Team Empowerment Essay -- Business Administration, Team Building

ANTECEDENTS OF TEAM EMPOWERMENTPrevious research has identified some(prenominal) organizational characteristics that may act as antecedents to aggroup empowerment. Frequently cited antecedents include autonomy (Chen et al., 2007 Langfred, 2000 Campion et al., 1993), task meaningfulness (Stewart, 2006 Thomas & Velthouse, 1990 Hackman, 1987 Hackman & Oldham, 1980), and team-based human resources practices (Kirkman & Rosen, 1997 Mathieu et al., 2006), such as rewards (Balkin & Montemayor, 2000 Kirkman & Rosen, 1999). To build effective teams, an organization has to redesign the work process and to neuter a wide range of organizational systems to support the design (Wellins et al., 1991). In the following discussion, I divide the antecedents into two groups organizational design and organizational support. The reason for such a generalized dichotomy lies in the incident that many antecedents are interdependent with to each one other within the similar group. For example, cross-fu nctional team will enhance employees task meaningfulness and both practices contribute to increase employee autonomy. However, there are other factors that may increase employee autonomy, such as expanded responsibilities through improving role clarity. Also, in many representative studies the implications involved not only one antecedent. Thus, a broader discussion manakin is used as it better accommodates these interdependent antecedents and practices that employ different approaches to team empowerment. Organizational Design Multi-functionalism is the best approach.Empowerment a good deal requires taking a new look at the organizational design. The ultimate goal is to break organizational effectiveness by promoting ownership of work. The fundamental approach, and also ... ... created a greater sense of ownership and responsibilities among hospital professionals.BSD, a software fund control firm (Belasco, 1991), reorganized its team into multidisciplinary teams, which inclu de sales, proceeds, and technical experts, and each is in charge of a specific customer. By introducing the cross-functional teams, the company transmit its employees greater empowerment for being responsible for making all decisions. some other corporate practice for cross-functional team is to integrate different department, such as human resources, finance, and information technology, into one divided serviced team. Shared serviced team is often viewed as an alternative to outsourcing (Janssen & Joha, 2006). By integrating multiple functions into one team, shared services team is able to deliver more efficient service to internal customer, and the team members.