of right skills by the teams so that the goals as assigned to teams can be efficiently achieved.
The important skills needed in respect to teams are broadly classified as technical or functional expertise, interpersonal skills and problem solving and decision making skills. These skills allows for efficiently handling the organisational problems in a highly efficient way. Thus, the nature of the team working implies that it is the way of getting the organisational goals accomplished through the combined or collaborative efforts of large number of members within it. In relation to the purpose of team, an analysis of the existing literature indicates that there are different purposes for which teams exist. As for instance, as indicated by Mitchell (2008) the main purpose of teams within organisation is to achieve synergistic performance through the collaborative efforts of wide number of members. But in ensuring that the team purpose is accomplished, there is a need to make sure that there is equal level of efforts being achieved from all the members within teams (Mitchell, 2008). The purpose of teams as per Katzenbach and Smith (2013) is mainly to make it sure that the organisational problems are efficiently addressed by way of contribution of efforts from all its members. Such contributory work allows for the efficient attainment of organisational goals (Katzenbach and Smith, 2013).
Thus, the analysis above has indicated key important elements regarding the operations of team within organisation including their nature and purpose.
An analysis of the team and the nature and their purpose of existence are already carried out. However, it is also essential to analyse different types of teams that are existence within an organisation, and this section of analysis is now focused towards performing an assessment of the existence literature with respect to the different types of teams. As for instance, an analysis of the existing literature indicated that there are different types of teams that are operational in an organisation. According to Daft (2009), teams can be categorised into formal teams and informal teams. The informal team comprises of vertical teams and horizontal teams. Formal teams are those teams which are created within organisation as a part of their formal organisational structure. In vertical teams, they are mostly comprised of managers, and their subordinates in the formal chain of command. This is also known as functional team that is operational within organisation. The horizontal team comprises of members from same hierarchical level, but they may be from different areas of expertise. These are the important types of teams as suggested by Daft (2009).
Teams according to Griffin and Moorhead (2011) are classified into different major types including problem solving teams, management teams, product development teams, and virtual teams. The problem solving teams are self defined as these teams are mainly known for solving the problems through their diverse nature of knowledge and abilities. The management teams are responsible for performing the management of different functional areas in an organisation, and they aims at coordinating the entire organisational processes in a manner that ensures them the attainment of higher level of success. Apart from this, product development teams have the primary role of developing products in a manner that suits the needs and expectations of their customers. The virtual teams are those than never meets together in a room, as they operate from a virtual destination. The existence of this type of virtual team has been possible mainly because of advancement as achieved in the field of technology (Griffin and Moorhead, 2011).
Thus, the analysis above has indicated about the existence of large number of teams within organisation and they have different purposes that are satisfied by them. Although the teams are of different types, but an analysis of the literature has indicated that there are teams operating at different strategic levels within organisation, and teams are also from different backgrounds. According to Wildman and Griffith (2014) teams operate at the strategic levels as well, and the main purpose of the teams operating at such strategic levels is mainly to undertake strategic decisions that are aimed at leading the entire organisation to higher success levels. The teams operating at strategic levels are required to undertake strategic decisions that ensure them success in taking the organisation to higher performance levels (Wildman and Griffith, 2014). Teams also operate with members from diverse backgrounds and they are crucial in leading the entire organisation to higher success levels.
According to Hoskisson, Hitt and Ireland (2012), teams from diverse background are on the rise and the major contributing factor to such rise in the teams from different cultural backgrounds is mainly the rise in the businesses expanding to international markets. This suggests that people from different cultural backgrounds work together in teams, and they carry out the organisational functions with a view to ensure the attainment of higher level of success and growth in their performance. Sage (2010) has indicated that such diverse nature of teams are highly crucial from the point of view of allowing businesses in achieving higher success levels in the 21st century because this allows for the application of knowledge of diverse employees within organisation, and the resulting impact is better solution to the problems faced by the organisation. There are significant level of advantages that could be possible to businesses from considering the management of diverse teams within their organisation, and this is the reason that businesses increasingly promote the application of such diverse teams in performing the management of their business processes.
Overall, the assessment above indicates that different types of teams exist and they have different roles to play in leading the organisation to achieving higher level of success.
