Literature has been reviewed on the formation and structure of groups and teams in order to establish what differences there are in the types of teams that exist in the modern workplace, and what it is that facilitates effective and high performance of such teams. From the results of the qualitative research conducted, the author is of the opinion that the notion of teams operating in the regulated casino environment is somewhat exaggerated. At year end functions and award ceremonies, mention is made of the teams that successfully contributed to the various achievements but, upon closer inspection, no teams are evident at the “coal face”. Some of the reasons for this may be that there appears to be a lack of those skills necessary to harness people into successful teams especially during the early stages of the business lifecycle. Too few people at grass root level have the required knowledge, skills and attitude to take the lead and form a team especially in an unfamiliar environment. It may also be as a result of the different management styles imposed on the labour force over a long period of time. As organisations are forced to become more competitive, especially on the global market, it is the author’s opinion that the management style in progressive organisations will probably have shifted from autocratic to paternalistic to democratic; yet very few businesses are practicing participative management, although buzzwords relating to participative management are used freely. Ultimately, accountability rests with top management and results are measured by bottom line figures. Since accountability is centralised, the intrinsic and extrinsic rewards for success are also confined to management who is likely to be criticised, attacked, or got rid of, and these recipients are often not volunteering to share the benefits reaped – even though the recipients would mutter words such as “if it were not for my team” or “ thanks to my team”. With this viewpoint in mind the treatise aims to address specific and practical interventions that could be implemented without much organisational change and yet developing a culture of team development and team building within an organisation. The author is of the opinion that the responses imparted from the different respondents in the research results could benefit Sun International within its training methodology policy framework. Although, each casino unit is managed autonomously, Sun International, via its centralised training facility, could apply successful specific and practical training interventions in respect of team dynamics. Results extracted from unit staff climate surveys and staff feedback sessions could be collated from the different training departments within the group and presented in workshops at quarterly conferences and feedback seminars. The effectiveness of these interventions, once implemented, could be assessed in a performance measurement framework. Eales-White (1996: 34) quotes Peters as saying, “I observe the power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything … companies that do, will achieve greater focus, stronger task orientation and enhanced individual commitment.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:nmmu/vital:8734 |
| Date | January 2007 |
| Creators | Hughes, David Robert |
| Publisher | Nelson Mandela Metropolitan University, Faculty of Business and Economic Sciences |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis, Masters, MBA |
| Format | viii, 101 leaves, pdf |
| Rights | Nelson Mandela Metropolitan University |
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