Management by Objective: Teambuilding

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Teambuilding is vital within organizations if goals are to be achieved efficiently and effectively, team-Based management is a commanding management operating system that can be appropriate to any industry or service sector. Now in competitive business environment team based management is essential to achieve the organizational goal. To introduce team based management system, organization should also create such culture, structure or environment, in which this new system will be fitted properly. It also described how organization would be benefited from different kind of team in this system, so in this essay importance of team based management for organization control is described and how it affects the structure and culture of the organization. (Worley, C.G. and Lawler, E.E., 2006, p19-23)


With just one single person a team cannot work or function properly, no team with accomplishes the main goal and/or objective with out everyone putting their effort forth, each person with in the team is assigned a role and responsibility that they are accompanied by until the completion of the team. Roles of members need to be addressed and should be assigned as soon as the team is made. It takes each person with in the teams dedication and work to make a team successful. A team should preferably be smaller than ten people and occasionally there will be more than one person assigned some of the same roles. (Jones, S. D., & Shilling, D. J., 2000, p147-188)

Once roles and responsibilities are assigned each person in team should know their specific role and responsibility and what is to be expected of them and from them. In order to create a valuable and dynamic team you have to make sure that everyone selected for the team in reality wants to be a part of the mission or team otherwise you might not get the consequences and the team members will become unresponsive than. (Brody, 2005, p354-421)


Teambuilding refers to a wide range of activities for improving team performance, usually in a business context, Sigmund Freud first discovered a theory of group / teambuilding which can also be termed as recognizing with the leader, which is the basis of group development. During the 1970s theory and methodologies were accessible for comprehensive team building, then came Taylor (1947), who discovered how group standards impact the overall team performance. However, work civilizations have a propensity to not be compassionate of teamwork and rather satisfied individual performances. (Cluff, H., 2008, p21-29)

Research Findings

The phases that are involved in team building are: To categorize the issues, which reduce the team from reaching their objectives. To illuminate the team Goals, Enable the goals to be accomplished. The factors that influences the teambuilding and motivation are:

  • Idea that is everyone’s list is a lucid idea / mission, or purpose,
  • Acquaintance, means groups having both technological and individual desires,
  • Confronting the Ideas (Gleason, D. 2006, p52)

Teams just don’t ensue they are built. The term team efers to a group of inhabitants having a familiar idea / principle, some teams need motivation to create commitment, there is tangible rewards, external motivation, and internal motivation. If you offer a team an external reward they might not want to do the task but they will do it anyway the problem is that they will expect the reward to happen always. The team wants to get the job done in a perfect way. If you get the team to believe that the project will reap internal rewards like satisfaction forgetting the job done right the team will give the effort without expecting an external reward. (Rosen, R. Dysart, T. L. 2006, p106-109)

How to Create Team Spirit (Team Exercises)

Accordingly, it will be difficult to fulfill the tasks of a business, teambuilding is a fundamental dynamic issue in any of the milieu, teamwork can amalgamate the intelligence, experience, knowledge, skills and commitments of the team members into a more forceful drive, as a consequence, individuals will not be able to accomplish the set goals smoothly as most of us are not geniuses, intents are turning out to be more and more compound and disputed in recent the world. it will ultimately be more than the simply algebraic sum of the team members. A poor teambuilding probably leads to the failure of teamwork. (Guttman, H., 2005, p23-31)

Teambuilding is the basis of teamwork. It makes teamwork work. When it comes to teamwork, teambuilding should be effective and efficiently exercised beforehand. First of all, highly committed and competent team members ought to be selected; mutual trust and collaboration should be established within the team, the final significant requirement within the team is the effectual leadership. (Youngwirth, J., 2007, p20-52)

For the individual team member, they can learn a lot from their teammates when working together towards the common objective. Take a separate sub-task for instance; if one team member is not able to do it, the other members possibly can do it so that the team task will be carried on, as a result, the problems can be solved more easily compared with separate hard working, everyone has inevitably a certain kind of shortcomings or weakness. Since they feel that they are insiders instead of outsiders, they will be highly motivated and contribute at their highest level of experience and expertise. Within the team, team members are provided an opportunity to participate in decision making about how the business operates. Once the team member has learnt more and done better, he or she will gain respect and self-esteem from the group. (Stockdale, D. 2007, p40-52)

The collective force is the most important benefit of teamwork. People are living in an open world, team members try to contribute a lot to the team, rather than getting support from others. Otherwise the member will face the danger of being washed out. Another advantage of teamwork is individual participation and improvement, with teamwork, team members get a chance to improve themselves. Teamwork develops an individual’s ability and self-confidence. Businesses are operating in an intertwined environment as well. Business objectives are so complicated that an individual will have many difficulties in achieving them. With teamwork, every team member devotes to the set goals and incorporates various ideas, knowledge and efforts. (Herman, J. E. & Reichelt, P. A., 2007, p56-99)

How to be an Effective Team Leader

Equal contribution in teambuilding does mean that there are no leadership qualities, leadership can be build by the teambuilding, a good leader strives to become aware of the abilities of subordinates or associates in order to guide them toward goals that they are capable of attaining, ultimately, a team leader wins others over by influencing their willingness to act, rather than by forcing their observance. Individuals with leadership qualities have a special effect on others they command respect and admiration, motivating others to follow them. Indisputable forcefulness is required, but that does not mean aggression, force or coercion. Leadership is the aptitude to get people to do willingly what they might not spontaneously do on their own. (Temme, J, & Katzel, J., 2007, p112-145)

