| Introduction | | | | analyzed through the nature of their team life or the |
| Sumanski et al (2007) assert that in order to develop | | | | team task being carried out. Most organizations usually |
| process based management, one must utilize teams. | | | | choose to analyze them through team tasks. In this |
| Additionally, teams provide a platform against which | | | | regard, the tasks may either be high poor low and the |
| one can integrate a range of complex business | | | | team life may either be short or long. (Higgs et al, |
| processes. Teams have become the new buzz word | | | | 2005) |
| in the corporate atmosphere but there is a need to | | | | Pineda and Lawrence (2006) have discussed a |
| examine how companies can make teams work for | | | | number of ways in which companies can deal with |
| them. In others words, effective teams are well | | | | performance measures. This perspective is different |
| managed one. This literature review shall begin with a | | | | from discussion put out by Sumanskis et al (2007) and |
| brief introduction on teams and then greater emphasis | | | | Higgs et al (2005). Pineda and Lawrence (2006) argue |
| will be given to the process of managing such teams | | | | that not all aspects of the team objectives can be |
| as explained in five journal articles. | | | | measured. However, it is important to consider some |
| The importance of teams | | | | of the quantifiable aspects and then look for ways of |
| Pineda & Lerner (2006) explain that teams can | | | | measuring them. Usually measures may be done in |
| increase flexibility within an organization. Also, they | | | | accordance with quality, quantity, cost and timelines. |
| provide companies with a platform against which they | | | | Measures can either be done numerically or |
| can save on a series of costs while doing businesses. | | | | descriptively. |
| Through teams, it is possible for businesses to focus | | | | The latter authors argue that feedback is an important |
| on the consumer more intensively. Also, one can be | | | | aspect since team members need to know how they |
| able to continuously improve and innovate their | | | | have performed. However, before feedback can be |
| services or products through such an approach. In | | | | done, data should be collected. Team leaders need to |
| close relation to the matter is the fact that teams allow | | | | know the data collected, when and how this needs to |
| ownership and responsibility in implementation of | | | | be done. |
| business processes. Margerison & McCann (1995) | | | | Since teams are guided by process based |
| even add that no individual is an island so team based | | | | approaches, then the most effective way of ensuring |
| approaches can therefore add to the level of | | | | that they perform is by fully understanding the business |
| happiness or contentment in a business. | | | | process involved in carrying out their respective tasks. |
| Jordan and Lawrence (2006) are quick to clarify that | | | | First of all, businesses must identify the process |
| sometimes some organizations may place too much | | | | objectives. Sumanski (2007) explain that a business |
| emphasis on teams per say and fail to identify other | | | | process is any series of interrelated activities that |
| essential elements that are required to make them | | | | have a set output and have the ability to boost primary |
| work. Consequently, these latter authors argue that it is | | | | processes or they add overall value to a business. |
| performance that matters more than the structural | | | | These authors are bale o identify some of the issues |
| aspects of these teams. There are other pointers that | | | | that are important in making the process work. They |
| the latter authors claim need greater emphasis when | | | | claim that the activities making up business processes |
| trying to understand teams. Teams are not merely | | | | are those that have the capacity to yield results and |
| about specific members; instead, greater emphasis | | | | these include; problem solving, consulting with team |
| needs to be given to the overall organizational design. | | | | members or even report writing. It should be noted that |
| On top of the latter Jordan and Lawrence (2006) | | | | these activities may have a direct influence on the |
| explain that management philosophy should take | | | | business or they may assisted in achieving other |
| greater precedence over structural elements of | | | | objectives. |
| teams. In line with this, some companies have gotten it | | | | In line with the latter issue Higgs et al (2005) explain |
| wrong by focusing on empowerment alone rather than | | | | that businesses must be in a position to identify what |
| ensuring accountability and responsibility. | | | | the processes objectives are so that they can |
| Jordan and Lawrence (2006) bring in a different light to | | | | empower their teams to carry out their respective |
| this affirmation by claiming that teams run their on small | | | | tasks. The best way to establish this is by examining |
| scale units within a larger business. Organizations need | | | | who the consumers of the team really are. In this |
| to be thought of as combinations of small enterprises | | | | regard, consumers are those people who depend on |
| that are closely associated. No single job in that | | | | the activities of teams within the organization. This also |
| company is absolutely independent from the other | | | | means that the team under consideration must then |
| since each category relies on the other. Additionally, all | | | | re-examine what they have been delivering to their |
| members of the organization are aware of some of | | | | internal consumers. This means that the performance |
| the basics that go on in other job groups since they | | | | criteria used to gauge these deliverables must also be |
| are working towards one common organizational goal. | | | | clearly laid out. |
| Therefore teams allow interaction of these differing | | | | Payments are an important part of any team |
| members. Teams share similar values and can | | | | implementation process. This is largely because they |
| contribute towards achievement of organizational | | | | form the basis against which teams know what they |
| goals more effectively. Most of the time, members of | | | | are being paid to do. Besides this, they also indicate |
