Literature review of Teamwork Lead to Better Organizational Performance Than Working Individually?

        Deneckere, et al., (2012) in his research analyzes that inter-professional collaboration is often said to be promoted by care pathways. Considering the fact that effectiveness of pathways has never concentrated on the promotion of teamwork through care pathways, studying this relationship was the objective of this review. This study also focuses on team relations and communication. It was revealed though that a potential is harnessed by care pathways for enhancing teamwork through supporting inter-professional teams.

        In the context, important conditions support teamwork and include active components of pathways capable of mediating an impact on the processes of a team. For achieving this, each and every pathway needs an approach which is clearly defined according the requirements of a team. With this systematic study, it is identified that a relationship actually exists between teamwork and care pathways in an organization. Moreover, inter-professional teamwork is actually promoted by the accurate active elements. That is why every pathway will need an approach that is modified and defined according to the needs of a team. (Deneckere, et al. 2012).

        Frick, Goetzen, & Simmons (2013) conducted a research and analyzed that from almost twenty-five production units, monthly data was used in a German-based steel plan during 1992-2001 for testing pay related with performance and teamwork’s effects on absence rates, accidents, and productivity. It was found in the research that performance pay and teamwork offer incentives at the cost of quality and for running machines for longer period instead of investing on maintenance and conditioning.

        When a mix of performance pay and teamwork is implemented to production areas or units, absenteeism rises. It is suggested by results that performance pay and teamwork can produce unrevealed costs for producers and still not raise the productivity of workers. Considering the enhancement of productivity, it has been found that returns from such policies vanish with the output correction for a scrap that cannot be used. An output’s measure of adjusted quality doesn’t reveal advantages form performance pay or even teamwork. Even the ones for the mix of both are hidden. (Frick, Goetzen and Simmons 2013).

        According to Gallie, Zhou, Felstead, & Green (2012), a strong divergence in the study of teamwork’s benefits has been observed. It has been claimed by some that only management is benefitted while others say that employees are benefitted. Finally, some say that both well-being and productivity are not affected a lot. It has been shown that teamwork grew in 2006 and in the beginning of 1990s. However, it was mainly due to the teamwork’s type which enabled workers only a little in terms of a power related with decision-making. For sure, there was a decrement in accessibility of teamwork which was self-directive. Meanwhile, it has been shown by evidence that teamwork’s advantages when employee welfare and work motivation are concerned, are actually bound to teams which are self-directive. All the while, teams which are non-self-directive suppress the discretion and personal initiative’s use at workplace.

        With the concern at emergence of work organizations in capitalist societies which are advanced, teamwork has always been focused upon in debates. Teamwork’s growth has actually been depicted as one of the major factors in breaking down conflicting and hierarchical nature in terms of work organizations which are the forms of common Taylorist. It is carried out through the promotion of an organizational structure or design which enhances not only the self-realization but also managerial objectives. Suggestions point out that corporations has adjusted to responsibility’s decentralized patterns with which greater control and initiatives are offered over their work. Due to it, they are able to engage their potential better in a creative way (Gallie, et al. 2012).

        According to Rajhans (2012), production’s effective and efficient management needs greater teamwork and collaboration between team members in several funtionalizing groups. When workers are able to the efficiency of management, they are motivated which drives them more and helps them in developing spirit which is uite necessary for agile operating. Therefore for the management of employees’ present performance, effective practices of communication have become integral in almost all companies. The present study’s aim is all about purporting that positive thoughts or perceptions play an important role in boosting the motivation and fostering the advocacy of employees. Overall, it results in the strengthening of employee relations and brand. Actually, there is a correlation among employee motivation and organizational communication. It is indicated by the study that workers are willing to go a mile extra for the company while they are likely to recommend it four times if they are happy with the communication of their company.

        For a company, a motivated worker is like a gem and an important asset that delivers a lot of value when it comes to strengthening and maintaining its revenue growth and business. With the good communication of a company, efficient teamwork and team spirit are produced with clear roles. Communication in the form of two-way is actually the base of organizational success and employee motivation. Organizations are helped a lot with the communication’s culture in a critical way by better performance, stimulating engagement, building trust, and upgrading employee understanding. It is quite clear that organizational communication is very important in employee performance and motivation. After all, the new environment is always changing and it puts a lot of load on employees, flexibility, longer work hours, increased workloads, tighter staffing, and strict rules (Rajhans 2012).

        In terms of management efforts, a crucial role is played employee communications for reorienting workers who are appalled by modifications. They help the workers in adapting to the modern environment quickly. With the general focus upon communication, there is actually a specialized requirement surrounding the effective communication due to the management of employee relations of a company. With efficient downward communication, the actions that management takes, employees convert them into actions; it also decreases miscommunication, increases productivity, improves relations, and enhances teamwork. Additionally, an action’s consistency is allowed by it and a greater commitment may also be stimulated by it on employees’ part. Managers are helped a lot with upward communication in understanding both personal issues and businesses which have an impact on workers. Additionally, management is helped when employees give creative suggestions and with such suggestions, organization is also improved (Rajhans 2012).

        Tohidi (2011) conducted a research and analyzed that there is a concentration upon processes and activities which require more communication and interaction within organizations. Furthermore, efficient activities ususally depend on the cross-functional team’s ability of developing a created understanding of an activity or task, roles of members, and the process. For operating effectively with teams, it is important for organizations to utilize their members properly so that they are benefitted. A survey is offered in this paper focusing on the effectiveness and productivity of teamwork on the basis of information technology, motivation, size, wage, goals, training, leadership, and rewards. Now, teamwork has to find new ways for adapting quickly, operating efficiently, and preparing themselves better for the future. It is no surprise that organizations think redesigning the framework of their companies can solve the problem. Meanwhile, organizations will efficient planning and designing can take the advantage of better teamwork, greater efficiency, and higher profitability. Moreover, such benefits are adjusted according to the requirements of a company. Within organizations, a lot of work has been carried out for implementing teamwork efficiency and productivity (Tohidi 2011).

References of Teamwork Lead to Better Organizational Performance Than Working Individually?

Deneckere, Svin, Martin Euwema, Pieter Van Herck, Cathy Lodewijckx, Massimiliano Panella, Walter Sermeus, and Kris Vanhaecht. 2012. "Care pathways lead to better teamwork: results of a systematic review." Social science & medicine 75 (2): 264-268.

Frick, Bernd J., Ute Goetzen, and Robert Simmons. 2013. "The hidden costs of high-performance work practices: Evidence from a large German steel company." ILR Review 66 (1): 198-224.

Rajhans, Kirti. 2012. "Effective organizational communication: A key to employee motivation and performance." Interscience Management Review 2 (2): 81-85.

Tohidi, Hamid. 2011. "Teamwork productivity & effectiveness in an organization base on rewards, leadership, training, goals, wage, size, motivation, measurement and information technology." Procedia Computer Science 3 (1): 1137-1146.