High Performing Teams Analysis.Doc

High Performing Teams Analysis

Case Study Findings and Recommendations

One of the findings of this case study is the importance of getting the team right. This requires that the team have the correct mix of specialists, who have the knowledge, interpersonal skills, and role behaviors to make the team successful and high performing. As Quader and Quader (2009) opined, failing the first time to get the team right causes the organization money and product delays, which can harm reputations to the organization and team.

Quader and Quader (2009) research indicated in this case study of British Telecommunications (TC) that there are tools available for managers to use which could potentially prevent team failures, but fail to do so. The identified tools are the Myers Briggs Type Indicator and the Belbin Self-Report Questionnaire. The rationale provided by the manager’s for failure to use these tools included time as one of the constraints, as well as culture and politics as other barriers. While these same managers willing use Belbin’s self-report questionnaire and the MBTI for team development, they offer the aforementioned reasons for not using them in the team selection process, despite having support from the Human Resources Department. Quader and Quader (2009) opined leadership should work hard to overcome these barriers and use these tools on a regular basis.

A second finding in this case study was the disagreement between the different schools of thought on motivation and reward strategies. Quader and Quader (2009) identified one school of thought, based on the findings of Torrington, et al. (2002), which argues pay incentives increase an organizations effectiveness and productivity. This research developed a two-category theory which identified hygiene factors as salary, security, company policy, working conditions, status, and supervision, and motivators as advancement, achievement, recognition, responsibility, nature of work, and...