How a team is organized significantly affects how they function and perform. The team task structure is a technique used to manage how the members of the team perform certain tasks independently ( De Dreu & Weingart, 2003). The task design is usually in line with the goals, vision, and mission of the team; mainly defining the core purpose of having the team and giving guidelines on how the tasks should be completed. When the objectives and targets of the team are closely linked with the goals and strategies of the business, team members are able to see the performance of the team and how it controls the organization ( Cummings & Worley, 2014, p.281). Team building is the term used to define a diverse range of formulated activities that assist the team in improving how they undertake tasks. Team building is also essential in enhancing the interpersonal skills of members, enhancing the performance of the team, and enriching their problem-solving abilities ( De Dreu & Weingart, 2003).
An organization is made up of different types of teams ranging from virtual groups, permanent groups, and temporary project groups. Team building is an essential tool that can be implemented in order to effectively enhance teamwork and task completion in the business environment. When it comes to problem-solving, team building can significantly assist in ensuring the contributions and resources from the team members are maximumly used (Levi, 2015). It is also an essential tool in supporting team members to develop an advanced degree of inspiration which can be used to put into effect the decisions of the group. Team building helps groups in solving of some social issues like disinterest and lack of apathy in members ( Cummings & Worley, 2014, p.277). Growth in the number of complaints within the team, confusion about the workload, productivity failure, little participation, conflicts between team members, numerous complaints from members outside the group regarding the quality of work and are some of the other significant issues that can be overcome through the use of team building ( Cummings & Worley, 2014, p.277).
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Team building has the capability to expedite other organization development interventions like strategic transformation, employee mediation, restructuring, and the work design. The administration teams usually plan the transformation programs, various workgroups and committees implement them, and the outcome is new groups that can fast and efficiently operate at a high degree (Levi, 2015). Team building can significantly assist teams in creating excellent transformation programs and making sure that the applications are accepted as well as implemented by the members of the organization. To effectively achieve management in human resources, strategic interventions and technostructure, some degree of team building has to be implemented ( Cummings & Worley, 2014, p.277). According to Hackman, effective use of team building results in satisfied shareholders, enhanced the functioning of the team and members who are continuously gaining knowledge. Team building mediations can, therefore, be categorized based on their focus and intention. The activities devised in team building are directed towards transforming the behaviour of the group, individual behaviour or integration of the group with other teams in the organization (Levi, 2015).
The team building activities can also be categorized based on the intention, improvement or diagnostic. Certain team building exercises at times overlapping some of these classifications and at times, a change happening in one area might negatively impact another area. For instance, a team that is exceptionally cohesive might escalate their isolation from other teams, resulting to conflicts among teams or results that are defective, which will negatively influence the entire organization unless the group creates a critical problem-solving skill to identify and resolve such issues ( Cummings & Worley, 2014, p.282).
Team building is one tool used in the human process mediations that are focused on enhancing the team dynamics and interpersonal relations. The main role of the organization development interventions like team building is to create effective teams, solve interpersonal conflicts and improve interpersonal skills. Teams gain the skills and capability to solve problems, continuously acquire knowledge and responsibility independently. Human process interventions are an essential tool in the organization development as it encompasses the integral activities which include: problem-solving difficulties, roles and responsibilities of employees, administration, leadership and communication. Team building enhances effectiveness through facilitating easy working among members ( Cummings & Worley, 2014, p.293). some of the common team building activities include blind retriever, community service, water balloon toss, a battle of airbands, pairing up, human knot, two truths one lie, show and tell, potluck, egg drop, and a scavenger hunt.
The results of implementing team building in virtue teams are still inadequate and ongoing, but the numerous teachings attained from direct team building can be conveyed. For instance, one research showed that implementation of communication technologies dramatically assists in the accomplishment of the set organizational goals ( Cummings & Worley, 2014, p.281). Due to the geographic scattering of virtue teams, they can utilize tools like groupware, shared portals or wikis to synchronize the team. According to Mcleod and hart, members of a virtue group are likely to develop a relationship by assisting each other proactively and frequent communication (Gibson & Cohen, 2003). Team building therefore significantly contributes to the organizational development through increased individual and team productivity, effective communication and unified drive towards the accomplishment of the set goals and objectives.
References
Cummings, T. G., & Worley, C. G. (2014). Organization development and change . Cengage learning.
De Dreu, C. K., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis. Journal of applied Psychology , 88(4), 741.
Gibson, C. B., & Cohen, S. G. (Eds.). (2003). Virtual teams that work: Creating conditions for virtual team effectiveness . John Wiley & Sons.
Levi, D. (2015). Group dynamics for teams . Sage Publications.
