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Team Performance Builds Organizational Capacity

Team Performance Builds Organizational Capacity

Have you ever been part of a great team that made you love to come to work every morning? A team that charged you with positive energy and encouraged you to accomplish goals you thought might be impossible? Developing such teams takes serious effort, discipline, and strong leadership.

Communication and trust are key to team efficiency and effectiveness. Both are even more challenging when employees are working remotely on virtual teams.

Take time to review the weekly resources and reflect on your own experiences with team performance. Then, apply what you have learned and explore this week’s Discussion questions with your colleagues.

Post by Day 3 a cohesive and scholarly response based on and supported by your required readings, media, and research this week that addresses the following:
Describe why teams and teamwork are encouraged in organizations today.
Analyze why, or why not, team performance should be a part of the performance management system.
List 2 key reasons why teams fail.
Describe 2 common characteristics of high-performing teams and analyze why these characteristics are important to organizational success.

Team Performance Builds Organizational Capacity Example

Describe why teams and teamwork are encouraged in organizations today.

Despite the increase of globalization and widespread use of technology, the importance of teams and teamwork is still encouraged in today’s organizations. Teams and teamwork play a fundamental role in the success of the organization (Hoek, Groeneveld, & Kuipers, 2018). Today, companies are aware that teams and teamwork achieve more than a single person’s contribution. In today’s workplace, teams and teamwork have been found to facilitate continuity of the operations when one member is not available, accelerate the problem-solving process, encourage healthy competition and enhance interpersonal relations.

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Analyze why, or why not, team performance should be a part of the performance management system.

In the 21st century, organizations have been transforming their structures to shift from single-person jobs to team-based structures (Kozlowski & Bell, 2011). This reveals the importance of teamwork, and as such, team performance should be considered in the organization’s performance management system. Besides, the teams and teamwork are usually goal-based, meaning the team members have set goals to achieve (Hoek et al., 2018). A goal-oriented parameter is one of the approaches used to develop performance management systems. Therefore, it is important to include team performance in performance management to evaluate their contribution to the organization or achievement of particular project goals.
List 2 key reasons why teams fail.

Gallagher & Leddy (2017) presented several reasons why teams fail, among which two are:

  • Failure to team project goals with the set company goals.
  • Failing to deliver projects or delivering them late.

Describe 2 common characteristics of high-performing teams and analyze why these characteristics are important to organizational success.

Borrowing from Gallagher and Leddy’s (2017) discussion on the six conditions for team success, characteristics of high-performing teams are compelling team direction and having the right people. Compelling team direction involves having clear goals that could be aligned to overall organizational goals, leading to collective success. Having the right people in the team has a huge value to the organization since the tasks are executive effectively, leading to customers’ satisfaction and increased profits.

References

Gallagher, S. M., & Leddy, C. (2017). Why Most Teams Fail & How Yours Can Succeed. Influence Success, 1-12. Retrieved from http://www.influencesuccess.com/wp-content/uploads/2018/04/Why-Most-Teams-Fail-How-Yours-Can-Succeed.pdf

Hoek, M. v., Groeneveld, S., & Kuipers, B. (2018). Goal Setting in Teams: Goal Clarity and Team Performance in the Public Sector. Review of Public Personnel Administration, 38(4), 472–493. https://doi.org/10.1177/0734371X16682815

Kozlowski, S. W., & Bell, B. S. (2011). Work Groups and Teams in Organizations. Industrial and Organizational Psychology, 12, 333-375. Retrieved from http://digitalcommons.ilr.cornell.edu/articles/389/

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