Teamwork is an important factor for effective performance in any organization. It increases performance and unity among employees as they work together towards a common purpose and goals (Robbins & Judge, 2018). However, for the effective performance of teams, there are some cautions that need to be considered, such as conflict management in teams, insufficient resources, unclear project plan, insufficient resources, and inability to meet the deadline.

There are some tests done to check if the team is appropriate for the situation, such as analyzing the complexity of the work, simple work should only be done by one person and not allotted to the team (Owens & Hekman 2016). Organizational and individual goals should also be checked if there is a common goal or combination of goals for individuals which is greater than a set organizational goal, they should be given first priority. Since the success of an organization is brought about by the success of every individual, it is important to check if the team has interdependence in their work.

Categories of key components making up an effective team

Team effectiveness models assume that teamwork is efficient than individual work, teams differ in form and structure it is important to apply model predictions carefully and not rigidly to all teams (Robbins & Judge, 2018). The three major components of making an effective team include; context which has various aspects such as resources, leadership structure and climate trust. The second components is composition which covers aspects such as personality, diversity, size of the team and member flexibility. The third component is process in which the process of creating the team is highly determined. It entails aspects such as common purpose, specific goals, team efficacy among others.

Work design is one category making up an effective team, to complete the task effectively, teams need to work together and take collective responsibility (Marlow & 2018). Proper work design for a team is a great motivation for individuals it increases their responsibility overwork and makes work interesting to perform. Variables such as freedom and autonomy, use of different skills and talent, and task identity motivate the team and increase its effectiveness.

Composition relates to how to staff teams in terms of their roles and diversities. Member’s ability, personality, and flexibility affect the performance of the team. Individuals with technical skills, problem-solving, and decision-making skills are considered to perform effectively (Robbins & Judge, 2018). A team with flexible members improves its adaptability since members can complete each other’s tasks, and this led to the high performance of the team. Allocation of roles among team members and the size of teams are other factors considered when determining the composition of the team.

The context is things that surround the team and can affect the performance of the team important factors that lead to effective team building are ensuring there is adequate resources performance of the team can be reduced by the scarcity of resources (Verhoeven &2017). Performance evaluation and reward systems such as group appraisals, profit sharing, and group incentives can lead to the high performance of the team. Leadership and structure, and trust also affect the performance of the team

Individual responsibility makes teams successful as members are individually and jointly accountable for teams’ purpose, goal, and approach.

References

Marlow, S. L., Lacerenza, C. N., Paoletti, J., Burke, C. S., & Salas, E. (2018). Does team communication represent a one-size-fits-all approach?: A meta-analysis of team communication and performance. Organizational Behavior and Human Decision Processes, 144, 145-170.

Owens, B. P., & Hekman, D. R. (2016). How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management Journal, 59(3), 1088-1111.

Robbins, S. & Judge T. (2018) Essentials of Organizational Behavior. Boston, MA: Pearson.)

Verhoeven, D., Cooper, T., Flynn, M., & Shuffler, M. L. (2017). Transnational team effectiveness. The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes, 73-101.