Student’s Name
Institutional Affiliation
 
 
 
Hot Teams
Summary
The success of any organization is dependent on the ability of its members to cooperate in the achievement of its objectives. The name “Hot teams” refers to departments or groups that exhibit strong cooperation in all their activities. Consequently, the synergy in these teams makes them get more work done without supervision. Also, members of such groups are usually engaged and satisfied with their work. In this regard, the development of a hot team can make a firm to achieve its objectives more efficiently and reduce cases of high staff turnover because the employees will be more willing to work.
Hot teams are paramount for the proper functioning of interdependent tasks. In these activities, individual’s willingness to look beyond their self-interest, cooperate, and coordinate with others determine a group’s success. To create a hot team, a manager must set flexible organizational rules for his/her workers. Additionally, he/she must empathize with them to understand their experiences. He/she must listen to its members, love them, give them the opportunity to make decisions, and make their jobs more engaging. Overall, such a work environment will inspire individuals to sacrifice their privileges for the team.
Although establishing a hot team in the current resource-strapped and competitive business environment may appear impractical for most managers, Haughton (2005) says that a progressive approach can result in the formation of such a group. According to him, leaders should view the process of making hot teams like that of developing skills and internal cooperation that will make an organization achieve its goals much easier. Therefore, they should be willing to sacrifice a small portion of their present resources to enjoy the greater benefits of increased efficiency and productivity that are enabled by hot teams.
Implication of the Article to my Current Job
The article Creating Hot Teams by Haughton (2005) is informative and will enable me to establish a conducive work environment for the development of a cooperative group in my organization. I am a human resource officer and my job mainly entails providing various services to employees. In my current position, I will establish flexible rules for my employees and also empathize with them. At a personal level, I will love them, listen to their opinions, give them the right to make decisions, and make their work engaging.
The establishment of flexible rules that will allow employees to modify their work environment to satisfy their unique needs. As a result, employees will feel more empowered and responsible for ensuring the company achieves its main objective (Haughton, 2005). For example, I will allow workers to report to work at their convenience and leave once they complete their tasks. Consequently, they will realize their main objective is to finish their assigned tasks and not just to show up in the office.
In addition to establishing flexible rules, I will empathize with workers by not patronizing or humiliating them in front of their colleagues. For example, in case an employee repeatedly fails to achieve his/her target, I will have a formal meeting with the person in my office where we will discuss his/her underperformance and develop corrective measures. My friendly approach to my employees will increase their enthusiasm and make them more willing to share their opinions on changes that should be done to increase the team’s performance.
I will also be friendly to my team members so that they can be more cooperative. In hot teams, employees always trust their leader; thus, my love for my workers will enhance their faith and confidence in me (Haughton, 2005). I will take a personal initiative to defend them when they unintentionally make errors. Moreover, I will assist them in various ways such as creating training programs where they can improve their skills and informing them about new promotion opportunities in the organization. This work environment will create unity within the team, which will, in turn, make the members more creative and productive.
To create trust, relax barriers among the team members, increase the group’s self-esteem, and make my expectations of all team members clear, I will listen to them. I will always ask for their opinion about any project that they are to accomplish. I will then note down their views and suggestions. Importantly, I will consider their thoughts when making my decisions. My friendliness to the team members will make them seek clarification from me on any contentious issue. Accordingly, my ability to listen to all my workers will result in the formation of a hot team.
Since roles make people feel special and reveal their strengths, I will allow the team members to take various leadership positions. Specifically, I will ensure that they lead in committees where they are most skillful. These new roles will make all individuals to be engaged in the group’s activities, which will result in the formation of a hot team.
Finally, I will allow my employees to make decisions on how various activities in the organization should be carried out. The freedom to make decisions leads to employees being considerate since they become aware that their actions impact on the overall performance of the organization (Haughton, 2005). Consequently, I will involve my employees when forming the organization’s work plan. Moreover, I will allow them to make their departmental plans as long as they are in line with the firm’s main plan. The freedom to make work plans will give them a sense of control and responsibility in the organization, which will, in turn, lead to the formation of a hot team.
The development of a hot team entails cooperation between workers and the organization’s management. Consequently, I will make friendly policies and become approachable by my employees. As a result, most of them will become cooperative and willing to sacrifice their time and energy for the firm, which will lead to the formation of a hot team.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
References
Haughton, L. (2005). Creating hot teams. Leader to Leader. 2005(38), 1-12.