Rose & Company
History has brought organizations to a moment where teams are recognized as a critical component of the business. Today, most work that goes on inside organizations utilizes a team approach, whereas work that takes place outside of organizations relies even more heavily on teamwork. Teams are increasingly common in organizations for responding to customer’s needs to deliver a product or service. Successful teams are supported by a commitment to empower and enhanced rewards. Empowered teams consist of people with complementary skills who are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountable (Laszlo, Laszlo, & Johnsen, 2015).
Rose & Company, a Galveston-based consulting company, goes beyond teamwork, to structure itself around interdependent groups, as a means of improving work processes and providing better quality and service to customers. Rose’s success as an organization is dependent upon getting the right people on the team. Rose focused its recruiting efforts on four major colleges M.B.A. programs, as a way of getting highly qualified individuals, because they have been prepared for management consulting (Dyer, Dyer, & Dyer, 2006). Sometimes teams are made up of people who have different work ethics, but Rose’s success hinges on it attention to team chemistry. Rose organizational culture supported teamwork and it is reflected in the company’s mission statement (Dyer et al., 2006)
Rose teams are the predominant unit for decision making and getting things done. Often times referred to as extraordinary teams and recognized in company newsletters and meetings. Teams are encouraged and given the necessary resources to be successful. When team’s work hard and achieves something great, they will have a sense of pride for their team and be motivated to do it again, because they know their role will be considered important and essential by top management as well as employees in the organization.
Context and Composition
Although Rose and its teams had problems, they are still be viewed by most organizations as one to learn some valuable lessons from their team-development efforts (Dyer et al. 2006). Context and composition are two important determinants, when taken seriously allow the organization to achieve great results with teams. These are the foundation for team success. Context is vital to understanding the organization and how it supports teamwork. Rose’s ability to develop productive teams was dependent upon a number of factors that included elements of team orientation, promotion and rewards, team processes to promote interdependency. Rose could improve in these areas by considering the steps proposed below.
Enhanced team development. In addition to team member characteristics, the context of a group may be an important factor in the pattern between individual differences on team performance. Rose & Company did not promote a person to manager until they had effective team leader skills. When managers invest in developing teams it improves the results for customers. Team development requires managers to follow a systematic planning and implementation process to remove barriers and build and effective team through training, empowerment, and feedback. In my organization, leaders fail to pay attention to symptoms like conflict or hostility among team members, decreased productivity, and lack of involvement as signs that team development is needed. Instead, leaders focus on the team objectives, which are ineffective without