Analyzing the Importance of Teams in Modern Organizations

This essay delves into the critical role of teamwork within organizations, exploring its multifaceted benefits and implications for organizational success. The essay begins by highlighting the advantages of teamwork, using Google as a case study to illustrate how effective teams contribute to enhanced ...Read More

Importance of Team in an Organisation
1

Table of Contents
Table of Contents.............................................................................................................................1
Introduction......................................................................................................................................2
Benefits of teamwork in an organisation.........................................................................................2
Tuckman’s Teamwork Theory........................................................................................................3
Belbin’s Team Role Model..............................................................................................................5
Conclusion.......................................................................................................................................8
Bibliography..................................................................................................................................10
2

Introduction
Smooth operation of a business is directly related to the proper and he better communication in
an organisation. A better and smooth communication in an organisation can be only devised, wit
better and proper structure of the organisation guided by an effective team. In this following
essay, the benefits savoured by GOOGLE through the teamwork and effectiveness of teamwork
is discussed. In addition to the above, the different theories of team works are also discussed
along with their advantages and disadvantages in the organisation. The essay also discusses the
essentiality of team and teamwork in an organisation.
Benefits of teamwork in an organisation
The benefits of the teamwork in an organisation are immeasurable. In this case, the GOOGLE
experiences the coordination and the cooperation of the members in the supporting of the
organisation goal. As supported by Fay et al. (2015, p.276), the advantages of the teamwork in
an organisation can only be understood, only with proper allocation of the work and the better
support of the team members to one another.
As mentioned by Salas et al. (2015, p.621), the teamwork in an organisation helps in the
increasing of the productivity of the organisation. The teamwork in an organisation helps in the
better gaining of the productivity in an organisation. The teamwork looks for the efficiency in an
organisation, making the team members focussed regarding the increasing of the productivity of
the organisation. The GOOGLE also maintain a healthy team work and team management. The
healthy management of the team allows them to achieve the hike in the productivity in the
organisation.
As supported by Aalbers et al. (2016, p.152), the teamwork and team in an organisation help in
catering the needs of being able to apply to applicable people in the organisation. In every
organisation, there are people with different skills and strength. The understanding of the
strength and the skills marks the smooth operation of the business in an organisation. The
GOOGLE maintains the determination of skill of the workers proper. The workers with more of
a concept are provided with the conceptual development works and others as per their specific
skill. The teamwork in an organisation thus, helps in the proper diversifying of skill.
Teamwork in an organisation helps in the development of the skills in communication improve.
As supported by Young-Hyman (2016, p.0001), the improvement of the communication skills
helps in mitigating most of the problems faced by the organisational workers. The development o
3

the communication skills helps in making the workers o the organisation understands situation
and facts effortlessly. The GOOGLE thus prefers teamwork in its workplace for the development
of the communication skill among the workers. The communication of the workers helps in
mitigating internal problems.
As supported by Gilson et al. (2015, p.1314), the efficiency of an organisation depends on the
process it maintains in performing the work. To reach the benefits of the country boundaries
teamwork proves helpful. A team consisting of people with insights of different place would
certainly help in transforming an organisation. The GOOGLE make use of the teamwork for the
exact purpose. The team worker in Google supports the team with use information regarding the
evolution of the business in different place for the betterment and development of the business.
The teamwork helps an organisation in advanced form of methods in solving the problems in the
organisation. The solving of the problems helps in the better understanding g of the issues in the
organisation. The teamwork helps in proper discussion among the workers, which further helps
in the identification of the problem and quick mitigation. The GOOGLE prefers team worker for
the enjoying of the effectiveness of fast mitigation of issues. As supported by Largent (2016,
p.6), the effectiveness of a team work is better understood by following the intensity of the
mitigation of problems.
The teamwork in an organisation helps in the optimum utilisation of the resources in an
organisation. The smarter use of the resources in an organisation helps in the sustainable
development of the organisation. As suggested by Stewart et al. (2015, p.245), the sustainable
development in an organisation can be only supported with the better support of the workers in a
team with proper coordination and cooperation. The GOOGLE supports the use of the teamwork
in the organisation due to the development of the innovative ways in supporting the utilising of
the resources. The support of the team workers in an organisation helps in the development of an
organisation in the overall stage.
Tuckman’s Teamwork Theory
The achievement of the goal by any organisation with the help of the Tuckman’s theory is based
on the proper application of the theory. The proper application of the theory is prefixed by
evaluation of the pros and the cons of the stages. The Tuckman’s team building model consists
of 4 stages, with advantages and disadvantages of their own.
4

