TEAM MANAGEMENT

Team Management



Executive Summary

The paper is a research into how teams are formed and how they work. The first section discusses the formation of groups, the values of teams and how teams differ from groups. The paper then takes a look at the critical factors that impact the performance of a team. The critical factors that impact team performance are the geographic positioning of the team and the medium of their connectivity to each other - real or virtual. Social loafing is one factor that takes away from team performance, while emotional intelligence is one factor that adds to team productivity.The paper discusses how team effectiveness and performance can be enhanced, the relevant changes in the organization required for that to happen, and the issues that an organization might face in implementing those changes.

Executive Summaryii

1.Introduction1

2.Teams1

2.1.Groups1

2.2.Team Values2

2.3.Team Formation3

2.4.Critical Factors impacting team performance5

2.4.1.Virtual and Real teams5

2.4.2.Social Loafing6

2.4.3.Emotional Intelligence of members and leader7

3.Conclusions8

4.Effective Team and Performance Management Recommendations8

5.Practical Implementation of Recommendations9

5.1.Relevant changes required in leadership and management styles10

5.2.Issues in implementing recommendations10

6.References12

Effective Team and Performance Management Analysis and Evaluation

Introduction

Organizations are composed of people, and in contemporary management literature, teamwork is a critical element to organizational success. It is important for this research to distinguish between groups and teams. Groups and teams are c as synonymous to each other, but in essence there are three differences that distinguish groups from teams.

This paper discusses the difference between groups and teams, and then goes on to discuss dynamics and criteria that affect performance. The paper then concludes the findings from various studies on groups and teams, and then proposes recommendations that make a group and team performance better.

Teams

2.1.Groups

Groups are an interdependent collection of more than two people. The people in a group interact with each other and influence each other through this interaction. There is a strong element of belonging to people who are part of the same groups versus those who are not part of another group. This concept of in-group and out-group is not only a part of organizational design but is also a part of everyday life. Communities and nations adhere to the concept of groups, and in essence, all groups possess some characteristics and traits that identify them as part of a group, and are common among group members. There are ten main characteristics of group members, which are that, they identify themselves as members of a group, and at the same time others also identify them as a part of a group. Additionally, they acknowledge, and interact with each other on a regular basis, align themselves to common goals, have similar customs, perform a distinct role, and find that being a part of the group has returns. Further to this, they have the same perception of what unity within the group means, and tend to be together when they are facing competition or threat from other groups (Wagner & Hollenbeck, 2009, p. 177).

Groups are a collective whole who identify with each other. Teams, on the other hand, have the same traits with ...