The following are the differences between traditional environment and team work environment. First, the traditional environment discourages cross-training, and the management views it as inefficient. Similarly, jobs are narrowly defined with little skills required. On the other hand, the teamwork environment considers cross-training as its norm and the management recruits employees with expertise. It is because the jobs require individuals with a broad range of experience and knowledge to carry out the operation. Second, the traditional environment does not allow risk taking and the employees are punished for taking the risk. Similarly, the employees work alone, and they are rewarded based on their individual performance. In team work environment, the management encourages and gives support to measured risk taking. Also, the individuals focus and work together. However, they do so to meet their goals and benefit the whole organization. The employees in the team work environment are rewarded for what they have done based on their individual performance. The management also considers the employees’ contribution to the performance of the team (Freeman, 2010). Lastly, in the traditional environment, it is only the managers who determine and plan the type of work to be done by the employees. On the other hand, in the team work environment, the actions and plans are determined jointly by the team members and the managers. Therefore, it is the work of the whole team to plan and decide what should be done in terms of the tasks to be handled

Both Lei and Dalman are concerned with how they are unable to commit their time and energy to move the business forward. However, Dalman suggests that Sandwich Blitz should use the team approach for the company to succeed. A self-managed team is a team of employees who are trained to carry out all the duties of the workstation. However, the team lacks immediate supervisor, and their decisions depend on what was previously made by the first line supervisors. It would be significant if a self-managed team is successfully implemented at Sandwich Blitz. The self-managed team would be implemented when the organization decides to train its employees on the principles of self-management. The approach will provide the self-managed team with the opportunity to handle their daily activities. The self-management training will help the employees to develop skills on decision making, communication, and problem solving and conflict management. Also, the organization is required to share its plans for the future. The workers need to know organization’s goals and how they will fit into the plans. The goals will allow the employees to make better decisions that will benefit the organization. However, the key to this approach is for the organization to have transparent communication, goal setting, and strategic planning (Franz, 2012).

The implementation of the self-managed team will increase the productivity of the organization and also, the location managers will be in a position to solve the small problems. The cross-trained employees will understand their roles and also do the various jobs that are available. The cross training increases the team’s flexibility, and they will be able to tackle problems such as personnel shortages in the organization. After the training of the self-managed teams, the other target would be to reduce what Dalman used to do. Dalman was much involved with visiting operating location in the organization and also talking to the managers and address their operations concerns. On the other hand, Lei will embark on her financial matters and concentrate on the work peacefully. All these actions will increase the productivity of the organization. Lastly, the implementation of the knowledge of work processes will help to solve cases of absenteeism in the organization, and this will give Dalman and Lei more time to handle their jobs.

References

Franz, T. M. (2012). Group dynamics and team interventions: Understanding and improving team performance. Hoboken: John Wiley & Sons.

Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge: Cambridge University Press.

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