As mentioned by Betts and Healy (2015, p.1), the first and the foremost step is the forming. This
step marks the formation of the team. This step marks the identification o the purpose of the
formation of a team. This also marks the establishing of the personal identity. The storming also
initiates the introduction of the code of conduct of the organisation and individual roles of the
organisation. However, the storming stage may result in issues like wrong coordination. As
suggested by Olsen (2015, p.412), the initial stage marks a lot of miscommunication among the
workers of the organisation. Due to the vast diversity of GOOGLE, the forming stage may get
hectic in occurrence. There may be the situation in GOOGLE that the team member may go
unnoticed by the managers in case of making them understand specific options.
The next step is named as the storming. This step marks the rise in the conflict of the team
member and rise of tension among the workers. This stage is followed by the conflict dues to the
discrepancies in the views and the perception of the different worker in the team. As suggested
by Borstler and Hilburn (2016, p.4), this stage marks the expressing of the views and the ideas of
the team members, resulting in the rise of transparency. However, in GOOGLE the views and the
ideas of the workers are to be managed properly to avoid conflict. Being a large organisation, the
member of the GOOGLE may get restless on facing the mismatching of the views d ideas on the
same topic. The rise in tension in the surrounding of the team members may result in the fall of
the organisational efficiency.
The third stage is named as the forming. This stage marks the allocation of responsibility to the
team members in accordance to the strengths and skills. This stage marks the rise in the
cohesiveness in the work of the team members. As suggested by Torabi (2016, p.37), the rise in
the cohesiveness and the mentality of abiding the standards marks the initiation of the
development of the organisation from teamwork. However, this stage marks extra responsibility
on the leader. The leader is made the guide the organisation. The inefficiency of the leader may
lead to the formation of the self-made standards by the workers, which may further lead to the
contradiction of the actual goal. As the major decisions are made by the leaders, the efficiency of
the work gets focused on a single head which is quite critical to be assessed at tight moments.
The fourth and the final stage is named as the performing. This stage marks the acting of the
team members in accordance with the information and standards of the organisation and
delivering of the work within the stipulated time period. As supported by Banjong (2015,
p.2762), this stage marks the achievement of the organisational goal and the understanding of the
5

importance of the meeting objective. This stage marks the rise in the skill like innovation and
creativity, for the purpose of dealing with the situation like the organisational crisis. However, in
GOOGLE, the performing stage may be bit critical in the sense of understanding the views of the
team members in submitting the work according to the stipulated advice.
Belbin’s Team Role Model
The Belbin team role model suggests the nine personality traits that a team should possess. The
nine-team role suggested by Belbin’s if coordinated together make the operation of the business
smooth and effective. However, with proper evaluation every organisation need to implement the
roles in an organisation team. GOOGLE prefers teamwork and must be evaluative regarding the
pros and the cons of the theory.
Specification Belbin’s Roles Advantage Disadvantage
Acting in
need
Implementer  They make
decision all by
themselves
 They are well
organised
 They make basic
ideas into practical
work
 However, the
implementer can be
slow
 The implementer
can be predictable
Shaper  Motivates other
works in doing
better
 Shaper are very
energetic
 Motivates the team
members to focus
 However, the
shaper can be
intensive in its way
of making the team
member effective in
working
Finisher  Perform perfect
work and make
things work
 Sees the reliable
source and finishes
 However, a finisher
may be hurried and
be sometime
ineffective
 Finisher do not
6

the job
 Makes sure every
bits and issue is
solved
easily trust every
member of the team
 They can worry too
much
Mitigating
problems
Plant  Solves problems of
the team
 Provides with
creative and
innovative ideas
 However, plant can
be a poor
communicator
among the workers
of the teams
 Plant may ignore
minute details of
job provided by the
organisation
Monitor  Evaluate the
bigger picture over
the short terms
goals
 Provides accuracy
in work and deeds
 However, monitor
may lack the
enthusiasm to work
in the team
 Monitor may
sometime fail to
motivate the
workers of the team
Specialist  Specialist have
expert knowledge
and skills
 Effective in
solving problems
 May leave out all
the required areas
 Shows disinterest to
work other than his
speciality
People and
their feelings
Coordinator  Helps in
coordinating
among the team
members
 However, the
coordinator may be
sometime over
reactive
7

