One of the main technologies that have gained great popularity and have proven to be vital to ensure the success of organizations is teamwork.
We cannot continue with the paradigm of fiefdoms within companies, where everyone analyzes and decides, without having the opportunity to achieve a solution born from the synergy that occurs when working as a team.
Human beings, by nature, tend to work individually and it takes a lot of effort to work in groups. It is also common not to know how to listen to the ideas of others, to value them and to see in them very interesting solutions to situations that would hardly be solved if only one person was responsible for it.
We must accept moving from a traditional organization model, with a lot of emphasis on control, to an organization model with high-performance teams that emphasizes the commitment of people.
The new high-performance system implies internalizing a new culture of work design among all staff, understanding with the aim of improving their productivity and quality, creating shared responsibilities and providing better jobs for people.
The most unique feature of this process is that, instead of exclusively involving "experts" or high-level executives, it leads employees at all levels and functions to participate in the process of recommending changes in the design of their activities. In this way, more information is obtained, with the participation of those who are close to action, and a greater commitment to act is promoted.
The history of recent years, especially in Japan, Brazil, and the United States, has shown us that when strategies are designed and decisions are made in a collegial manner, success is assured. For this reason, I dedicate this work to the study of this technology called Marketing, because it would be impossible to qualify as a world-class company that does not live this philosophy of teamwork. Incidentally, there is a famous phrase "You could never make good music if the members of the orchestra do not listen to their colleagues."
It is not easy to develop work teams that achieve high levels of performance and satisfaction for each member; however, this way of working is increasingly adopted by different companies eager to change to be competitive.
However, on many occasions these attempts fail, especially in companies where people were accustomed to working in a functional way, not interdisciplinary, in such a way that they fail to internalize the characteristics of the profile of the human resource desired today, such as leadership participatory, shared responsibility, well defined goal, effective communication, etc. Therefore, it is necessary to choose the best approach for participation teams, implement it appropriately and follow up on it.
The next point to take into account are: comparative analysis of work systems in organizations; participation team classes; development to create this culture in the participants; implementation of work teams; evaluation of results and compensation and recognition systems for those who participate in this work culture.
