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Lessons from the Great American Leaders & How They Apply Now

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A Systematic Approach is Required to Structure Your Teams

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Leaders should be cognizant of the fact that teams do not evolve automatically, and that the only things that do in the organizational environment are disorder, friction and poor performance. Effective team design and structure require thinking, analysis and a systematic approach to their development.

Organizational and team structures are not mechanical, but organic, as both organizations and the teams that work within them are comprised of people, not machines.

Additionally, designs and structures are unique to the organization, matched to meet its particular needs and objectives. Leaders should note that some of the worst team development mistakes were made when a mechanical model of an ideal team structure was imposed upon a living and organic business.

It is important for leaders to understand that strategy determines the structure of a team. The basic questions, “What is our business?” “What should it be?” and “What will it be?” define the purpose of any team and organizational structure.

The answers to these questions identify the key tasks and activities for which specific teams are formed. It is this effective structure that makes these activities get off the ground, function and produce results. Therefore team structure needs to be primarily concerned with these key activities; all other purposes are secondary.

Team structure demands self-discipline from every member. All individuals must take responsibility for the work of the entire team and its performance. It is the combined efforts of organizational teams that allow them to accomplish all of the key goals and activities.

Teams need to be designed and structured to integrate three distinct forms of work:

Operating Task – responsible for producing the results and output of the team.

Innovative Task – enables the team to approach its assignment with a view toward the possibilities the team can attain.

Management Task – directs the work of the team, creates and monitors its vision and sets its course.

All of these distinct forms of work are integrated into the team’s structure and approach. The specific blend of these tasks is determined by the responsibility, assignment and makeup of the team.

The structure and approach of the team is created to satisfy specific organizational needs, including:


Clarity should not be confused with simplicity. Teams can be working on complex problems and issues that require complex solutions. They are not expected to simplify these solutions for the sake of the organization, but they should clarify them so they are understood and implemented.


Teams must employ an economy of effort to maintain control over the group and to minimize friction between team members. Excessive time devoted to the resolution of internal problems wastes the team’s resources and is uneconomical.


The direction of the team must be geared toward results rather than the team process. This means that teams should be concerned with the reasons why they were created rather than with the techniques they need to employ. The focus should be placed on output over form.


Teams need to be structured so that team members clearly understand their specific roles, tasks and assignments and how each contributes to the accomplishment of individual team goals.

Decision Making

Decision making must be structured to focus on the right issues; it must be action- and results-oriented.


Teams must be structured for stability rather than rigidity. This allows them to survive turmoil and to adapt to the changing circumstances and environment that they are operating within.

Perpetuation and Self-Renewal

The team structure should be conducive to producing new leaders for the organization, and further be instrumental in helping these new leaders continually grow and develop their skills. It is this self-renewal of leadership that allows teams and organizations to develop and incorporate new ideas. Only with self-renewal can businesses maintain their competitive edge.


There are Only Three Reasons to Form a Team

The Use of Teams Requires Self-Discipline

Five Critical Factors of Team Success

How Do Know If Your Teams Are Remaining Strong & Productive

Excerpt: Developing a Team Approach (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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