 Respected and are
followed by most
team members
 Coordinator may be
sometimes
excessive
controlling over the
work of the team
members
Resource
Investigators
 They help in
investigating new
ideas
 They are
enthusiastic
 Motivates other to
think of creative
ideas
 Has large resource
circle and have
good network of
resource
 Resource
investigator may
sometimes be too
optimistic in
viewing the work
 Maybe exhausted
easily after the first
energetic start
Team worker  These people are
caring
 They have good
listening skill
 They have energy
to solve problems
 However, they
seem, dependant
 They may face
problems in taking
critical decision
Table 1: Belbin’s Nine Team Roles along with their advantages and disadvantages
(Source: Mathieu et al. (2015, p.33)
From the above table on Belbin’s nine roles that a team need to be equipped with, it is evident
that every characteristic of the team members have their own advantage and disadvantage. The
proper evaluation of the advantages and the disadvantages of the characteristics mark the proper
and successful implement of the role models. The GOOGLE needs to be evaluative in
8

implementing the Belbin’s team role. As supported by Eubanks et al. (2016, p.557), the proper
understanding of the roles in a team marks the success and the smooth operation of the
organisation. Every organisation need to focus on the coordination of the team members. A
balanced team need each of the team roles be implemented in the team. The GOOGLE needs to
be attentive in all the required criteria for the development of the team and the organisation.
Conclusion
From the above essay, it can be concluded that the importance of the team in an organisation is
immeasurable. The importance of team is so important that the miss match of any member with
the situation the organisation is facing may lead to the downfall of the company. The advantage
and the disadvantage of Tuckman's theory along with the advantage and the disadvantage of
Belbin's team role model have been discussed in this essay. The acceptance of the theories and
the role models marks the development of any organisation.
9

References
Aalbers, R.H., Dolfsma, W. and Leenders, R., (2016). Vertical and Horizontal Cross‐Ties:
Benefits of Cross‐Hierarchy and Cross‐Unit Ties for Innovative Projects. Journal of Product
Innovation Management, 33(2), pp.141-153.
Banjong, S., (2015). Developing Leadership and Teamwork Skills of Pre-Service Teachers
through Learning Camp. World Academy of Science, Engineering and Technology, International
Journal of Social, Behavioral, Educational, Economic, Business and Industrial
Engineering, 8(8), pp.2760-2763.
Betts, S. and Healy, W., (2015). Having a Ball Catching on to Teamwork: An Experiential
Learning Approach to Teaching the Phases of Group Development. Academy of Educational
Leadership Journal, 19(2), p.1.
Borstler, J. and Hilburn, T.B., (2016). Team projects in computing education. ACM Transactions
on Computing Education (TOCE), 16(2), p.4.
Eubanks, D.L., Palanski, M., Olabisi, J., Joinson, A. and Dove, J., (2016). Team dynamics in
virtual, partially distributed teams: optimal role fulfillment. Computers in Human Behavior, 61,
pp.556-568.
Fay, D., Shipton, H., West, M.A. and Patterson, M., (2015). Teamwork and organizational
innovation: The moderating role of the HRM context. Creativity and Innovation
Management, 24(2), pp.261-277.
Gilson, L.L., Maynard, M.T., Young, N.C.J., Vartiainen, M. and Hakonen, M., (2015). Virtual
teams research 10 years, 10 themes, and 10 opportunities. Journal of Management, 41(5),
pp.1313-1337.
Largent, D.L., (2016). Measuring and Understanding Team Development by Capturing Self-
assessed Enthusiasm and Skill Levels. ACM Transactions on Computing Education
(TOCE), 16(2), p.6.
10

