A Basis for Effective Partnerships at Work
Featured in the Partnerships at Work training manual
By Ken Birkett & Val Rowland
Category: Performance Management
Credit price: 3 download credits (Single user)
The continuing drive for efficiency has resulted in flatter human resource work structures. De-layering has been widespread and the focus has shifted to flatter hierarchies. ‘Teams’ are often the organisational vehicle for achieving results, output, service and progress. A ‘team’ is a tightly-knit unit which pools individual resources to achieve collective results. The team may have considerable autonomy over the way it deploys itself to meet its work standards and targets. A team may be nominally led by one of its own working members who is recognised as a team leader on the strength of some particular attribute. Alternatively, the team-members may all be responsible to a manager who is to some extent outside the team and its direct work. Regardless of which arrangement applies, every person has a boss (or manager), just as they do in the conventional hierarchy where, ideally, the boss and subordinate operate as an effective two-person team. There are several consequences of de-layering and of team working: communication about work is much more direct; the boss, or manager, often has wider responsibility and more people reporting direct; and the individual worker often has increased autonomy and a need for flexibility. Those things in turn require: a different kind of leadership from the boss; and increased co-operation, commitment to work results and personal responsibility for career development from all workers. To make al this worthwhile and effective, bosses and ‘bossed’ need to regard themselves as partners in an enterprise that works to the advantage of all – one where each can satisfy and is satisfied by the work bargain. Ideally, the manager and the ‘managed’ should regard their work aims and welfare as indivisible.
The training activity begins with a brief introduction to the need for effective partnerships, up and down, in the workplace. Participants work in groups to identify topics of particular interest, or where there might be a training need in the organisation, and then hold a feedback discussion. There is a brief input proposing a framework for effective partnerships. As a consequence of the feedback discussion and input, participants work in groups defining the ideal partnership attributes – then hold another feedback session. Finally, there is a round-up session.
Who is it for: This training activity is intended for use by trainers to help participants understand the importance of working in partnership with managers.
- Themes:
- Performance management,
- Team work,
- communication,
- leadership,
| Resource Type: | Activity |
| Min Group Size: | 6 |
| Max Group Size: | 12 |
| Typical Duration: | 01:30:00 |
| No of Pages: | 14 |
Resources: View standard resources for Fenman training activities
Purpose: This training activity is intended to use by trainers to help participants gain insight into the subject areas that are of particular interest and benefit to them and to their organisations.
Download the training activity, A Basis for Effective Partnerships at Work as featured in the Fenman training manual; Partnerships at Work