In a world filled with competition, business organizations expect efficiency from their employees. The management of the workforce and human resource departments use evaluation and assessment methods to affirm the situation of efficiency and effectiveness. It is necessary that an organization inculcates the principles of teamwork to see into it that there is the achievement of the state of desired feedback from the operations. One of the ways in which the assessment and evaluation of employees in a team can be effectively carried out is the designing of a qualitative research tool like a questionnaire. This discussion entails an analysis of a questionnaire and the lessons that a work team can learn from it.
Analysis of the Questionnaires
The analysis of the questionnaire is based on the content of the entire structure. Just like the guide for an organizational mode of operation, the questionnaire is structured to conform with the intentions, objectives and the general guidelines. These guidelines are intended to ensure smooth operations and strong teamwork for efficiency. In addition to the questionnaire, there is an emphasis on the mission of the organization and the team as a whole. As pertains to the mission, a high performing team member is expected to understand their role in the contribution of the team in ensuring that the mission is achieved. Also, the team member is expected to tell how their actions are impacting the overall outcome of the organization. It is important to put into consideration that actions of a particular team member will affect the overall output of the entire team and organizational achievement as a whole. Importantly, team members should ensure that they are committed to having good interrelationships with other organizations ( Kozlowski & Bell, 2010). For an organization’s goals to be achieved, it is vital for teams to be aware of the missions which have been set for them.
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Another important aspect in a team and organization as a whole are the aims and objectives which the team is expected to achieve at a given period. Thus, every team member should be well versed with the team’s aims so as to positively contribute towards achieving the team’s goals. For instance, is the team member motivated towards achieving a given organizational goal? Besides, is the member committed into seeing that the long term goals of the team are achieved? Besides, are there possibilities that the team member is in full understanding of the qualities and standards governing a particular team in which they are in? Lastly, are the team goals consistent with the company goals? Jon (2013) claims that this awareness among team members is considered crucial in creating accountability in a team.
According to Covey (2010), a team cannot be effective and efficient without the members having designated roles which they can play within such teams. Hence, team members should be able to understand their specific roles. In addition, there is a need for the team members to know that it is their responsibility to ensure that all the functions accorded to the team are discharged amicably. For these functions to be executed seamlessly, team members should understand the role of each other. In addition, Covey (2010) stresses that it is healthy for the team when members are in a good position to create a harmonious relationship. Thus, for a team to be in good standing to operate amicably in executing its mandate, there should be some level of trust where members are in a position to believe in each other’s potentials. Members should demonstrate high-level respect, transparency, and trust among colleagues . As demonstrated among the factors contributing to the dysfunction of a team, it becomes necessary that the team should be guided with some level of trust which can create the enabling environment for the confrontation of conflicts.
It is of importance to note that the efficiency of a company will largely depend on building harmonious relationships among team members. Hence it is good relations which will create efficiencies in the group. The group and team members should embrace good relations to see that their potentials are maximally exploited. Efficiency can be created when there is an element of hard work from the participants which can be reinforced by designating roles maybe according to skills and other factors like specialization (Costello, 2011). Therefore, for effective leadership, there must be unity and importantly the specialization of roles according to what one is more talented or skilled in.
Identification of Trends
The questionnaire reveals trends which are emerging in organizations as they strive to achieve excellence within their teams. These emerging trends are viewed as channels which can ensure strength and efficiency within any work teams. As can be seen from the questionnaire, the organization missions are at the top of the agenda of any team. The missions are guiding principles that ensure the flow of information and the functioning of teams within organizations.
There are questions within the mission section which should be answered by each team member. After the understanding of the mission of the team, members should come to terms with the objectives which act as the guidelines of the expected output and results from any team member. After the team’s objectives and aims, there are specific roles for each team member which they play and must be understood. The trend, in this case, can be defined that there is the mission which guides the entire process, the mission is followed by the objectives which spread to some specific areas with the team and organization. It becomes important to realize that the objectives are actualized by the roles which every team member is playing.
