Introduction With the need and emergence of globalization in the 21st century, many organizations are devising better

ways on improving its operations to fairly compete with other similar firms, hence the need to engage in teamwork process. Such ventures have necessitated companies take advantage of improved speed in product development process. The use of teams has proved to reduce the time needed to respond to customers and organization needs. Such speed reduces the time taken to fill a customer order, which also serves as a yardstick in gauging the organization; short-term and long term objectives.

Definition of Terms Team; This refers to a group of people with complementary skills who are committed to common purpose, a set of performance goals; with a view to achieve a collective goal. Such teams could be small or big depending on the need for such formation. Training Training is important in order to give new, or present new teams with the skills they need to perform their jobs. Having high potential employees does guarantee they will succeed. They must know what you want them to do, how you want them to do it in order not to do their own things.

Human Resource specialist; this person is specially trained in one or more areas of human resource management for example; labor relations specialist, wage and salary specialist. Human Development This is the orienting and training of employees, by building effective teams within the organization structure, designing systems for appraising the performance of individual employees. Induction This is the orienting and training of employees, by building effective teams within the organization structure, designing systems for appraising the performance of individual employees. Management; management is the process of acquiring, training,

appraising, and compensating, and of attending to their labor relations health, safety, and fairness concerns (Gary Dressler pg. 2)

Types of teams Project team; the group works on a specific project that has a beginning and an end. The members work fulltime until the closure of the project

Parallel teams; they are formed for problem solving. Such teams formation are aimed at probing an occurrence with a view to achieve maximum consumer satisfaction through improved product development Virtual teams; they are electronically formed and operated. The group

members interact through social media in carrying out the assigned task, whereby they establish convenient time in carrying out the assigned task. The group elapses once the set duration of its operations end. Self managed teams; such groups are formed and entrusted with the responsibility of working on a new product. The formation of such group aims at breaking monotony associated with the need of having to depend on line supervisors for decision-making. Such working scenario is observable in automobile industry.

Human Resource is the polices and the practices used in carrying out the people or human resource aspects of management positions including recruiting , screening, training, rewarding and appraising (ibid)

HRM, according to Mullins involves all management decisions and practices that directly affect or influence the people, or Hrs, who work for the organization. (pg. 747)
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Human Resource management according Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th Ed.). London: Kogan Page is the strategic and coherent approach to the management of an organizations most valued asset- the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms Human resource management and human resources have largely replaced the term personnel management as a description of the process involved in managing people in organizations. What this means is that Human resource management deals with employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. Importance of human resource management (HRM) in team building Human Resource management is important to an organization when selecting a team as it serves the following purpose; To hire the wrong person for the job, experience high turnover, have company taken to court because of discriminatory actions, commit any unfair labor practices, have employees think their salaries are unfair and inequitable relative to other in the organization.

An effective human resource manager and effective team will yield profits while making work more conducive for the human resource and the organization as a whole. Organization of a team comprises the following : Team leader; this is the person who manages people directly involved with the production of an organization's products and services for instance production manager in a manufacturing plant, and Loan manager in a Bank. However, Boxall refers to this as line managers, as those who supervise employees engaged in the operations of the firm - usually involved in hiring their own team and almost held directly accountable for the performance of the firm. Human Resource Generalist. A person who devotes a majority of working time to human resource issues in a team, but does not specialize in any specific areas, that is the overall overseer. FUNCTIONS OF WITHIN THE TEAM Time span Some teams are set up to solve a specific problem and when this has been solved the team disband, other teams may be longer time project based, and may disband when the project is complete. Some teams will be relatively permanent fixtures such as production teams, where the task is on going Leadership Some teams are based on shared responsibilities, although a leader may emerge and this leader may change depending on the task other teams will have hierarchically appointed leader.
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Interchangeability Teams differ in range of specific skills that are required as to whether there is an expectation that all members will learn all skills. in some production teams interchangeability of skills is key and all members will have potential and will be expected to learn the skills. in other types of teams for example cross-functional teams (surgical teams, product development teams) each member is expected to bring their specialist skills to use for the benefit of the teams and are not expected to be able to learn all the skills of each other member. Task and functional range Many production teams will often be designed to cover a whole task within this there will be a wider range of activities which differ from the traditional line form of production.