Mathieu, J.E., Tannenbaum, S.I., Kukenberger, M.R., Donsbach, J.S. and Alliger, G.M., (2015).
Team role experience and orientation a measure and tests of construct validity. Group &
Organization Management, 40(1), pp.6-34.
Olsen, A., (2015). Teamworking Skills for Social Workers. British Journal of Social
Work, 45(1), pp.412-413.
Salas, E., Shuffler, M.L., Thayer, A.L., Bedwell, W.L. and Lazzara, E.H., (2015). Understanding
and improving teamwork in organizations: a scientifically based practical guide. Human
Resource Management, 54(4), pp.599-622.
Stewart, G.L., Manges, K.A. and Ward, M.M., (2015). Empowering sustained patient safety: the
benefits of combining top-down and bottom-up approaches. Journal of nursing care
quality, 30(3), pp.240-246.
Torabi, M.H.R., (2016). Assessing the Relationship between Teamwork Group-level Factors and
Human Resource Empowerment in the Branches of Keshavarzi Bank of Tehran. Procedia-Social
and Behavioral Sciences, 230, pp.31-38.
Young-Hyman, T., (2016). Cooperating without Co-laboring How Formal Organizational Power
Moderates Cross-functional Interaction in Project Teams. Administrative Science Quarterly,
p.0001
Bibliography
Aalbers, R.H., Dolfsma, W. and Leenders, R., (2016). Vertical and Horizontal Cross‐Ties:
Benefits of Cross‐Hierarchy and Cross‐Unit Ties for Innovative Projects. Journal of Product
Innovation Management, 33(2), pp.141-153.
Banjong, S., (2015). Developing Leadership and Teamwork Skills of Pre-Service Teachers
through Learning Camp. World Academy of Science, Engineering and Technology, International
Journal of Social, Behavioral, Educational, Economic, Business and Industrial
Engineering, 8(8), pp.2760-2763.
11

Betts, S. and Healy, W., (2015). Having a Ball Catching on to Teamwork: An Experiential
Learning Approach to Teaching the Phases of Group Development. Academy of Educational
Leadership Journal, 19(2), p.1.
Borstler, J. and Hilburn, T.B., (2016). Team projects in computing education. ACM Transactions
on Computing Education (TOCE), 16(2), p.4.
Eubanks, D.L., Palanski, M., Olabisi, J., Joinson, A. and Dove, J., (2016). Team dynamics in
virtual, partially distributed teams: optimal role fulfillment. Computers in Human Behavior, 61,
pp.556-568.
Fay, D., Shipton, H., West, M.A. and Patterson, M., (2015). Teamwork and organizational
innovation: The moderating role of the HRM context. Creativity and Innovation
Management, 24(2), pp.261-277.
Gilson, L.L., Maynard, M.T., Young, N.C.J., Vartiainen, M. and Hakonen, M., (2015). Virtual
teams research 10 years, 10 themes, and 10 opportunities. Journal of Management, 41(5),
pp.1313-1337.
Largent, D.L., (2016). Measuring and Understanding Team Development by Capturing Self-
assessed Enthusiasm and Skill Levels. ACM Transactions on Computing Education
(TOCE), 16(2), p.6.
Mathieu, J.E., Tannenbaum, S.I., Kukenberger, M.R., Donsbach, J.S. and Alliger, G.M., (2015).
Team role experience and orientation a measure and tests of construct validity. Group &
Organization Management, 40(1), pp.6-34.
Meslec, N. and Curşeu, P.L., (2015). Are balanced groups better? Belbin roles in collaborative
learning groups. Learning and Individual Differences, 39, pp.81-88.
Olsen, A., (2015). Teamworking Skills for Social Workers. British Journal of Social
Work, 45(1), pp.412-413.
Ruch, W., Gander, F., Platt, T. and Hofmann, J., (2016). Team roles: Their relationships to
character strengths and job satisfaction. The Journal of Positive Psychology, pp.1-10.
12

Salas, E., Shuffler, M.L., Thayer, A.L., Bedwell, W.L. and Lazzara, E.H., (2015). Understanding
and improving teamwork in organizations: a scientifically based practical guide. Human
Resource Management, 54(4), pp.599-622.
Stewart, G.L., Manges, K.A. and Ward, M.M., (2015). Empowering sustained patient safety: the
benefits of combining top-down and bottom-up approaches. Journal of nursing care
quality, 30(3), pp.240-246.
Torabi, M.H.R., (2016). Assessing the Relationship between Teamwork Group-level Factors and
Human Resource Empowerment in the Branches of Keshavarzi Bank of Tehran. Procedia-Social
and Behavioral Sciences, 230, pp.31-38.
Young-Hyman, T., (2016). Cooperating without Co-laboring How Formal Organizational Power
Moderates Cross-functional Interaction in Project Teams. Administrative Science Quarterly,
p.0001
13