Job is done quicker and more efficiently – when teams are working together, there is less work to be done. There will also be a sense of understanding between the members of the team so that everyone will know what they are doing and the work can be done properly and quickly. The case study tells us that “production targets exceeded by nearly two thirds” as a result of teamwork. By doing this, set targets can be met quickly and properly and the strategic aim of following a clear strategy is met.

Specialism – when teams are formed, there are members of the team that are particularly good in certain areas and this improves the capability of the team. In BMW, the workers specialise in manufacturing, therefore, they will be able to know the area of the job inside out, know what the job entails and know what to do when problems arise. The case study tells us that “those who actually do the job tend to be able to see where the inefficiencies lie”, so if specialist work within teams, there will be very few problems. By doing this, they are meeting the strategic aim of recognising where their strengths lie.

Speed up productivity – this is linked to the first reason of why businesses use teams. When teams are working hard in cohesion, the produce increases. This benefits BMW and its workers because their cars are made quicker than expected. The case study tells us that “production targets exceeded by nearly two thirds” and that the teams are “less divided and more cohesive”, which will always give positive results. They are meeting the strategic aims of identifying potential and encouraging growth & following a clear strategy.

To increase the ability to make decisions – in every team, decisions need to be made. Making decisions gives people within a team confidence. By having the power to make decisions, the workers in BMW would have “more stake in the way the business develops rather than a hierarchical system where workers feel alienated from decision making”, as the case study tells us. By doing this, they are meeting the strategic aim of identifying potential and encouraging growth. To deal with complex tasks – there are always going to be difficult tasks ahead when working in a team.

Difficult tasks arise but if a team works on it together, a complex task can be broken down into a much easier task where everyone can cope with parts of the task delegated to them with effect. The case study tells us that by dealing with complex tasks, the workers in BMW are now perceived as “less divided and more cohesive”. By dealing with complex tasks, they are meeting the strategic aims of following a clear strategy and recognising where their strengths lie. More ideas – ideas tend to come forth once people work together.

If there are more ideas within a team, they are put into effect and eventually, end up in more productivity. More ideas bring more opinions. The case study tells us that BMW “has put into practice over 8000 ideas from its staff, saved i?? 6. 3million over the past year as a result and seen production targets exceeded by nearly two thirds”. So if ideas are brought forward, it allows teams to figure out a way to save money and meet targets. By doing this, they are meeting the strategic aim of identifying potential and encouraging growth.