By delegating tasks to the right people with the right skills, making sure everyone understands their role and responsibilities; giving constructive feedback and support and creating passion and initiative within a team should be every manager's goal.
Developing the team is a managerial action that involves planning, organising, directing and controlling. The key to team success is joint values, assurance, inspirational ideas, rewards and balancing skills. Increased productivity is achievable through keeping the teams …show more content…
Teamwork is a crucial part of a business; it is frequently necessary for colleagues to work together, achieving their best at all times. Teamwork means that people will try to oblige, using their unique skills and giving constructive feedback, despite any personnel conflict between individuals. http://www.businessdictionary.com/definition/teamwork.html
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"Coming together is a beginning, staying together is progress, and working together is success." Henry Ford, http://www.motivatingquotes.com/teamwork.htm
"Successful companies are on a journey in pursuit of excellence. Excellence is achieved through people. People excellence is achieved through teamwork. Teams are the organisational structure of the future". (Mullen P.2015, p.79).
Team:
• T - Together
• E - Everyone
• A - Achieves
• M - …show more content…
The purpose was to organise and equip the workforce to enable better understanding of the processes and bring about Right First Time manufacturing by eliminating the opportunities for error. Effective teamwork is recognised as a key feature of successful organisations today.
It was planned that the process would over a period of time lead to better product quality, higher plant availability and an increased amount of deliveries on time.
It would also enable the company to develop a highly skilled workforce which would achieve and maintain a leading edge over its rivals. Five coordinated manufacturing teams, placed on specific production lines were developed as part of a collaborative effort between management, trade union representatives and the employees.
All production employees were asked to apply for team positions. Those selected for teams followed an intensive training programme averaging thirteen weeks over a year. Of these weeks six of them were spent off the job and based in a classroom. One key advantage was that team membership and promotions were now based on competence and proven ability rather than years of service worked. Continuous learning was also recognised as an important part of the training