DIFFERENT TYPE SOF TEAMS Cross functional management team Problem solving teams Departmental teams Top management team Self-managing teams, production teams, service teams

Interchangeability of team members

High range of activities indicate activities over a broad range of functions

Low range activities indicate activities within a function and within a single task. BROAD TEAM TYPES Production and service teams they are referred to self managing teams, or self directed teams, they are typically given authority to submit team budget, organize training required, select new team members, plan or production to meet predefined goals, schedule holidays and absence cover and deploy staff within the team. There is clear emphasis on taking managerial task that would previously been done by members of managerial hierarchy. Arkins (1999) repots how Vesuvius an isolate Scottish outpost of large international conglomerate used self-managed team throughout the production process together with emphasis on employee development has driven company growth. Resistance from team members Resistance from other parts of the organizations. If traditional managers do not give direction and control over the team, immediate conflict is set up as to who makes the decision if they fail to support the team may fail.

Resistance within the team Team members may feel resistance due to fear of loss valued skills. Peer pressure This pressure has identified lower absence levels due to awareness that collegues have to cover for them and higher production rates so as not to let colleagues have to cover for them.

Cross functional management teams

Teams see themselves as members of their function whether be it marketing, research, sales, development and members of a specific project team. Functional teams It is made up of individuals within a function. for example the training section of human resource department may well referred to as the training team. TEAM ROLES a. Co-ordinator This person will have clear view of team objectives and will be skilled at inviting the contributions of team members in achieving this rather just pushing his or her own view. b. shaper Is full of drive to make things happen and get things going, they are quite happy to push their own views. c. plant Most likely to come out with original ideas and challenge the traditional way of thinking about things. d. resource investigator Group member with strongest contacts and networks and is excellent at bringing information and support from the outside. e. implementer An individual is company worker is well organized and effective in turning big ideas into manageable task and plans that can be achieved. f. team worker The team worker is one who is most aware of other in team, their needs and concerns.

Completer Is one who drives the deadline and make sure they are achieved. g. monitor evaluator Is good at seeing at all the options they have strategic perspective and can judge situation accurately.
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h. specialist Provides specialist skills and has dedicated and single minded approach they are narrow approach.

The benefits of teams A quality work and conducive environment is realized. This is achieved through teamwork and sharing of responsibilities assigned to group members individually and later on a forum is established to analyze the various points and necessary amendments made to ensure a quality work is achieved. Cost effective. When a company delegates management work to teams, organizations can save on the labor cost on employing supervisors and middle managers. The use of teams increases the speed at which an organization uses in producing a product. This is facilitated through consulted efforts and sharing of responsibilities, which ensures that there is minimal wastages and waste of time hence improved work performance as a whole

Shortfall of teams There is often time wastage especially due to laxity among some

members. This often limits an organization meet its target within the stipulated time frame hence becomes ineffective where urgency is needed. The need to consult each other often takes time, as there is need to consult the team members. A slight disagreement hinders a sound work process being realized hence disadvantages the entire work process being realized within the set period. The formation of groups often demands heavy funding in order to sponsor its operations. The assigned task to a given group may be rendered ineffective if an organization fails to raise the required amount to facilitate the operations of the group. Such limitations negatively impact on the operation and results of a designed group. The use of social media often limits the operations of a group using such electronic media to carry out its operations. This may often be associated with poor infrastructure within a given setting hence limiting the group and the organization as a whole meeting its desired goals.

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Conclusion Despite the many challenges associated with group formation and its operation , over the years, team work serves as the best resort in achieving quality results desirable for the continuity of the group and for the purpose of individual human growth and development.

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References Byars, L. Rue, L. (2007) Human Resource Management, McGraw Hill Rees, D.W Porter, C. (2008) Skills in Management 6th ed., London: Cengage Learning EMEA Mullins, L. (2005) Management and Organizational Behavior 6 th edition, Harlow Financial Times Prentice Hall. Gary, Dressler (2003) Human Resource Management; Patparganj, Delhi Pearson. Boxal, Peter (2003) Strategy and human resource management; Palgrave Macmillan, New York. Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th ed.). London: K

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