Learning Conflict is Not Negative (There is Good Fighting)

Conflicts will most surely take place when finding a good sense of balancement in leadership, the first thing is to be objective, conflict is common when working in teams. Conflict declaration strategies must be used in order for the team to be effectual and meet the goals and objective of their obligation, different type of teams are used in business today. (Weinstein, M., 2007, p44-71)

The major teams are the Self-managed teams, Cross-functional teams, and Process Improvement and Task Force teams, and team members can explain on each of these causes of conflict with everyday examples that are encounter regularly. (Larue, B., Childs, P., & Larson, K., 2006, p121-144)

For instance, let’s say a committee or team is tasked with determining if an employee is responsible for damaging corporation possessions and if so, was the damage caused by negligence actions of the employee? If the scope of power of the team is not evidently spelled out for all members to realize a conflict will certainly arise. This type conflict comes from a lack of clear communication, it also lends itself to the emotional differences attached to such a team finding. Assuming the employee is found to be negligent and at fault for the damage, one member may believe the team’s is responsible for determining disciplinary action and another may believe such a recommendation may exceed the scope of authority given to the team, as seen from the examples given, conflicts can and do arise over the smallest and simplest things. (Wiley. S. Cott, W. R. and Davis, G., 2007, p56-99)

The leader must impart common sense solutions to a given problem. Conflicts arise not only between members as to which facility should be rented but how to divide money between food, decorations and which facility to rent. Having fancy decorations would be nice but a caterer is needed more. Some team members believe the employees would prefer live entertainment; others believe a disc jockey would be preferred. These type conflicts take strong steady leadership. He or she must also have the organizational skills to determine needs from wants. Perceptions and attitudes of what the employees would enjoy become a factor of contention. (Lee-Kelley, L. 2006, p234-243)


In conclusion, in order to build a team, its members must first start withe communication. I personally feel that groups are best if you have a diverse range of members that all have common interests this way the group has different points of view that can be expressed and accepted by the group as a whole. By establishing the goal, listening to feedback, defining jobs based on expertise, accepting setbacks and criticism, tone of voice whether it is verbal or writan, are all necessary to have success in the team setting. Where teams are concerned, company policy, ethics, and rules and procedures should dictate and guide the actions of team members. When more than one person has input on a given subject, a wide variety of differences may occur. Strong leadership should be in place to ensure that balance and fairness is exercised within the teams and without these, there is no team. There are a few people with an idea that have no direction, and for this roles of the members are the keys to ultimate success to help them in establishing that direction.


Brody, Dr. Ralph, (2005), Effectively Managing Human Service Organizations, (SAGE Sourcebooks for the Human Services), (Paperback), p354-421.

Berry, G.R. (2006), Can Computer-Mediated Asynchronous Communication Improve Team Processes And Decision Making? Learning From the Management Literature, The Journal of Business Communication, 43(4), p344-366.

Cluff, H. (2008), E-Governance a new Organizational Paradigm, The Journal of Business Management, p21-29.

Gleason, D. (2006), Ensuring your Staff Really Functions as a Team, Snips, 75(11), p52.

Guttman, H. (2005), Conflict Management: The Key to High Performance, The Journal of Business Management, p23-31.

Herman, J. E. & Reichelt, P. A., (2007), Are First-Line Managers Prepared for Teambuilding? Promote clear goals, clear roles, and well-defined processes, Journal Management, Vol. 29, Issue 10, P56-99.

Jones, S. D., & Shilling, D. J. (2000), Measuring team performance, A step-by step, customizable approach to managers, facilitators, and team leaders, San Francisco: Jossey-Bass, P147-188.

Lee-Kelley, L. (2006), Locus of Control and Attitudes to working in Virtual Teams, International Journal of Project Management, 24(3), p234-243.

Larue, B., Childs, P., & Larson, K. (2006), Leading organizations from the inside out: Unleashing the collaborative genius of action-learning teams (2nd ed.). New York, P121-144.

Rosen, R. Dysart, T. L. (2006), The Board as a Team: It takes the Right Framework, 31(1), p106-109.

Stockdale, D. (2007), 6 Tips to tame the Tiger of Teamwork, Maintenance Supplies, 51(5), 38, p40-52.

Temme, J, & Katzel, J., (2007), Calling a Team a Team Doesn’t Mean That It Is: Successful Teamwork must be a way of Life, (Teambuilding), p112-145.

Weinstein, M (2007), Conquering Conflict, Training, The Journal of Business Management, p44-71.

Wiley. S. Cott, W. R. and Davis, G. (2007), Organizations and Organizing: Rational, natural, and open systems perspectives, Upper Saddle River, New Jersey: Prentice Hall, P56-99.

Worley, C.G. and Lawler, E.E. (2006), Designing organizations that are built to Change, MITSloan Management Review, 48(1), P19-23.

Youngwirth, J (2007), Do More than Dream About Teamwork–Create It, Journal of Financial Planning, p20-52.

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