THE WORKPLACE AND YOU (7)
From the 1990s, the 'Team approach' to achieving organizational goals became a corporate strategy. It has since gained currency in firms operating in the organized private sector in Nigeria. Not much can be said as to its adoption in the public sector.
Interestingly though, much as as this has become the swan song of Management , it has been observed that the application of policies that should engender the team spirit in the workplace are usually not done with consideration to the skills sets and competencies of the individual 'team members'.
Unlike in a football team where each player has his distinct role and usually doesn't have to overlap to function in a position where he has little proficiency, 'team mates' in the corporate environment are indoctrinated to think they can jump into roles at the drop of the hat and perform excellently. Usually, the skill set expected from such members is what Management term 'multitasking'.
Unfortunately, the results of this strategy can be observed as companies that invest resources to teach elephants to fly remain average performers. Rather, corporates that define a team by a collective and agreeable mission statement and then allow individuals to play to their areas of strength get to actualise their vision(s) better.
The team approach is only as good as to the extent it allows the individual competencies of team members to be harnessed and rewarded. Where sterling attributes of team members are stifled to allow the weaker links in the chain to 'look good', the organization will be bogged down by a mediocre workforce.
Victor Idem (c) 2016
From the 1990s, the 'Team approach' to achieving organizational goals became a corporate strategy. It has since gained currency in firms operating in the organized private sector in Nigeria. Not much can be said as to its adoption in the public sector.
Interestingly though, much as as this has become the swan song of Management , it has been observed that the application of policies that should engender the team spirit in the workplace are usually not done with consideration to the skills sets and competencies of the individual 'team members'.
Unlike in a football team where each player has his distinct role and usually doesn't have to overlap to function in a position where he has little proficiency, 'team mates' in the corporate environment are indoctrinated to think they can jump into roles at the drop of the hat and perform excellently. Usually, the skill set expected from such members is what Management term 'multitasking'.
Unfortunately, the results of this strategy can be observed as companies that invest resources to teach elephants to fly remain average performers. Rather, corporates that define a team by a collective and agreeable mission statement and then allow individuals to play to their areas of strength get to actualise their vision(s) better.
The team approach is only as good as to the extent it allows the individual competencies of team members to be harnessed and rewarded. Where sterling attributes of team members are stifled to allow the weaker links in the chain to 'look good', the organization will be bogged down by a mediocre workforce.
Victor Idem (c) 2016