Vision, mission and values are long term goals of an organisation, and these aspects are crucial from the point of view of framing efficient strategies and developing teams and partnerships within organisations. This section analyses the role of mission, values and culture on teams and partnerships within organisation. According to Heinemann and Zeiss (2012), the mission of an organisation is the long term value or goals that the organisation seeks to achieve, and this has been a crucial factor because it directs the goals and processes that are carried out. The impact of mission statement on teams is crucial because it is the mission statement that decides on the organisational goals and strategies and based on such goals, team planning process is carried out. As suggested by Dew (2008), it is essential that manager of the team must be capable enough in articulating the vision and mission statement of the organisation within each member’s efforts and goals. The role of managers is therefore crucial because by articulating the mission and vision of the company into individual’s actions, it could be possible to positively achieve organisational goals. Each team is required to develop its own mission so that support to the entire organisation can ultimately be achieved. It is also essential that the each of the team member must understand their roles and responsibilities within organisation so that they can ensure the contribution of their maximum level of efforts in achieving organisational goals.
Apart from mission, the role of values and culture on team management and partnership is also crucial. According to Hopkins (2009), the performance of team is directly affected by the values and cultures that are faced by them. Cultural values differ from country to country and their role is significant in affecting the team performance. Teams usually comprise of members from diverse background and their diverse cultural values and beliefs often affect their performance in a negative way. Cultural factor affect the team performance in the sense that it creates difficulties to team members in understanding the goals of their organisation. This is mainly because of differences in their cultural background which often acts as an obstacle to them in understanding team goals and preferences. Apart from goal related problem, there are certain other problems that are also evident in respect to team’s performance from this cultural factor as suggested by Hopkins (2009). The cultural factor affects the performance in the sense that it creates confusion within team members in doing their tasks while performing in teams, and there is often the issue of cultural superiority that impedes the performance of teams. Team members often identify their culture to be superior as compared to others, and this factor affects their performance in a negative way (Hopkins, 2009).
These are some of the managerial issues related to the management of culture in the process of team performance. It is essential that these factors should be addressed in a positive way so that efficient overall team management can be possible in a positive way.
Teams also operate in a specific way with different important activities and processes that are being carried out in ensuring that the organisational goals are positively accomplished. There are specific ways in which the planning and reporting is carried out by the team members within organisations. According to Evans (2004), the planning process that has been carried out in teams is mainly a shared planning process whereby each and every member is required to contribute in a positive way towards attaining the team objectives and goals. The team members have good potential to contribute their knowledge and skills in achieving organisational goals. As a result, planning processes as carried out within teams are undertaken by way of including all the members within it. This allows for efficient overall planning with respect to each and every major activity that is being performed as teams (Evans, 2004).
According to Sears and Clough (2010), the team building process mainly starts with the planning process, and this is therefore required to be carried out in a highly efficient manner in ensuring that team development has been achieved effectively. However, once the team is formulated, the planning process that has been carried out is quite specific whereby the team members need to act in tandem and all the members are involved in taking any major decisions. The process involves sharing the views of each of the member within the team and based on the group discussion, the decision that has been accepted by majority of the members is finally accepted. The team mentor or the leader is required to undertake the final decision, and this is then approved with the senior level managers. Apart from this process in respect to the decision making within teams, the actual activities are carried out in different ways across different organisations. As for example, some organisation have teams but still the member are required to work on individual goals whereas others have group goals which requires them to work in teams (Sears and Clough, 2010).
Apart from planning process, reporting process is also crucial in respect to team performance. According to Black (2004), the reporting process of team differs from organisation to organisation, and there are different important ways in which team members report their performance and achievements. In some organisations, team reporting is carried out in the form of team members reporting their individual performance to the team leader on daily basis, and the team leader in turn requires the reporting of organisational performance to the senior level managers from regular intervals of time. However, in respect to highly authoritative organisations, the team reporting is done directly to the supervisors or the senior level managers that are responsible for the supervision of teams. Each team member is required to report their performance to such senior level managers.
As the planning and reporting processes have been identified in teams, but they have different nature of operations in respect to teams operating in organisational partnerships. According to Clegg, Hardy and Nord (2003), team reporting in respect to organisational partnerships differ significantly, as the team from both the partnering organisations is required to report to the common members of senior management that are operational within the combined organisation. In organisational partnerships, the senior level management of both the organisations come together as per the agreed terms, and they are responsible for the management of the entire team. The reporting of teams from both the organisations is done to the managerial team responsible for managing the strategic partnership. Thus, the team reporting is done in case of organisational partnership to the management responsible for managing both the partners within it (Clegg, Hardy and Nord, 2003).
