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Examples of Effective Teamwork in Organizations

by Suleman

Effective teamwork in organizations is both a natural and essential method of meeting organizational goals. Studies have explored how teams are created and structured, how they influence individual behavior and how individuals influence team behavior.


Since long time, any society or organization will be based on individuals, so if we assume both can work on each other, either in a positive or negative way; the debate was how the individual can affect at the team works and vice versa. The team works organizational coordination is both a normal and necessary way of achieving organizational goals. Research has investigated how teams are shaped and organized, how individual behavior is affected, and how individuals influence team behavior.

“Houston, we’ve had a problem.” Apollo 13 was quite halfway on her journey to Earth’s moon what was to possess been a routine mission to gather samples when, suddenly, the mission and therefore the lives of the crew were in grave jeopardy. one of the spacecraft’s two oxygen tanks exploded, blowing out the whole side of the service module and damaging the remaining oxygen tank. Within 3 hours, all oxygen stores were depleted, and therefore the craft lost water, electric power, and propulsion. things were critical, time was short, and there was no margin for error. A team of NASA engineers was hastily assembled. Their mission: problem-solve, adapt, and invent how for the crew to survive and to pilot their damaged spacecraft back to Earth. The team was successful, transforming a potentially disastrous mission into a legend of effective teamwork (NASA Goddard Space Flight Center, n.d.).

Examples of Effective Teamwork in Organizations

Move to Nepal, deep within the heart of the Himalayas Mountains. Several international teams were mounting that annual campaign of human striving and accomplishment, attempting to succeed in the summit of Mt. Everest “an intrinsically irrational act” (Krakauer, 1997, p. xvii). The teams were led by renowned mountaineers, but this season on Everest clothed to be the foremost disastrous one among all time. On one team, of 5 teammates who reached the height, four, including the veteran leader, died. Nine climbers from four other expeditions also perished. Before the month was out, 16 climbers lost their lives attempting to succeed in the treacherous summit. Although the tough, unforgiving, and constantly changing environment played a serious role during this tragedy, the perilous conditions were exacerbated by failures of team leadership, coordination, and communication. (Kozlowski, 2018)


Results for the anagram task support Steiner’s (1972) theory. Performance· on the anagram task showed a robust linear increase with group size, the pattern predicted for an additive task with low coordination demands. Further, performance on the anagram task was well represented by an additive model.

The logic problem seems to suit a disjunctive model better than an additive model. Nevertheless, the logic problem failed to point out the predicted pattern of performance changes with group size. Steiner’s (] 972) model predicts that, on a disjunctive task with high coordination demands, performance will initially increase then decrease with increases in group size. Data from this study show an increase in performance with group size but not the anticipated decline in performance with the largest group size. Two explanations of the lack of a performance decline are plausible. One possibility is that group size wasn’t increased to the purpose where the process losses of an additional person were greater than the potential derived from that person’s additional resources. This possibility isn’t implausible. the overall nature of Steiner’s predictions of actual productivity. Nevertheless, it seems that a 10- person group would be large enough to supply substantial process losses on a task requiring close coordination. A second explanation of the shortage of a performance decline within the larger groups is said to participation patterns in groups.

Studies of problem-solving groups (Bales, Strodtbeck, Mills, & Rosen borough, 1951; Stephan & Mishler, 1952) indicate that as group size increases, the number of low participators increases. Thus, in the present study, increases in group size may have failed to supply corresponding increases in participation. If members didn’t participate in the group’s discussion activities, it’s unlikely that they produced additional coordination difficulties. Hence, it’s possible that the failure to get the anticipated performance decrements on the logic problem can be traced to a lack of participation by some members of the larger groups. Bray, Kerr, and Atkin (1978) developed the concept of functional size to differentiate the number of members performing from the number of members present. Their analysis of the timing of problem solution suggests that functional size is more critical than actual size to group performance.

Questionnaire responses provide some support for this interpretation. Judgments of the amount of data provided by others didn’t increase with group size. The number of comments per person and therefore the proportion of members making important contributions decreased with group size. Furthermore, difficulty working with others didn’t show the predicted increase with group size for the logic problem task. If many persons within the larger groups failed to participate, then one wouldn’t expect difficulty working with others to extend with group size. Thus, it’s possible that the extent of engagement is an important mediator of the relationship of group size to group performance. (Littlepage, 1991)

Respect, Self-esteem, and Health

Curiously, there is proof that regard for a gathering one has a place with, what’s more, relates to is related with reports of wellbeing results, however not with individual confidence (Huo, Molina, Binning et al., 2008). This example of discoveries proposes that the effect of gathering admiration might be more handily distinguished in physiological procedures, which is a more straightforward measure of inside states than are reports of confidence. Additionally, the nonappearance of a connection between bunch regard and confidence is a noteworthy takeoff from other work, which shows that individual regard or regard for the individual is dependably connected with more significant levels of confidence (Smith et al., 2003). These discoveries propose that gathering admiration may work uniquely in contrast to individual regard. At the point when a self-important gathering character is under investigation, it represents an extra wellspring of danger to the self. In any case, a negative assessment of an individual dependent on gathering participation might be seen as ill-conceived and along these lines supports its impact on the self-idea. Together, these different bits of proof, while speculative, propose that the experience of regard can work at a more essential level than we may have foreseen – evoking mental reactions that are sifted through physiological pathways. It likewise proposes the significance of recognizing confidence and more wellbeing related results since the impact of gathering level regard on these individual-level factors seem to contrast inconceivably interpretable and important manners. (Huo and Binning, 2008)


Past hypothesis and examination have not tended to the specific mental ramifications of intragroup regard and have rewarded incorporation and worth as tradable parts of a solitary unified development.

The current work adds to existing bits of knowledge by interfacing earlier work on regard to the social personality writing, which recognizes between various parts of social identification. We recognize two mental procedures related to incorporation and worth, even in spite of the fact that both are encouraged by apparent regard. Information from two examples authenticates our thinking that apparent consideration of the self in the group identifies with the inclination to build up a positive group personality, while saw estimation of the self for the group identifies with the person’s readiness to put resources into the group. Both these ramifications of regard are pertinent to the way the group’s presentation is evaluated by its boss. Hence, this study reveals more insight into the mental procedures through which saw regard identifies with pertinent insights and practices in workgroups and explains on the hypothetical and viable ramifications of doing this. (Ellemers et al., 2013)

  • Ellemers, N. et al. (2013) ‘Feeling Included and Valued: How Perceived Respect Affects Positive Team Identity and Willingness to Invest in the Team’, British Journal of Management, 24(1), pp. 21–37. doi: 10.1111/j.1467-8551.2011.00784.x.
  • Huo, Y. J. and Binning, K. R. (2008) ‘Why the Psychological Experience of Respect Matters in Group Life: An Integrative Account’, Social and Personality Psychology Compass, 2(4), pp. 1570–1585. doi: 10.1111/j.1751-9004.2008.00129.x.
  • Kozlowski, S. W. J. (2018) ‘Enhancing the Effectiveness of Work Groups and Teams: A Reflection’, Perspectives on Psychological Science, 13(2), pp. 205–212. doi: 10.1177/1745691617697078.
  • Littlepage, G. E. (1991) ‘Effects of Group Size and Task Characteristics on Group Performance: A Test of Steiner’s Model’, Personality and Social Psychology Bulletin, 17(4), pp. 449–456. doi: 10.1177/0146167291174014.

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