Team system cannot secure its success until appropriate process suitable for the organization is introduced. That is, it is difficult to simply integrate a successful team to the public organization, in which there are big differences in the organizat...
Team system cannot secure its success until appropriate process suitable for the organization is introduced. That is, it is difficult to simply integrate a successful team to the public organization, in which there are big differences in the organizational characteristics, even if the team is successful for general corporations. Therefore, appropriate introduction process, in accordance with the organization, should be passed through.
Each ministry and office of central government is introducing the team system as a way of organization renovation with the introduction of team system that started with the Ministry of Government Administration and Home Affairs, in March 2005. This paper elucidates the appropriate strategy of team system, suitable for the organization, in order to establish successful team systems in public organizations and enhance its effect as a way of adapting the new environment in the rapidly changing administrative environment of central government.
Under the awareness of these problems, this paper attempted to understand the causes of system change and suggest of effective team system and strategy to general organizations preparing for it, especially public organizations, by clarifying what environments and elements are factors that influence system changes and how they are applied in terms of general organizations and policy changes by analyzing the case studies of the process of successful team system, successfully introduced by various subjects until now. For this, this paper analyzed the introduction process of team system to public institutions, public enterprises, and private enterprises, which are evaluated as the introduction of comparatively successful team system in order to draw the success factors of team system, especially introduction process.
The summarizations about the results of case studies on the introduction process of team system by the Ministry of Government Administration and Home Affairs, KOTRA, and LG Chemicals are as follows: First, the Ministry of Government Administration and Home Affairs is reforming the conventional and inefficient organizations, KOTRA is getting out of the operation of typically inefficient corporations, and LG Chemicals is introducing the team system in order to solve the problems of the slowdown of corporation growth, the increase of organization, the over growth of organization size, the acceleration of promotion backlog, the decline of morale, aging of high position people, and the aggravation of labor cost.
Second, seeing the results of case studies, the Ministry of Government Administration and Home Affairs, KOTRA, and LG Chemical reorganized all sorts of systems, supporting the introduction of team system, and this systematic consolidation was better performed in the Ministry of Government Administration and Home Affairs and public enterprises such as KOTRA than in private enterprises such as LG chemical.
Third, all study objects commonly introduced the task force, set the principle of appropriate division of work, and tended to transfer the authority of settlement to the subordinate while downsizing the stages of settlement in both private enterprise and public sector.
Fourth, the subordinate class of public sector did not feel the necessity of team system in the introduction process and reacted passively, while the chief officers revealed strong willingness and support of team system, and in the private enterprise, the willingness of chief officer to introduce the system was very aggressive, and the organization members sympathized with the necessity of team system and they were actively engaged in the team.
Fifth, in the public sector, the aggressive willingness of chief officers was strong, while the sharing of objectives among members and concreteness of those objectives were rather low, whereas LG Chemicals shared the team objects with concreteness.
In such way, as a result of analyzing, summarizing, and evaluating the cases of team system introduction process, the conclusions are drawn as follows:
First, the Ministry of Government Administration and Home Affairs and KOTRA focused on the reconsideration of efficiency within the organization, and LG Chemicals put weight on resolving the interior problems such as the backlog of promotion, ageing, the increase of high positions, and the burden of labor cost.
Second, the consolidation service and establishment of relevant systems were actively carried out. Study objects introduced new evaluation system and reward system, and established the information system.
Third, the team system types of all study objects were similar to the large team system and task force team, and settlement stages were readjusted downwardly below the team leader and broadly reduced under the line of team leaders or general managers.
Fourth, the strong willingness of introduction and support of chief executive officers were working significantly in the study objects, and in the introduction process of team system, all sorts of authorities and responsibilities were appointed to team leaders, along with the demand of the role of team leaders and leadership.
Fifth, when the attitude on the introduction of team system is examined, the strong willingness of the chief officers was important as a driving force, but the sharing of objectives and concreteness was rather low in the public sector.
Based on the study results above, the perspective of effective introduction of team system in public organizations, which hold a fixed and thoroughly bureaucratic culture, is as follows:
First, in order to cope with the rapidly changing environment and expand the service of customer centered administration, traditionally hierarchical organization should be transferred to the team system organization in the public organization.
Second, a team system that is suitable for the features of public organization should be introduced. If public organization ignores the features of public organization, and attempts the introduction only with the reason that it has improved the efficiency of private organization, the possibility to fail is higher than that of success.
Third, the type of team system that should be introduced in the public organization should be of a task force type so that the size of team system should begin with the current large scale team system of department unit and be gradually downsized to a small scale team system of division unit, which can enhance efficiency, in consideration of current duty and bureaucratic tendencies.
Fourth, the introduction of team system should be recognized by all members of an organization, and members should lead the participation of all staff rather than outside promotion of the introduction of team system.
Fifth, team system needs to be introduced by phases, and especially, the objective of team system should be divided into long-term and short-term concretely and clearly.
Sixth, the reorganization or complement of relevant system is needed along with the introduction of team system. However, gradual complement or reorganization is needed rather than considerable chaos or unexpected side effect because of temporary complement, revision, and new establishment of system.
Seventh, an operation that counts on its team leader excessively can cause a low outcome of the whole team or undesirable results, such as trouble within the team.
Eighth, the willingness of introduction and support by the chief officer or top management are important in the success of team system.
This paper has several limitations as follows:
First, it was not reasonable to evaluate the outcome of cases of the Ministry of Government Administration and Home Affairs and KOTRA, with the exception of LG Chemicals, which introduced team system a long time ago, because of short period of introduction. Nonetheless, public institutions and the sector of public enterprise were selected as cases because other appropriate cases were not found.
Second, multidimensional access is needed because team system requires the whole change of organization. In this sense, this paper has limits in that it analyzed only selected factors of the introduction, operational system equipment, structure, maintenance, and systematic support of team system.
Third, it is believed that more desirable introduction of team system can be suggested by analyzing team system through connecting the introduction process and the outcome of team system in the case analysis process of team system. However, due to the lack of documents, related to outcome, the connection between the process and outcome of team process could not be sufficiently considered.
First of all, in depth study should be conducted with the pluralizing case study objects of team system and finding more appropriate cases. In addition, the development of index, measuring the introduction outcome of team system concretely and its applicationare required in order to enhance the objectivity of case studies.
In addition, the objectivity of analysis should be enhanced by developing a standardized index, which is an analysis index that is related to the study of team system, and concrete casual relationships should be drawn by connecting analysis index with the outcome of team system.