Corporate Transformation Ã¯Â¿Â½ PAGE Ã¯Â¿Â½2Ã¯Â¿Â½
PSY 428 - Organizational Psychology
June 12, 2007
After numerous successful years of implementing the team approach, businesses have come to the conclusion that the phrase, "the more the merrier" can very well be true. Having teams in the workplace has expanded the way the world processes information and achieves faster results. Employees have been given the opportunity, and have sometimes been compelled, to acquire interpersonal skills that they would not have typically developed. With the way that the corporate world is evolving, the team approach may very well prove to be the essential factor between becoming a Fortune 500 company and filing for bankruptcy.Ã¯Â¿Â½
Like individuals, organizations constantly change, reacting to advancement in their markets and to the role changes of key personnel. Sometimes a company must change more swiftly than a ongoing progression allows; it requires a break with the past and an accelerated pace of alteration.
Some refer to this process as a transformation.
Bringing together a group of individuals who possess a wealth of ideas, perspectives, knowledge, and skills can result in a domino-effect through which new ideas can be considered (Stewart, Manz, & Sims, 1999). When people from different businesses work together to improve a process that cuts across multiple businesses, more mistakes will be uncovered and addressed than by individuals working alone. In effective teams, there is complete sharing of information and ideas that improves communication within the team and the organization (Stewart, Manz, & Sims, 1999). Compared with the alienation often experienced by employees in typical businesses, employees in team-based organizations tend to be happier and more loyal to their organization.
Most transformations that take place in non-crisis conditions end up failing: employees' attitudes remain unchanged, ambitions slide downhill,