The procedure of work is followed by the relationships among team members which basically means their interactions as far as their specific roles are concerned. It entails the idea of each team member delivering on their mandates. At this stage, each member is expected to exhibit the highest level of tolerance to one another’s opinion as this is what creates good chemistry in the team. It is realized that trust is a necessary factor which moderates the functionality differences and diversity among the team members ( Peters & Karren, 2009). As stated earlier, management trust is a vital courtesy for the team as it solves any conflicts and worse still the existence of diversities including the qualifications and functions. Therefore, it can be concluded that the trend looked for in this case states with the general team endeavors and they move to specific individuals where the question asks whether the individual is satisfied with his duties. Another trend which can be seen in the questions is that there is the theory bit which focuses on the statements to the practicality in which the roles comes after the mission and objectives.
What Members Can Learn from the Survey
This study is important for the members of a team as it creates emphasis on what is expected for the excellence of a team. The study reveals that there is a need for the creation of trust among the team members which again should include good communication. In the relationship of a team, communication and trust become inseparable and cannot work in isolation. These two values harbored by a given team are likely to influence the performance ( Sarter et al., 2011). Looking at the contents in the relationships section, the team members are encouraged to embrace the opinions of other team members even if it differs with theirs. This idea is pegged on the fact that communication and whatever one member of the group suggests is important. Again the idea of trust is portrayed as seen in the same section where team members are expected to fulfill the roles issued to them individually which contributes to the production of the team.
The main reason for the development of teamwork in organizations is to ensure that the complex duties are tackled effectively with the deserved interventions which ensure a good output. If at all the teamwork proves to generate emotions, it becomes clear that negative emotions can result in productivity from the team (Stephens & Carmeli, 2016). Considering the importance of the emotions for the team, it is necessary that the management becomes aware of the position of the team so as to predict the best methodology to employ to ensure that a usable emotional state is achieved.
Conclusion
It can be concluded that the structure of the questionnaire is appropriate in the evaluation of the teamwork and ensuring that the team is effective. It is good for organizations and teams to adopt such kind of structures in the assessment and evaluation of their workforce. In order to achieve full potential for a group, it is appropriate that the groups are put under evaluation through assignments with rewards. In today’s organizational structures across the world, there are points of pervasiveness which makes them necessary ( Salas, 2015). This shows that teams act as inevitable pillars in many organizations in the world. Just like the basic commodities of the businesses and individual operations, teams become a must thing for an organization to succeed.
References
Costello, R. (2011, October 6). Amish barn raising (as depicted in the film “Witness”) [Video file]. Retrieved from https://www.youtube.com/watch?v=hCXCeV5RbHg
Covey, F. (2010, December 4). Stephen M R Covey on relationship trust and 13 behaviors of high trust people [Video file]. Retrieved from https://www.youtube.com/watch?v=CciecbzzH-g&feature=youtu.be
Jon T. (2013, July 9). Patrick Lencioni – The 5 dysfunctions of a team [Video file]. Retrieved from https://www.youtube.com/watch?v=6dRKa700RaQ&feature=youtu.be
Kozlowski, S. W., & Bell, B. S. (2010). Work teams.
Peters, L., & Karren, R. J. (2009). An examination of the roles of trust and functional diversity on virtual team performance ratings. Group & Organization Management , 34 (4), 479-504.
Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015). Understanding and improving teamwork in organizations: A scientifically based practical guide. Human Resource Management , 54 (4), 599-622.
Sarter, S., Ahuja, M., Sarker, S., & Kirkeby, S. (2011). The role of communication and trust in global virtual teams: A social network perspective. Journal of Management Information Systems , 28 (1), 273-310.
Stephens, J. P., & Carmeli, A. (2016). The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams. International Journal of Project Management , 34 (5), 862-873.