Thus, the analysis above has indicated that the planning and reporting processes in teams and organisational partnerships are critical and they are followed differently across different types of teams operating within organisations.
Teams are highly essential to the successful performance of an organisation. It is essential that their management should be carried out in a highly efficient way so that they accounts for positive level of contribution towards achieving organisational goals. However, in ensuring the efficient performance of teams, there are certain important critical success factors that must be satisfied by them. This section of analysis is now focused towards examining the critical success factors that are applicable in respect to the efficient performance of teams within organisation. As analysed above, teams in organisational partnerships are quite different in terms of their reporting and operational processes. As a result, the key success factors are also critical in respect to the teams operating in organisational partnerships.
As indicated in the existing literature, there are different important key success factors that are essential to teams in respect to their performance. According to Caporarello (2014), an important prerequisite in respect to achieving success in team performance is mainly the interaction process within team members. It is highly essential that the team members should perform interaction with each other so that better analysis of the problem can be possible and the resulting impact is improved decision making abilities. By having interaction at the greater level, the team members could be encouraged positively to share their opinion and thoughts, and they in turn can be better encouraged to contribute positively in achieving organisational goals (Caporarello, 2014).
An important key success factor for efficient team performance is indicated by Parker (2003) by suggesting that teams can perform in a highly efficient manner by way of making it sure that there are cross functional teams that are operational within organisation. Cross functional teams imply that the members within the teams are from diverse background conditions so that they can better address the needs and requirements of their organisations (Parker, 2003). According to Humphrey and Over (2010), the successful management and performance of teams within organisation require efficient leadership and trust within the members of the team. A team is managed by a leader and such leader is responsible for the entire management of team members in achieving organisational goals. Apart from this, the existence of mutual trust within team members is also identified as a critical success factor to efficient team performance and management (Humphrey and Over, 2010).
According to Wieringa and Persson (2010), team working requires certain major successful factors in ensuring higher level of effectiveness within them. The management of teams in organisation is crucial, and this can be carried out in an efficient manner through focusing on certain important factors. These are mainly identified as achieving team cohesiveness, facilitating efficient communication opportunities, allowing for group thinking, achieving homogeneity in respect to managing team, focusing on stakeholder outcomes, committed leadership, smart goals, establishing mutual trust etc. These are identified as the most critical success factors that are essential to overall performance and management of teams within organisation. By aiming towards achieving all these aspects, there could be the attainment of higher level of success that could be possible in respect to team performance within organisation (Wieringa and Persson, 2010).
Although there are various critical success factors being identified in respect to team working in organisation, however, it is essential to analyse such critical success factors especially in respect to teams operating in organisational partnerships. This is mainly because the analysis above has indicated that team working differs significantly in respect to organisational partnerships and the critical success factors therefore differs greatly in respect to teams operating in strategic partnerships. According to Mark (2009), the critical success factor in respect to teams operating within organisational partnerships is that the management of the partnered organisation should provide equal treatments to the teams that are operations. As there are teams from different organisations work in respect to partnership teams, it is essential that members from different teams from such different organisations should be treated equally in order to achieve success in their contribution in achieving organisational goals (Mark, 2009).
Overall, the analysis above has indicated about significant level of critical success factors that are essential to efficient performance of teams within organisation.
This section of analysis is now focused towards establishing efficient team working and organisational partnerships by way of agreeing success criteria for teams, agreeing operational procedures for them, motivating team workers and finally evaluating the effectiveness of team working. An analysis of all these aspects in the existing literature is carried out in this section of literature analysis. In establishing teams, it is essential that aims and objectives regarding the working of teams should be identified. According to Finlay (2004), the establishment aims and objectives for team is essential because it guides the team members with respect to their roles and responsibilities within organisation and thereby encourages them in efficiently meeting out such goals and objectives in an efficient manner. However, an important criterion in establishing goals is that the senior managers including the board members should agree to it (Finlay, 2004). As per Nelson (2009), the senior managers can be made agreed with respect to selecting aim for the teams by way of proving them the benefits from it, and also by explaining the capabilities of teams in achieving them.
