Guide on How to Write University Essays, Courseworks, Assignments and Dissertations

Ensuring Effective Teamwork in Organization

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This article will provide brief overview about the process of ensuring effective teamwork that includes characteristics of effective teams and the ways through which teams can be give motivational incentives

It has been becoming a common practice in organizations to produce high productive results through ensuring effective teamwork (, 2006). Many experts have argued that teamwork is really an effective tool in organizations where work is highly interconnected and demands up to date information sharing. For that purpose, it is imperative to first build an effective team and second to motivate them in various monetary and non monetary ways to gain maximum output.


There are certain characteristics of an effective team that should be ensured for optimum out put (Robbins & Coulter, 2002). It is argued that an effective team always have clear team goals that encourage team members to replace priority of individual goals with that of team one. Team should also comprise of people with relevant skills according to the context of goals. Mutual trust is also imperative among team members and that can be facilitated through open, honest and collaborative organizational culture. It was further argued that such trust may give rise to unified commitment that is directly linked with high level of intensity to achieve team goals. Similarly good communications and negotiation skills through which each member can understand each other is also imperative and all these processes should be lead by an effective team leader who can motivate team members even in difficult situations.


Apart from ensuring such characteristics it is highly beneficial if organizations provide teams with any team incentives as it can have twofold benefits (, 2006). First, it provides an opportunity for each team member to secure a bonus on a outcome of whole group that can push the member to work hard for group achievements. Second, due to common incentive for whole group, it will flourish cooperation instead of competition among team members hence increasing chances of achieving team goals (Cascio, 1995).


Apart from giving monetary incentives, sometimes organizations may pursue non monetary motivational incentives such as giving them sense of involvement and empowerment. Beardwell & Holden (2001) highlights Quality Circles (QCs) as one of such techniques where team of 6-10 employees in meeting held weekly or fortnightly identifies problems from their own area through data collection methods and statistical techniques. These problems are then analyzed by same team, solutions are devised and then formally present to the manager who may implement this circle’s proposal. Thus a sense of power of their own destiny is felt by team members.


Hence effective team work can be achieved through effective team building and teamwork is always beneficial for organizations as it increase flexibility and speed as task is being done by more than one individual with different skills, effective use of diverse workforce is possible where more innovative ideas and efficient decision making is more probable due to heterogeneity in the team and more importantly provided by right set of motivation and support it can increase productivity far more than what can be achieved on individual basis (Robbins & Coulter, 2002)




Beardwell, I. & Holden, L., (2001), ‘Human Resource Management- A Contemporary Approach’ Third Edition,  Essex: Pearson Education Limited


Cascio, W., F., (1995), ‘Managing Human Resources’ International Edition, US: McGraw Hill.


Papers For You (2006) "P/HR/245. Team work: theory and case study", Available from [19/06/2006]


Papers For You (2006) " P/HR/220. Challenges of managing groups and individuals", Available from [19/06/2006]


Robbins, S, P & Coulter, M, (2002), ‘Management’, Sixth Edition, New Jersey: Prentice- Hall Inc

C/HR/183. To assess the importance of team roles and its effect on team performance within a project management context

S/HR/105. Role of high performance team in organisational success

E/HR/83. Managing virtual teams

S/HR/87. Importance of groups and group behaviour and their influence on individuals

P/HR/335. Trust in team work: problems and definitions

P/M/802. Theory of group decision making

P/HR/334. Cross-cultural group work

C/N/80. A Case Study focusing on issues of Discrimination and multidisciplinary team working

P/HR/312. Group work: theory and analysis

P/HR/309. Group work analysis

P/PS/105. How does altruism evolve? Critical review of group selection theory

P/HR/286. Keys to success in teamwork

P/HR/263. Team-based organization: advantages and difficulties

P/HR/245. Team work: theory and case study

P/HR/220. Challenges of managing groups and individuals

P/HR/211. Causes of conflict between work team members

P/HR/198. Does teamwork increase productivity and motivation? Case study of McDonalds

P/HR/153. Performance in organisational behaviour team: problems and achievements

P/HR/134. Teamwork: theory and discussion

C/HR/70. The Importance of Leadership in Motivational Theories of Teamwork

C/HR/61. Employee Participation and Involvement: Case of American Express

S/HR/57. 'Despite broadly held views on the benefits of teamwork, designing effective teams and ensuring their consistent long-term performance frequently remain elusive goals' Discuss the means by which organisations can meet these challenges.

P/HR/92. What are the advantages and disadvantages of working in teams? By reference to relevant theory show how these disadvantages can be reduced or avoided.

P/HR/76. Groups Can Serve Purposes for Both the Individual and the Organisation. Discuss the Positive and Negative Impacts of Groups within the Organisation.

P/HR/52. Team Diversity: pros and cons related of diversity and how it affects a learning team

P/HR/11. Team work.

P/HR/12. ŽDescribe some important characteristics of a work group that mat render it more or less effective in making decisionsŽ

P/HR/14. Explain how groupthink and groupshift affect group decision-making with reference to contemporary management research.

P/HR/22. Under what conditions is a group performance related pay scheme likely to fail? Should organisations employ only individual PRP schemes?

P/HR/30 Behaviour in Groups

P/HR/34. Why have teams become so popular as way of structuring an organisation?

P/B/102. "The benefits that can be expected from the application of teamworking are limited". Discuss using examples

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