Introducing teamworking within a bureaucratic maze

2010

For several years, the development of the Swedish public sector has been accompanied by a discussion about inter-organizational collaboration, which has been examined in several national experiments. The experience, however, indicates significant difficulties in implementing collaboration in local authorities' regular activities. This article argues that organizing inter-organizational collaboration in projects tends to be counterproductive, since the purpose of this collaboration is to increase the integration of local authorities. This article is based on case studies of three different collaboration projects. Each project is analyzed in relation to the way collaboration is organized within the project and how the relationship to the local authorities' activities is designed. The outcome of these studies shows that while collaboration projects increase integration between the responsible authorities, the integration stays within the projects. This is due to the fact that the projects were designed as units separate from the responsible authorities. As a result, the collaboration that occurs in the projects is not implemented in the local authorities' activities, and the viability of the increased integration of different responsible authorities does not extend beyond the projects.

Whereas the organizational concept of self-managed teams has received abundant attention by public management scholars as a post-bureaucratic answer to the increasing demands faced by public organizations, research on what teamwork in public organizations actually looks like is lacking. This paper fills this gap by investigating to what extent characteristics of teamwork commonly found in research on private sector organizations -goal dependency, task dependency and external cooperation -affect the degree of self-management of teams in public sector organizations. Furthermore, we examine how self-managed teams are affected by their attachment to public values by analyzing publicness as a moderator of the relationships of goal dependency, task dependency and external cooperation with selfmanagement. Analyses of supervisor and team member data from a sample of 68 teams in Dutch public sector organizations show that goal dependency and external cooperation positively affect the degree of self-management, while task dependency does not. Moderated multiple regression analysis also shows that publicness bounds the positive association between goal dependency and self-management, but does not significantly affect the relationship of external cooperation with self-management.

Industrial Relations Journal, 2003

This paper is based on an empirical study of barriers to the adoption of teamworking in seven UK firms, including small manufacturing units, pharmaceutical organisations and telephone call centres. Such barriers arise from the tension between the 'microcultures' of teamworking at firm level and the logistical pressures of the supply chain. Successful adoption is seen as depending on management's ability to embed teamworking practices in the development of supply chain relationships.

«Регион и мир», 2024

Effective team management is the cornerstone of organizational success in both the public and private sectors. As global competition intensifies and workplaces evolve through technological advancements, the ability to manage teams effectively is becoming increasingly important. This article explores the key strategies that can strengthen team management, helping organizations achieve their goals while adapting to rapidly changing environments [3, pp. 78-90]. In the public sector, team management is often complicated by factors such as limited resources, bureaucratic constraints, and a diverse and extensive workforce. Public sector leaders must overcome these challenges while striving to deliver public services efficiently. In contrast, the private sector is driven by profitability, innovation, and competitiveness, with leaders focusing on maximizing productivity and ensuring the organization's market relevance. Despite these differences, certain team management strategies can be universally applied to enhance performance in both sectors. Communication, leadership, and collaboration are crucial for effective team management. Communication is the lifeblood of any team, ensuring that all members are aligned with the organization's goals and objectives. Effective communication involves not only the dissemination of information but also active listening, feedback mechanisms, and the establishment of an open dialogue where team members feel valued and heard. Leadership plays a pivotal role in shaping the vision, motivating the team, and creating an environment where each member can thrive. Good leaders foster trust, inspire their teams, and lead by example. Collaboration, meanwhile, leverages the collective skills and perspectives of team members, driving innovation and problem-solving. This article delves into these elements, providing insights into how they can be used to create an effective work environment. It highlights the importance of setting clear, achievable goals that give team members a sense of purpose and direction. Continuous feedback is emphasized as a tool for growth and improvement, helping team members understand their strengths and areas for development. Cultivating a culture of accountability ensures that each team member takes responsibility for their contributions, leading to a more cohesive and high-performing team. The role of technology in effective team management cannot be overstated. In today's digital age, project management tools, virtual communication platforms, and collaborative software have become indispensable. These technologies enable real-time communication, streamline workflows, and enhance coordination among team members, regardless of their physical location [9, pp. 55-72]. The article examines how these tools can be integrated into team management practices to boost efficiency and productivity. Training and development programs are also crucial for building capabilities and morale within the team. By investing in the professional growth of team members, organizations can ensure that their teams are equipped with the latest skills and knowledge. Such programs also demonstrate a commitment to team development, fostering loyalty and engagement. Finally, this article considers the impact of organizational culture on team management. A positive, inclusive culture that values diversity and promotes work-life balance can significantly enhance team performance. Leaders must be adept at creating and maintaining such a culture, recognizing and addressing any issues that may arise [7, pp. 210-225]. By understanding and implementing these key strategies, leaders in both the public and private sectors can navigate the complexities of team management. This not only leads to improved performance and outcomes but also contributes to the overall growth and success of their organizations [13, pp. 81-105]. Through effective team management, organizations can achieve their strategic goals, foster innovation, and maintain a competitive edge in their respective fields.

Purpose – Public organizations often need to implement organizational change. Several authors have argued that the specific characteristics of public organizations make the implementation of organizational change in public organizations distinct or even more difficult. However, this issue has received little empirical investigation in both public management and change management research. Public organizations typically operate in an environment characterized by checks and balances, shared power, divergent interests and the political primate. The purpose of this paper is to advance knowledge about how the implementation of change and its leadership is affected by the complex environment in which public organizations operate. Design/methodology/approach – A case study approach is adopted. A merger of three government departments in a Dutch city is selected as a case. This merger took place in an environment that became increasingly complex as the implementation process advanced. The main method of data collection was interviewing the managers that were involved in the organizational change. In all, 23 interviews were conducted and fully transcribed. The interviews were then coded using Atlas.ti software. Findings – The analysis indicates that a high degree of environmental complexity forces public organizations to adopt a planned, top-down approach to change, while the effectiveness of such an approach to change is simultaneously limited by a complex environment. In addition, typical change leadership activities, such as defining the need for change, role modeling and motivating employees to implement the change, are not sufficient to implement change in a complex environment. In order to overcome environmental dependencies and maintain momentum in the change process, public managers must engage in more externally oriented leadership activities. Originality/value – The paper provides empirical evidence about the relevant and rapidly growing research topic of organizational change in public organizations. The paper concludes with hypotheses that can be tested in follow-up research, and as such provides a starting point for future research concerning change management in public organizations.