Work teams as the alliance for organizations

By Raúl Gorrín.-  A short time ago, companies and enterprises are resorting to the implementation of the management model based on the formation of work teams. Workers are the most valuable business asset, they are: reasoning, creativity, problem solving, planning management, organization, leadership, among many other.

     The traditional model is a model which the managers rest the investigating responsibility and the information evaluating, in order to make decisions that affect the future of the organization. On the other hand, the model based on the formation of work teams has delegation functions and management activities in employees, while promoting the decision making. With this model, management has more time to analyze the information before making key decisions.

     The companies formed by work teams are divided and shared responsibility, something that occurs between the groups located on the higher scale and those at the lower level. We understand as the higher level as responsible for the management of key activities, long-range activities and more dramatic effect inside the organizational structure. Meanwhile, the lower level is responsible for the management of activities that have to do with the daily routine of organizations.

     Also, when workers are assigned responsibilities and given the ability to decide, they improve their sense of ownership and identification with the company, while increasing their loyalty to the organization. Besides, this model perceive a high benefit as the workers participate actively, they contribute ideas, optimize their work, establish a better communication between themselves, with the higher levels and with the company. There is a greater commitment and the level of stress, absenteeism and turnover are reduced.

     Organizations lower than the work equipment model improves their operational effectiveness and create a competitive advantage. Collective decision-making helps the organization to achieve its goals.

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