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7/30/2019 Team Case Study for Assignment
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Team Case Study
Introduction
Electron, a small manufacturing company located in the North of England was
established in 1997. Electron manufactures components for the telecommunicationssector. The UK headquarters employs 150 people, with 90 people in the
manufacturing department. Electron was originally a division of a large
telecommunications firm, and the Electron management team, purchased the
component manufacturing department as part of an outsourcing scheme introduced
by the parent company in 2007. However, the original parent company remains
Electrons largest customer. Electron operates through a traditional departmental
structure, consisting of manufacturing, engineering, sales/marketing, human
resources, and finance. The structure of Electrons business remained the same as
when it was part of the parent company. Electron has both full-time and part-time
staff. The management division of Electron realised that in the late 1990s, the
company was struggling to survive in a competitive and innovative marketplace. In
order to improve their market competitiveness Electron identified they needed a
more effective and efficient production processes with an emphasis on improving
company culture, customer service, increased productivity and a commitment to
teamwork. It was clear from their analysis that the inherited operating structure from
the parent company was not the most efficient method and that a new structure
needed to be introduced.
The manufacturing department at Electron is made up of eight teams in total, eachare named according to a colour. The team colours are: red, blue, white, green,
silver, aqua, purple and yellow. All of the teams consist of 10 team members, with
some on temporary contracts, whilst others are full-time employees. The teams
contain female and male workers, with an age range of between 25 and 50 years
old. In 2007, when the focus on teamwork became more prevalent, the teams were
each given an objective. The teams objective was to achieve improved productivity
within 2 months of their formation. The teams achievement was going to be judged
on the basis of whether they fulfilled criteria which indicated how many electrical
components they had made within that two month period. The reward for achieving
this improvement in productivity was a pay bonus to all team members of the
successful team.
The case
Electron experienced competition from other electronic manufacturers during the
1990s, but it survived and in early 2000, the company began to prosper. A large
number of new workers were employed and these individuals had to be integrated
into one of the teams, discussed above. These new workers were unfamiliar with theteams' value consensus and they posed an immediate challenge to the power
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relationships the older employees had formed. Further, when Electron began to hire
new workers, they hired them on a temporary basis and let the teams decide who to
hire on as full-time workers. Jack, a team member of the blue team and who had
worked at Electron for 10 years, was responsible for placing some of the older,
experienced workers on these new teams to help them get organized, and the teamshad to integrate their new teammates into their value-based social order. As the
team's value consensus and particular work ethic began to penetrate and subjugate
the new members' individual work ethics, this process took on a heightened intensity.
The substantive rationality of the teams' values gave them authority, which they
would exercise at will.
Members of the old teams responded to these changing conditions by discursively
turning their value consensus into normative rules that the new workers could readily
understand and to which they could subject themselves. By rationalizing their value-
based work ethic, the new team members could understand the intent and purposeof their team's values and norms (e.g., why it was important to work overtime to meet
a customer need), use the norms to make sense of their daily work experience, and
develop methodical patterns of behaviour in accordance with the team's values.
The longer-tenured team members expected the new workers to identify with (they
called it "buy into") the teams' values and act according to their norms. By doing this,
Electrons teams were asserting concertive control over the new workers: The new
members began to take part in controlling themselves. Slowly, the value-based
norms that everyone on the team once "knew" became objective, rationalized rules
that the new members could easily understand and follow.
Around March-April 2008, Jack began to notice that the way the team members
talked, both informally and at team meetings, had changed. They did not talk so
much about the importance of their teamwork values as they did about the need to
"obey" the team's work norms. Team meetings, which took place for one hour every
two weeks, began to have a confrontational tone, and the new workers' attitudes and
performance became open topics for team discussion. When the longer-tenured
team members saw someone not acting in accordance with their norms, such as not
being willing to do whatever it took for the team to be successful, they said
something about it. Liz, an original team member of the aqua team, spoke of the old
team workers' feelings:
"We've had occasions where we've had a person say, 'I refuse to sit on the
[assembly] line.' And we had to remind him, 'Hey, you are a part of the team
and you go where you're needed and you do it'."
Team meetings became a forum for discussing norms and creating new rules. Team
members could bring up anybody's behaviour for discussion. Again, Liz clarified their
feelings: "If you notice that somebody's not getting anything done, then we can bring
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it up at a meeting, you know, and ask them what the problem is, what's causing them
not to be able to get their work done."
The new team members began to feel the heat, and the ones who wanted to be full-
time members began to obey the norms. The teams' value-based concertive control
began to penetrate and inform the new workers' attitudes and actions. Stephi, who
was a temporary employee at the time, told of how she personally tried to conform to
the values and norms of her team:
When I first started I really didn't start off on the right foot, so I've been having
to re-prove myself as far as a team player. My attitude gets in the way, I let it
get in the way too many times and now I've been watching it and hoping they
[her team] will see the change in me and I can prove to them that I will make a
good Electron employee.
Stephi's words indicate that concertive control at Electron now revolved aroundhuman dignity. The team members rewarded their teammates who readily
conformed to their team's norms by making them feel a part of the team and a
participant in the team's success. In turn, they punished teammates who had bad
attitudes, like Stephi, with guilt and peer pressure to conform. The power of the
team's concertive work ethic had taken on its predicted heightened intensity.
Well we had some disciplinary thing, you know. We had a few certain people
who didn't show up on time and made a habit of coming in late. So the team got
together and kinda set some guidelines and we told them, you know, "If you
come in late the third time and you don't wanna do anything to correct it, you're
gone." That was a team decision that this was a guideline that we were gonna
follow.
The team members' talk turned toward the need to follow their rules, to work
effectively in concert with each other. In mid-2008, Ronald, a technician and a
worker on the green team, angrily commented about a mistake made by a new
technician who had not followed the rules:
All this should have been caught three months ago, and I'm just now catching
it. And upon looking into it, it was because the tech wasn't taking his
responsibility for raising the flag or turning on the red light when he had a
problem.
Later that day, the silver team, who had Ryan as an older member, confronted a
newer team member who was working on four boards at a time instead of one, which
the team had discovered increased the chance for error. Ryan stood above the
offender and pointed at him, "Hey quit doing that. You're not allowed to do that. It's
against the rules."
By turning their norms into rational rules, the teams could integrate new members
and still be functional, getting products out the door on time. The "supervisor" was
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now not so much the teams' value consensus as it was their rules. You either
obeyed the rules and the team welcomed you as a member, or you broke them and
risked punishment. This element of concertive control worked well. As Danny, a
temporary worker at this time told me, "If you're a new person here, you're going to
be watched."
Peer pressure amongst new and old team members was seen by employees as a
means of ensuring effective teamwork, and the older members were concerned
about not wanting to be seen as being too harsh to their new peers. But longer
standing members, such as Jack who had seen all this before commented that
There is some more authority and control seen in Electron with the new teams
now. It rests in the norms and values of the team and people comply based on
how their team members respond with them. They invest a lot in the team and
give it their all. They are quite careful to ensure they do things right to please
their other members.
Acknowledgement is given to J. Barker whose interesting and insightful
research in 1991 provided the foundation for this case study.
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