Management of successful teamwork in automotive industry field.

Izvercianu, Monica ; Vartolomei-M., Mihael ; Staicu, Florentiu 等

1. INTRODUCTION

Technical aptitudes are necessary but not sufficient for managers' success. Literature presents the team concept ("members of a team influence themselves in order to achieve the organization objectivE" (Deaconu et. al, 2004), the law of teamwork (Maxwell, 2003), but also the influence of settlement strategy elements: structure, culture, work environment, groups and individuals' motivation showing leader's abilities. Especially practical field emphasises the role of managerial (Harrington-Mackin, 2002) and philosophical values and the impact an efficient teamwork over organisation's sustainable achievements has.

Even if human resources management represents the process during employees obtain the needed satisfaction level, according to literature (Deaconu et.al, 2004) the organization obtain proposed targets by interweaving four elements: environment, organization, job and employee.

Advantages for managers to use efficient teams are

* The teams are perfect suited for solving complex problems that need different knowledge and opinions.

* They represent a perfect environment to learn.

* They are more well target oriented.

* They can easier to establish own vision and purpose.

* They can use better the resources of every member.

* They are more flexible (Draghici, 2007).

* They rise loyalty and work using principle "all for one and one for all" (West, 2005).

The teams follow more stages in order to be considered efficient one: the birth, the storm, the normalization, the final.

2. COMPANY HR STRATEGIC PLAN

In human resources (HR) strategic plan overview of studied company, the authors realised to define its vision, key strategic issues and key actions (table 1). Thus, in business description, HR vision of organization develops and implements people strategies leading to one organization culture focused on supporting growth objectives, best in cost producer strategy.

Organization key strategic issues are: weak bench, retention, resources to support shift to low-cost facilities, communicating globally, improve process efficiency.

The strategic thrusts (Key Actions) for organization seen by the authors are:

* Identify, develop, manage and retain talent and leadership within organization.

* Lead the organization in developing HR strategies to support the low cost producer strategy.

* Build the process to effectively execute communications.

* Build plant organizational capability to manage in a global and virtual environment.

3. PERFORMANCE IN THE FRAME OF TEAM

The relationship between formation and performance shows a complex system networks are both social and economical, in the same time, as can be seen in figure 1. According to figure 1:

* Connection 1 refers to feedback about team-makers.

* Connection 2 shows a normal process to increase know-how by formation. It is about more to improve its efficacy than its size.

* Connection 3 shows formation process can be remedy for careless in activity, because it improves worker's relationships, it can make a good integration of workers.

* Connection 4 reflects rising knowledge level can increase understanding level regarding plant functioning process. It results an improvement of organizing process that can lead to an increase of efficiency.

* Connection 5 refers to relationships between knowledge improvement, social environment and organizing process, "increasing the individual culture level".

* Connections 6, 7 underline the effect of increasing culture level can be seen on productivity enhancing the plant performance level.

4. CONCLUSIONS AND PROPOSALS

Performance represents the way member of a team contributes to the achievement of team objectives.

[FIGURE 1 OMITTED]

[FIGURE 2 OMITTED]

Although people motivated not always obtain good results (low aptitudes, undeveloped abilities, wrong understanding of targets, bad chance can decrease performance even for the most motivated persons), in figure 2 authors present some factors contribute to individual performance in the frame of work in a team. Now more than ever, extraordinary leadership is an increasingly important element of plant's success.

For the plant studied in this paper, the authors identified the following propositions for improve teamwork performance:

* Business Acumen (internal training): knows Competition, familiar with strategies and tactics, manages by fact, and demonstrates knowledge / interest / aptitude for business.

* Customer Focus (internal, external training): focuses work process on customer satisfaction, meets internal/external expectations, promotes and maintains strong customer relationships/partnerships, demonstrates that meeting customer needs is a priority.

* Strategic Impact (external training): drives change / innovation, understands the larger picture, rethinks / reconceptualizes the business, analytical thinking.

* Vision and Purpose (external training): sees possibilities, optimistic, creates/communicates compelling vision/direction, inspires and motivates, aligns the organization.

