CONTRIBUTION OF TEAM WORK TO THE PERFORMANCE OF ORGANIZATION
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CONTRIBUTION OF TEAM WORK TO THE PERFORMANCE OF ORGANIZATION
Chapter one
INTRODUCTION
1.1 Background for the Study
Teamwork improves organisational cohesiveness or integration, which leads to synchronisation of efforts among employees, resulting in increased production. The United States Climate Action Partnership, as it is known, is putting significant pressure on the federal government to decrease carbon emissions.
Never before has there been such an agreement between commercial corporations and non-governmental organisations. America’s finest leaders are increasingly demonstrating this attitude of collaboration.
Princeton University President Shirley Tilghman and Brown University President Ruth Simmons not only achieved important successes on their own campuses, but also collaborated to assist Simmons’ alma institution, Dillard University, following Hurricane Katrina.
Organisational culture, job description, job satisfaction, employee skills and qualifications, and organisational structure, all work together to assist the organisation achieve its goals. Higgs (1996).
A simple definition of teamwork is people working together to achieve a common goal. Many organisational disciplines now recognise teamwork as vital to success, and their mission statements frequently mention the necessity of teamwork, including words like cooperation, coordination, collaboration, and communication as key components.
Although it is one thing for these organisations to state that they have these teamwork components in place, it is quite another to measure the components using a defined set of attributes and then use the results of this measurement to investigate what may be missing in the teamwork model within each organisation. Large-scale events necessitate multidisciplinary collaboration.
A recent study found that employees who work in teams produce more output than individuals (Jones et al, 2007). In Africa, organisations such as AMREF and AAR have incorporated teamwork into their fundamental beliefs since it allows them to easily fulfil their goals (Belbin, 2006).
Alie et al. (1998) compared West African organisations to those in the United States and the United Kingdom, and discovered a substantial variation in the approach used to build teams in West African countries.
Working in a team empowers people and helps them build autonomy, which leads to greater job satisfaction and less stress (Hayes 2005).Employees might feel pleased with their occupations in a variety of ways, including motivators such as income increases and recognition.
When employees are not motivated and recognised, they do not form strong teams and fail to meet their goals. Psychologists’ research in the United Kingdom and the United States has confirmed that teams can increase individual outputs through collaboration, and that people who work in teams become the norm for the organization’s success. Flick (2006).
According to Hartenian (2003), cooperation is the most effective way to improve personnel utilisation and perhaps raise individual performance both within and outside of the organisation. With upper-level management backing, an individual can operate confidently in a team and boost the organization’s productivity.
In today’s business world, managers are allocating more team projects to employees, giving them opportunities to expand their knowledge and skills. For teams to work effectively, team members need also have respect and trust for each other in two dimensions: as individuals and for the contribution each provides to the team’s results (Brooks 2006).
1.2 Statement of Problem
Poor teamwork implementation in organisations has had an influence on staff productivity. Employees have, as a result, developed behavioural and attitudinal inclinations against their employer, resulting in low team spirit, unhappiness, and even mistrust in some situations, and hence reduced output at work.
Ethnocentrism has also undermined teamwork in the majority of Nigerian organisations. When combined with the previously described reasons, personnel are no longer committed to meeting organisational goals in general, but rather to gaining personal pleasure.
The attitude towards work is stated to be negative, and there is a constant and spiralling demand for wage increases, better working conditions, and overall worker welfare. Invariably, these behavioural patterns and dynamics revolve on the employer-employee relationship.
One of the most difficult challenges faced by managers, organisations, and institutions in general is convincing employees to do what they need to do in order to achieve organisational aims, goals, and objectives with the efficiency that is required.
Because of the complexities of human behaviour and the dynamics of organisational circumstances, much management manages workers in ways that unquestionably produce suboptimal results, jeopardising the organization’s chances of efficiently achieving its set goals and objectives (Pamela 2013).
1.3 Object of the Study
The primary goal of this study is to evaluate the impact of teamwork on organisational success. Specifically, the study intends to:
1. Determine the impact of team work on organisational performance.
2. Evaluate the influence of teamwork on organisational performance in NBC.
3. Investigate the challenges of effective cooperation in organisations.
4. Examine the variables that lead to effective teamwork.
1.4 Research question
1. What is the impact of teamwork on organisational performance?
2. Is there a major impact of teamwork on organisational performance in NBC?
3. Investigate the challenges of effective cooperation in organisations.
4. Examine the variables that lead to effective teamwork.
1.5 Research Hypothesis.
Ho: teamwork has no substantial impact on organisational performance at NBC.
Hello: There is a substantial impact of teamwork on organisational performance in NBC.
1.6 Significance of the Study
This study intended to establish the impact of teamwork on organisational success by identifying the obstacles associated with team formation, operation, and overall performance.
As a result, the study revealed the relationship between team members’ working environments and organisational structure, as well as the elements that influence this relationship negatively. The study’s conclusions will be valuable for managers at comparable organisations.
1.7 Scope of Study
This research will be undertaken in Lagos, Nigeria, with the Bottling Company in Ikeja serving as a case study.
1.8 Delimitation of the Study
Obtaining funding for general research projects will be difficult during the course of studies. Correspondents may also be unable or unwilling to complete and submit the questionnaires provided to them.
However, it is hoped that these limits will be addressed by making the best use of existing materials and devoting more time to study. As a result, it is strongly thought that despite these constraints, their impact on this research report will be small, allowing the study’s purpose and significance to be achieved.
1.9 Definition of Terms
Teamwork: the collective action of a group, particularly when effective and efficient.
Organisational performance is the actual output or results of an organisation as compared to its expected outputs.
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