Teamwork is a critical factor for the organization success. Developing a strong team is essential for an enterprise wishing to make significant strides in the business world. Collaboration creates a synergism that multiplies the results of each of the worker so that the overall results are greater than the contributions made by each of the employees. It also encourages responsiveness to changes in the workplace conditions allowing workers to adjust accordingly with new advancements such as technology. The ability to adapt to these advancements will eventually lead to multi-disciplinary interactions within the organizations, hence, creating a successful organization. Therefore, teamwork should be an essential responsibility of the team managers in a company. This essay describes the key components that lead to team success.
Cohesiveness refers to the measure of the attraction that exists between an organization and its members (Johnson, 2012). In addition, cohesiveness measures the disposition of the team members to coordinate their efforts toward achieving a set goal. Cohesiveness is an element that leads to the team success because members are willing and committed to striving for excellence (Hunter, McGhie, Horn, Van Jaarsveldt & Van Vuuren, 2014).
Cohesion is critical because it indicates how members can relate, respect and trust the capabilities of others (Collins, Silverman & Fussell, 2015). Team managers should be on the lookout to ensure that team members relate well to each other, which leads to success in the organizations. In addition, the team leaders should be efficient in finding a neutral ground, especially where members are on the verge of losing respect for other team members. A notable cohesive group is the Java Group. The ability for the Java development members to relate to each other and boast other actions led to the creation of the Java programming language. Now, people all over can reap the benefits of the cohesiveness through the increased web interactivity.
Effective communication is a significant key to team success. The team needs to develop an efficient method of communication to allow healthy interaction between members. According to Parker (2009), members need to utilize mellow negotiation tones to ensure that everybody understands the subject of discussion. The members should show kindness and gentleness when dealing with other teammates to provide a two-sided conversation.
Furthermore, teammates should be in a position to consider diverse opinions on the same subject and have the capacity to reach a common ground (W. Dyer, J. Dyer & W. Dyer, 2013). To ensure team success, colleagues need to enhance the frequency in which the interactions and communications occur. Members should depict high conflict resolution mechanisms to deal with any eventuality of misunderstanding. While conflict resolution is imperative to team success, members need to be efficient in making decisions that lead to the achievement of organization goals.
Groupthink is also one of the essential elements for team success. Natemeyer & Hersey (2011) argues that groupthink allows the decision-making groups to suppress their personal views on a matter, uphold and support the group opinion. While some people may have a desire for the team to adopt their opinions, there is a need for understanding that the team’s decision supersedes the individual opinions. All members should support the team opinion overwhelmingly to minimize the conflicts in the team. The team should avoid one-sided views but rather engage all the members into finding rational solutions to problems the group is facing (Brower, 2014). Therefore, a group that adopts a groupthink criterion is in most times likely to achieve success.
Identity refers to the degree by which members are different or similar to each other. For a team to achieve success there should be the team homogeneity among the prominent team members. Therefore, the team members should share common properties to ensure there is cohesion in the group. Members should bear nearly similar personality characteristics to ensure homogeneity. Besides, the members should have approximately the same educational levels and skills to counter the tendency of some members from considering themselves better than others, especially when completing a specific task (Chen, 2012).
Thus, the members should share similar cultural and generation backgrounds, carry nearly the same income levels to enhance cohesion within the group. Heterogeneity within limits is appropriate because it allows the creativity and productivity of the group (Boylan, 2014). However, an extremely diverse group may limit effective communication, hence, leading to the failure of the team. An example of a homogeneous group is the Google Team. According to Vendramin (2010), the team comprised few individuals with a similar goal of developing a web, powered by search engine. Due to their homogeneity and teamwork, they were able to create the most popular website on the internet that makes life easy for people all over the globe.
Role identity is the degree to which teammates are able of assuming different functions in a given team structure. As Hawkins states (2014), the element is significant to team success because it allows members to diversify their roles and develop expertise on the subject matters. The different skills the teammates bring to the group are essential in lining the team operations toward the achievement of the set objective.
To ensure the overall success of the team, each of the members should assume the role that suits them most to increase productivity and reduce time wastage. Bourne (2015) argues that the functionality of the unit increases because every member’s actions are in line with the team objective. A representative team is the Ford Company that develops Ford automobiles. The Ford team owes its success to the ability to specialize and divide labor among the employees in order to enhance production and cut costs. Henry Ford, the proprietor of the Ford Automobile Company, applied the role identity to increase efficiently in the major aspects of production to create the most successful company in the motor vehicle industry.
The size of the team is a matter of great concern, especially for the team success. Appropriate team size coupled with sufficient resources lead to the good performance of the team (Crossman, Bordia & Mills, 2011). Therefore, the greater the number of teammates is, the higher is the likelihood of team success. However, increase in the number of team members to unprecedented numbers is likely to degrade the ability of the team in achieving its mandate. The advance happens because the higher number of the mates leads to the problem of communication.
In addition, there is the likelihood of a decrease in the cohesion between the members. Consequently, a high number of people in a group with limited resources are liable for causing friction among the members, which leads to poor performance of the group (Mietusch, 2012). Teams with lower numbers of members are likely to be inefficient because the few members may lack the necessary expertise to execute technical responsibilities of the group. Therefore, team managers should ensure that teams are of the right size to foster productivity and enhance cooperation within the team to achieve the set objectives.
Several elements can lead to the team success. First, communication is a fundamental aspect because it allows the exchange of ideas. Second, cohesiveness is critical as it depicts how members relate to each other. Cohesion makes it possible for the members to work together in friendly manners to achieve the set goals. Moreover, groupthink allows members with personal views to sideline their opinions and employ the team ideas to foster the development and achievement of the set objectives. Homogeneity in ideas enhances the team towards success because independent people can communicate efficiently and adopt the team agenda. Finally, small size may lead to inefficiency while a big group may present communication challenges in balancing between members and available resources.