* Values and Ethics (internal training): lives by team values, adheres business ethics, ensures compliance with laws and rules.

* Bias For Action (external training): demonstrates a sense of urgency to achieve important goals, focuses on speed, sets priorities, seizes opportunities, high energy, reduces cycle time and bureaucracy, eliminates waste and unnecessary work, establishes process for continuous improvement, problem solving.

* Commitment (external training): widely trusted, takes ownership, candid and forthcoming, and delivers on commitments.

* Teamwork (external training): initiates and supports meaningful projects, demonstrates trust in team members, serves on teams.

* Leadership (external training): assembles strong teams, attracts, selects and develops talented people, stretches, empowers and trains people, provides feedback and recognition, demonstrates/stimulates passion and commitment, leverages and motivates resources, professional attitude, and accountability.

5. REFERENCES

Deaconu, A. (2002). Plant diagnostic and evaluation, Intelcredo Publisher, ISBN 973-97879-8-3, Deva

Draghici, A. (2007). Human resources management, Politehnica Publisher, ISBN 978-973-625-511-3, Timisoara

Harrington-Mackin, D. (2002). How to create o successful team, Teora Publisher, ISBN 973-20-0618-8, Bucuresti

Maxwell, J.C. (2003). The 17 Indisputable Laws of Teamwork, Amaltea Publisher, ISBN 973-9397-71-9, Bucuresti

West, M. (2005). Work inside a team, Polirom Publisher, ISBN973-681-970-1, Iasi

Tab. 1. Human Resources Strategy--Global

Strategies Objectives Actions Issues

One * Improve * Evaluate HR Shared * Will
Company/ efficiency, Services and require
One System/ consistency, and evaluate outsourcing close
One PLANT effectiveness of opportunities partnership
 HR globally * Look at internal with IT
 * Lower costs and external best and BUs
 * Optimize practices target
 systems that span 2007
 the organization * Assess and realign
 * Create a HR function and
 "PLANT Best in plant coverage
 Class and Cost" utilizing Subject
 HR organization Matter Experts and
 * Increase ability adopting Best
 to change quickly Practices

Obtain, * Maintain and * Implement * Team
identify, improve Leadership needed to
develop, employee Development and finalize
manage and satisfaction Succession and roll
retain talent * Build a capable Management (LDSM) out
and workforce Plan LDSM
leadership * Increase bench * Determine best program
within strength practices; modify * Need IT
PLANT * Provide greater the SPER program to support to
 flexibility to European develop
 respond to growth requirements; LDSM
 and changing implement database
 markets vulnerability grid * Team
 * Increase the and improve Employee needs to
 continuity of the satisfaction evaluate
 business questionnaire use of
 * Promote PLANT
 diversity and Learning
 innovation Online

Lead the * Create an * Develop strategies * Need to
organization operating and plan to leverage work in
in environment free low-cost countries close
developing to locate talent for Manufacturing, collaborat
HR where best suited Tech Centres and -ion with
strategies to for the business Shared Services BUs
support low * Enable employee * Develop Plant * Depth of
cost productivity gains Labour Strategy talent in
producer to lower cost in including HR
strategy existing negotiations, union- organizati
 operations free platform, -on to
 * Facilitate and benefits, and pay support
 support negotiations all
 movement of business
 work to new needs in
 locations or this area
 hiring/ramp-
 up/training of
 facilities in
 lower cost
 environments

Build the * Enable effective * Use employee * Overlap
process to and consistent communications plan with
effectively employee to achieve effective Marketing/
execute communications communication at all Communi-
communicati throughout levels in the cations
-ons PLANT organization group
 * Develop plan to
 promote innovation

Build * Create a * Evaluate a global * Inability
PLANT company culture HRIS system to attract
organization and talent base * Identify, recruit and retain
al capability that is adept at or develop HR global
to manage in working in a resources with global talent in
a global and global business experience HR
virtual environment * Be proactive in
environment * Manage talent to breaking down
 incorporate the barriers across
 global nature of businesses,
 PLANT functional groups,
 and regional groups