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(c) Simon Growcott, University of Wales Aberystwyth 2002 Introduction According to Kerr, "Teams are replacing individuals as the basic building blocks of organizations."1 In 2000 Kerr estimates teamworking was a strategy employed by 90% of Fortune 500 companies. Team-oriented workgroups appear in numerous case studies promising exceptional results in improved efficiency and increased productivity. Organisations therefore perceive operational advantage in teams, worthy of the expense and inevitable organisational structural changes required. Teamworking is now "the most frequent topic taught in company training programs of 200 Fortune 500 companies."2 Embracing team philosophy is no guarantee of success, and there are conditions which could see a team lose performance if not properly checked. Teams are not necessarily the most efficient solution for all situations, and organisations may over-estimate the benefits they will eventually achieve. I will attempt to define how teams operate within organisations, how the organisation expects teams to produce benefits, and how the...

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