Once the senior management agrees for the aims and objectives of teams, it is essential to agree on the operational procedures that are crucial to performing the team processes. Sutton (2014) in this regard indicated that the development of operational procedures is crucial from the point of view of making each team member responsible for his/her role in the team. The operating procedures for teams and the team members within organisational partnership should be indicated in written so that they could be applied in managing each team member (Sutton, 2014). As per Adkins and Chambers (2005), the operating procedures for team includes deciding on the role and tasks of each member and the ways in which they needs to be undertaken, technical details about team’s operations, safety and security policies, and the mandatory rules and policies that must be supported by the team members (Adkins and Chambers, 2005).
The policies and procedures are not only sufficient for the teams, but in order to ensure that they contribute positively towards accomplishing team’s goal, it is essential that they should be motivated aggressively. According to Pride, Hughes and Kapoor (2013), there are different important techniques that can be utilised in ensuring that efficient motivation of team is accomplished. As for instance, the application of techniques such as employee empowerment, self-managed work teams, and employee ownership could be applied in efficiently motivating employees, and thereby in achieving positive level of contribution from team members towards accomplishing organisational goals (Pride, Hughes and Kapoor, 2013). Finally, the team motivation is followed by an assessment of their actual performance evaluation so as to assess the effectiveness of policies and procedures and team motivation within organisation. The evaluation of team performance according to Heinemann and Zeiss (2002) can be ensured by way of checking the actual output of team as against the targets or aims as set for the entire team. The evaluation of team’s performance in organisational partnerships should be ensured by way of collectively assessing the performance of each and every team member rather than individual members within it. This will ensure the efficient assessment or evaluation of the entire team’s effectiveness in accomplishing organisational goals (Heinemann and Zeiss, 2002).
In performing the establishment of efficient teams within organisation, it is highly essential that there should be certain basis skills and abilities that must be possessed. An analysis of the existing literature indicates that there are different kinds of skills and abilities that are needed in ensuring that efficient teams are established. According to Pearce and Conger (2002), leadership skill is the most crucial within team members and it is essential that this skill should be possessed in ensuring efficient establishment and management of teams within organisation (Pearce and Conger, 2002). Gibson and Cohen (2003) have indicated for various such skills and abilities that are essential on the part of team members in ensuring success within organisation. According to them, it is highly essential that there should be good interaction established through encouraging communication within team members and this requires efficient communication management skills and abilities within teams. They should possess good negotiation abilities and strategies so that even complex organisational problems can be addressed in a positive way.
Teams are also required to be highly diversified as suggested by Hopkins (2009) and this is mainly because the diverse teams have members from different backgrounds and they can achieve incremental benefits by contributing their knowledge and abilities. Such diversified teams include members from different backgrounds and their knowledge, skills and abilities would prove successful to organisations. Such inclusion of team members from diverse backgrounds also represents dynamic teams and they are crucial to efficient performance of entire teams within organisation. However, it is indicated important that each and every member as included within the team must possess good knowledge and abilities within them because this would ensure high performance work teams which are crucial in achieving success.
The use of diversity and social constructs in the team formation is important. As suggested by Hopkins (2009) diversity is core factor to the success of team concepts within organisation because it enables the organisation in solving even the complex problems in a highly efficient way. This is mainly because of the application of diverse knowledge of such members from different backgrounds. The social constructs of different members also differs and this allows them in thinking in different ways to a common problem. The resulting impact is therefore better accomplishment of goals for which the organisation strives for. Thus, the cultural and social constructs are important as they determine the overall effectiveness of the team operating within organisation and also within organisational partnerships.
The final step in the overall performance of teams within organisation is the evaluation of their actual performance levels. There are models and procedures that could be applied for the purpose of evaluating the performance of teams within organisations. According to Lee (2007), shared mental models could be applied for the purpose of evaluating the performance of teams. In addition to this, it has been indicated that the measurement or evaluation of team performance depends on the nature of tasks in terms of their complexity levels. This is a crucial determining factor in terms of overall team’s performance within organisation. In performing the evaluation of team’s performance, the existing literature indicates about large number of performance measures that could be applied. According to Neely (2002), the management of performance of teams can be ensured by way of initially setting up standards for them. The setting up of standards should be followed by the assistance to the team members, and this can be in the form of training to the team members in enhancing their overall abilities and skills. This is followed by the actual evaluation of their performance which can be accomplished in the form of checking their actual performance and comparing them with the standards set for them. This procedure is highly effective in terms of achieving highly efficient measurement of performance within teams, and thereby in achieving positive level of contribution on their part towards team’s performance.
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