Synergy of teamwork as performance enhancement tool Essay

 (Rajagopal and Rajagopal, 2006) state goal clarification, role clarity, common feeling, motivation, commitment and collaborative attitude are the basic qualities of a good team.

Performance can be enhanced by the synergy of teamwork leading to greater productivity (Parker, 1990, Rabey, 2003, Manzoor et al., 2011). Through collaboration, individual output can be expanded by teams manpower utilization is improved and individual performance is raised potentially. Thus, an employee confidently works in team and increases organizations productivity (Manzoor et al., 2011). Hackman (1990) states that an effective teams output meets requirements in terms of quality, quantity, and timeliness. However, when identification is present effective teamwork produces more (Solansky, 2011). (Tajfel, 1981 Wheelan, 1994 Henry et al. 1999) define identification as an element of an individuals selfconcept whereby being part of a team is acknowledged and valued by them and norms and behaviour codes shared develops into a sense of cohesion and interdependency. Mullen and Copper (1994) established that cohesiveness improves productivity. Group cohesion is conceptualized as having three elements interpersonal cohesiveness, task cohesiveness and group pride (West, 2012). Direction, momentum and commitment are developed when teams work to build a purpose that is meaningful. Purposes and goals built on one another together with team commitment becomes a powerful means of performance (Katzenbach and Smith, 1993). The work of teams that are committed can produce for the organisation an guaranteed ontime quality performance, maintenance of the organizational culture and values and motivated workforce (Rabey , 2003). groups that set goals and receive feedback on their goals have a greater chance to improve performance (London & Sessa, 2006).

Teamwork leads to better decision making and problem solving (Parker, 1990). Team coherence is reflected in the decisionmaking behaviours of team members as they interact with each other based on respect and mutual trust. A team with a sense of unity can alleviate the differences among members. Thus, with functional team dynamics, the potential negative side of team diversity will be mitigated enhancing the effectiveness of teamwork (Wei and Lau, 2012). Kelchner (2013) indicates that it is important to maximise team diversity to allow for different skillsets to come together where ideas are shared for the best result possible. The structure of team communication has a role in influencing critical team processes as the means in which flow of information amongst members in the team can subsequently influence the teams ability to work collectively and achieve goals (Dyer, 1984). Ceschi et al., 2014 argues that communication in particular plays a key role in team decisionmaking performance. Shultz, Ketrow, and Urban (1995), indicate that the when communication is constrained exploration and evaluation of possible courses of action becomes inadequate thereby affecting quality of group decisions. Indeed, communication patterns play a significant role in group effectiveness. (Shaw, 1976). Teams have become significant vehicles to finding highquality solutions to emerging problems in organizations (Jehn et al., 1999). Teams trained properly can deal with complex and chronic problems and come up with effective solutions (Twomey and Kleiner, 1996).