IntroductionUsing teams in the business world traditionally meant pooling employees' resources so the best staff talents would be put to use on various aspects of a project or on making decisions. Prominent Australian management professors Doug Stace and Dexter Dunphy state that use of team has become a features of work at leading organisation: "In organisation that have been hierarchical, there is now increasing and radical delegation to the team level Ã¢ÂÂ¦ members have a high level of decisions relevant to the activities of their work unit" (Campling et al, 2006). As this opening quote suggests, workplace for the 21st century is rich in team and teamworks. The purpose of this essay is to suggest that teams have the potential to produce relatively better management decisions than would have been realised from individual decisions. Firstly, the conditions for successful team operation are defined, followed by some practical examples. Secondly a review of potential problems leadership team may experience is examined.
Finally, some recommendations are made to suggest how successful team can continue its high performance.
Conditions to SuccessSuccessful teams emphasize outreach to stakeholders both inside and outside their companies. Building upon the company's strengths, the most knowledgeable and skilled employees from each department are teamed in company projects and are given the authority to make total project decisions. However, in order for teams to operate successfully, proper training, diversity and organisational supports are crucial.
Proper training is necessary for team members to build up their teamwork and skills to work with other members. When team is built and team thinking tends to be promoted, team members strive hardly to maintain cohesiveness that independent thinking, creativity and uniqueness are overridden (Anonymous, 1995). The original advantages of team diversity, including ideas, knowledge and experience are displaced. To further maintain creative team thinking,