Yet data from the USA indicates that 55 per cent of staff do not believe what their firm's top management tell them and that 33 per cent do not trust their immediate bosses. It is often assumed that good performance naturally accompanies the appointment of an individual to a new job, particularly if the title includes the word 'manager'. However, this couldn't be further from the truth, especially when the new job tasks include the management of people. The problem is often compounded by the new job holder being afraid of asking for help for fear of appearing unable to fulfil his or her new responsibilities. The case study in the full version of this article clearly shows that a lack of understanding of what constitutes an effective team caused the problems the company experienced.
Team effectiveness is a balance between people factors, organisational rules and job tasks.
When considering how to measure team effectiveness it is worth planning how to satisfy the component parts of each. Organisations that wish to maintain team effectiveness should consider an induction period for all promoted staff. Such an induction period would allow for training and mentoring specifically directed towards the competencies required to fulfil the job tasks. The above is an adaptation of the full article, which appeared in the February 2001 edition of Training Journal. The text outlines the three determining factors as to whether a team will be effective, and examines the impact of effective teams on work processes.