TEAMWORK
Teamworking is different from team-building. It measures the degree to which teams are the building block of the organisation, where teams have full responsibility for an entire product or service.
My Rating MEASURES
1 People think of themselves as just doing a job, not in a team.
Co-operation between work-groups is patchy; there is rivalry and
points-scoring between teams.
Workers don’t act as a team with management – it’s difficult to
make changes without suspicion or opposition.
2
Staff generally co-operate with changes the company wants to make.
Work-groups have specific measurable team objectives.
Staff know who their customers are, external and internal.
They look like a team, help each other to get the job done.
3 Work groups meet as a team daily, or at least monthly.
Team members and team leaders all have clear roles.
They make specific performance contracts with customers.
They display performance data publicly in their team area.
Staff are multi-skilled and can cover a variety of jobs.
4 Teams are organised around processes or products.
Teams set their own objectives, manage their own budgets, resolve problems and make innovations.
Cross-disciplined project teams used to tackle big issues.
5 Teams exist everywhere, and have become a way of life.
Self-directed teams are set up and working effectively.
The versatility in teams means they cope with change well.
Teams celebrate achievements and expect success.
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