boration among people, departments and functions.
In a team environment, the traditional structure is changed to one in which team members share a core of functions rather than each employee performing a specialized job function. The result is improved efficiency and effectiveness.
Another reason that teamwork is effective is that simplified and fragmented tasks can rob the people who perform them of their self-esteem, sense of accomplishment and pride in their work. As workers in the United States have become better educated, they have also become less likely to do oversimplified, mechanical jobs (Montebello and Buzzotta, March 1993, p. 60). Many workers can and want to perform more complex and sophisticated jobs; teams give them the opportunity to do that. As a result, workers are better motivated and perform better in their jobs.
Teamwork is successful in part because of the focus it places on people. The Hackman-Oldman model of job enrichment iden
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