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Teamwork: Analysis of Experiences with Teams


The experience is about teamwork within the work environment. Teamwork within the workplace could be defined as an agglomeration of individual contributions focused on achieving a common purpose within the organization. The management team understood the fact that success from teamwork was generally dependent on the consensus of belief and effective communication network based on individual skills (Osborne, 2010, pp 353-383).


The size and structure of the team determined the spirit of collaboration amongst members. The size of the team was crucial in indicating the nature of contact between individuals and the management. It was easier working with small teams since it made it possible for managers to discover the level of individual skill, cooperation, and respect towards organization principles and goals. Organized structures within the teams presented some mechanisms which could be used to easily reduce instances of resistance to change. This was done through increased commitment which enhanced the need for high achievement amongst team members (Kirkman et al, 2000).

Shared vision helped in the process of harmonizing individual contributions towards a common level of achievement. Clear communication and understanding of the organization’s vision, as well as a clear articulation of the objectives in simple and well-understood means, enhances the organization’s achievement. Shared vision helped in harmonizing individual skills and differences for productivity (Kirkman et al, 2000).

Clear objectives within the team were made in line with the management structure and the company’s operating principles. Every team member was required to be aware of the ultimate objectives of the company for accountability purposes. This made it easier for the management team to incorporate effective systems within the organization such as appropriate work ethical principles. Focused objectives made easier the process of assigning obligations hence team members found fewer difficulties in complying with the Company’s operation standards (Osborne, 2010, pp 353-383).

The level to which leadership understands worker motivation principles determines major outcomes within the teams. Teamwork implementations were accelerated by the nature of leadership which ensured the creation of mutual relationships within the working environment. Leadership contributed in aligning and equipping employees with organizational requirements, this helped in increasing employee knowledge of the rationale within the organization. The nature of leadership within the company determined some important aspects which were given priority and helped in enhancing general performances. Leadership within teams influenced greatly the overall effectiveness in dealing with peoples’ responses and emotions. All the decisions made within the various teams influenced the level of strategic and change management (Osborne, 2010, pp 353-383).

The cohesiveness of members proved to be one of the most challenging aspects of teamwork. This is one of the principles which determines a mature environment within the workplace. It is where members gave a test to group behavior and checked on the probability of working effectively under the existing chain of command. The principle determined the level of arguments and disagreements which ultimately dictated the nature and number of ideas generated and implemented. At times the focus was so much on individuals’ weaknesses rather than team cooperation and reconciliation which would guarantee the attainment of the set objectives (Osborne, 2010, pp 353-383).

The level of action which guarantees performance depends on the maturity of the groups. This called for individual honesty in accepting each member of the team the way they were irrespective of their strength and shortcomings. The action was driven by the fact that individual members within the team understood their responsibilities, hence performed their roles effectively. The action was eminent whenever team members became open to each member’s ideas and recognized their efforts (Hayes, 1997).

Follow-up within the teamwork provided members with opportunities for growth since they were able to learn from their mistakes and improve appropriately. Follow-up by the management made it possible for the employees to be taught various means towards productivity and this made it possible for the employees to enhance their skills in performing their duties. Close supervision was necessary since naturally it is believed that few employees enjoy their work. This called for the development of process breakdown to ensure that all tasks are performed appropriately (Hayes, 1997).


Leadership contributed most to the success of the team. It has got great influence on the level of performance within organizations since it determines the level of efficiency and reliability of the applicable principles and processes. It is the quality of leadership that determines the implementation of appropriate innovative changes which help in containing any volatile nature and uncertainty within the teams in the workplace.


Hayes, N. (1997). Successful Team Management. London: International Thomson Business Press.

Kirkman, B. Jones, R. & Shapiro, D., (2000). Why do employees resist teams? Examining The “Resistance barrier” to work team effectiveness. The International Journal of Conflict Management, 1(11), 74–92.

Osborne, S. R. (2010). Strategic Leadership by Executives. Leadership theory Journal, (1), 353-381

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