The impact of Team Empowerment

THE IMPACT OF TEAM EMPOWERMENT 5

Theimpact of Team Empowerment

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Theinfluence of group empowerment on virtual team performance and themoderating role of face to face interaction were investigated in anadvanced information technology organization. The results showed acorrelation between team empowerment and two independent elements ofvirtual team performance. These factors included customersatisfaction and process improvement (Nemiro, 2011). In addition,face to face interaction revealed a connection between teamempowerment and process improvement. Team empowerment refers to theprocess whereby the team members are allowed to contribute to theoperation of the group. Empowerment allows the members to sharedecisions and duties in order to achieve the group goals efficiently.Teamwork gives the members a chance to do what they are best at andtogether they are aware of the obstacles and potential opportunities(Nemiro, 2011). Team empowerment is guided by for essentialprinciples namely potency, meaningful, autonomy and impact. Theywork together to increase team morale and motivation.

Itis argued that in the absence of virtual teams, team empowermentwould do best. It is because group empowerment would help in processimprovement and customer satisfaction that are performed by thevirtual team performance. Virtual teams are experts that help addresscustomer related issues as well as developing products for theorganization (Nemiro, 2011). The process improvement is a continuousexercise that the team members can learn. In the absence of virtualteams, the team members adapt the processes leading to thedevelopment. In order to improve the general processes of thecompany, the team members discuss the errors, conduct experiments aswell as obtaining feedback. Empowering the team means that they havethe authority to perform the work of the knowledge-based groupsincluding integrating with other team members within and outside thecompany, risk taking as well as resource allocation among others. Inaddition, the empowered teams are guided by the four principles ofcaring out the process improvement (Nemiro, 2011).

Customersatisfaction is one of the functions of virtual teams. In the absenceof these groups, the empowered group uses the four elements tofulfill the client needs. The autonomy part helps the empowered teammembers to address customer problems without necessarily calling formanagerial help. Potency encourages the members by making makebelieve that they have what it take to resolve these complaints(Nemiro,2011).Further, the meaningful element makes the members appreciate theirwork and it is their responsibility to take good care of thecustomers. Lastly, impact allows the team members to identify thechanges needed in order to satisfy the client (Nemiro,2011).

Virtualteams refer to groups of geographically dispersed employees that arejoined by information technology to accomplish company goals. Theyare temporal groups that are formed to undertake a particularcritical task for instance, product development or solve anindividual problem in the organization (Nemiro, 2011). Today, due tothe financial distress, majority of the companies recruit membersacross the globe and have them communicate via email and videoconferencing thus saving time and money.

Someresearchers argue that virtual teams do not meet face to faceregularly hence making them virtual. The empowered team meets face toface more frequently as compared to virtual teams. Researchersfurther argue that there could be virtual teams spread all over theworld while others are situated in the same location. The primaryfocus is on virtual element and the importance of face to facemeetings (Nemiro, 2011). They argue that a face to face meeting is anessential moderator that significantly contributes to theaccomplishment of a given task. The virtual element is the largestdifference between teams in an organization. The empowered groupproves stronger than the virtual team performance if they frequentlyinteract with face to face.

Reference

Nemiro,J. E. (2011). Thehandbook of high-performance virtual teams: A toolkit for collaborating across boundaries.San Francisco: Jossey-Bass.

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