Adaptability Of Teamwork

In today turbulent world, global business environment is changing rapidly. New ideas and approaches emerge continuously. New problems must be confronted constantly. Technological advances increase competition. In the face of a such challenging and dynamic environment and in order to survive and to be successful, organizations need the knowledge, ideas, energy and creativity of every employee from front line workers to the top level managers (Spreitzer, 2007). Some human resources management approaches frequently assume that higher organizational performance can be accomplished by effective teamworking and personal empowerment. So, there is no surprise that today, there has been a considerable increase in application of teamwork in organizations

It has been argued that teamwork encourages and facilitates communication. Interpersonal communication is essential for team’s success and effectiveness (Dulaimi and Dalziel, 1994). When information is clearly exchanged between team members and effective communication channels are established, conflicts are reduced, appreciation of other members roles and ideas is increased and so, cooperation, team spirit and knowledge sharing are fostered. Teamwork also contributes to adaptability. Without adaptability nothing could ever happen (Milne, 2008). Adaptability refers to team member ability to identify the source and nature of members’ personal differences and problems, as well as overcoming them so as to achieve a common goal (Iranmanesh and Zeinali, 2014). Employees through “social laboring” and social interaction can also develop higher self-esteem and self-actualization (Staniforth,

The term of empowerment is rarely defined clearly (Greasley et al., 2004) and has been used very loosely by practitioners and academics (Mondros and Wilson, 1994 & Russ and Milam, 1995). One possible reason for this lack of clarity is a the tendency for empowerment to be attached to management concepts, for example, Total Quality Management (TQM) (Greasley et al., 2004).

Empowerment has been associated with the redistribution of power so that employees have an increasing degree of flexibility and authority to participate in the decision-making process of an organization (Greasley et al., 2004). Employee involvement does not necessary mean any de jure sharing of authority of power. It is employers who decide whether and how to empower employees so as to generate commitment and enhance their contribution to the organization (Willkinson, 1997).

According to Paul Adler (1995) in employees’ empowerment “the loss of management’s power over employees seems to be more than compensated by the competitive benefits of the associated increases in the organization’s power to accomplish its