| a team are more motivated and this eases the | | | | some of the problems that may arise during the team |
| process of organizational goal achievement. | | | | process. In certain circumstances, teams may be |
| Jordan and Lawrence (2006) also add that when | | | | required to do work that is in excess of their |
| certain companies were asked why they chose to | | | | respective mandates and their payments may not |
| employ teams in carrying out their goals, they gave a | | | | reflect their respective roles. Consequently, most of |
| number of reasons that could have caused this. | | | | them end up underperforming since their pay will have |
| First of all, they claimed that their productivity was | | | | clearly defined their importance within that respective |
| improved to a great extent. Also, they added that | | | | organization. (Jordan and Lawrence, 2006) |
| teams could manage themselves more effectively | | | | Jordan and Lawrence (2006) also give some details of |
| than individuals could thus minimizing the resources | | | | how teams can be more effective in their current |
| required to make them more successful. Besides this, | | | | circumstances compared to other different scenarios. |
| employees themselves were more satisfied with their | | | | These authors say that there are certain ways in |
| work as different professions intermingled and worked | | | | which one can look for these perspectives by setting |
| together. Other companies claim that the amount of | | | | up the most influential and effective ways of dealing |
| time put in to achieve certain results was much lower | | | | with the matter. In this regard, it may be necessary to |
| through teams than through individual approaches. | | | | lay out some of the specifics on how one wants a |
| Lastly, efforts put in by respective employees were | | | | certain team to behave. Organizations should be able |
| not as much in teams than they were in the converse | | | | to identify some of the needs that teams may have |
| case. This shows that less resources and energy are | | | | i.e. |
| employed. | | | | - Rewards |
| Managing Team Performance | | | | - Motivations |
| Higgs, Plewnia and Ploch (2005) explain that in order to | | | | - Education needs\training needs |
| manage team effectively, it is essential to first | | | | - Empowering the team members |
| understand some of the factors that influence team | | | | - Giving direction to team members |
| performance. The latter authors identify five major | | | | Once a company has been able to identify the latter |
| factors that are essential in ensuring team success | | | | matter, then it should be in a position to re-examine its |
| 1) Cultural issues | | | | current position. If it is not carrying out these matters, |
| 2) Rewards and compensation | | | | then it needs to set up a directive that will boost the |
| 3) Measurement of performance | | | | way they are carrying out these requirements. |
| 4) Team management through team roles, | | | | Aside from business process objectives, teams need |
| training and other management issues | | | | to have mechanisms for knowing their own objectives. |
| 5) Aligning team objectives with strategic | | | | In order to do this, then team leaders or organizational |
| objectives | | | | managers need to know some of the behavior that is |
| In order for teams to perform, it is essential for one to | | | | required to achieve business process goals. This |
| understand that members constituting a team are | | | | means that team leaders must be in a position to |
| individuals. This means that issues revolving around | | | | analyze some of the activities within the organization |
| their differences need to be identified and addressed | | | | and which ones can be able to contribute towards the |
| adequately. Most of these aspects include their social | | | | overall team goal. Thereafter, companies need to |
| and cultural differences. Besides that, it is imperative | | | | know what values drive their team members and |
| for members of the teams to be adequately | | | | what values these team members have in common. |
| motivated. One of the methods in which this can be | | | | Additionally, the process of identifying team processes |
| achieved is through the use of rewards and | | | | needs to be done through identification of some of the |
| compensation. | | | | processes or procedures required to do so. This |
| Additionally, achievements made by the team need to | | | | means that adequate care must be taken to assess |
| be measured by the organization under consideration | | | | the kind of team required to achieve this. This also |
| because it provides members of the team with a | | | | means that communication levels within these groups |
| direction against which they can move. When team | | | | must be assessed and their importance determined. |
| roles are clearly cut out, then chances are that | | | | Lastly, teams need to examine their core |
| members will have a better idea of what they are | | | | competencies and determine which ones are |
| supposed to do and their performance is bound to | | | | important in carrying out team goals effectively. (Higgs |
| improve. Additionally, training enables team members to | | | | et al, 2005) |
| handle their work challenges more effectively thus | | | | Higgs et al (2005) have identified a number of |
| boosting their output. The latter two elements are | | | | questions that can assist team leaders or team |
| crucial parts of team management. In line with the | | | | managers in identification of these team objectives. |
| latter matter is the issue of aligning team goals with | | | | First of all, a company needs to ask itself what it |
| organizational ones. Doing this streamlines the team's | | | | requires of the process under consideration. This |
| working process and this heightens their chances of | | | | means that some of the needs inherent within an |
| doing well. (Higgs, Plewnia and Ploch, 2005) | | | | organization ought to be identified and some of the |
| While the latter authors identified five factors that are | | | | may include |
| instrumental in influencing team performance, Sumanski | | | | - Training |
| et al (2007) identified other determinants of team | | | | - Internal benchmarking |
| performance. They claimed that in order for teams to | | | | - Provision of resources |
| do well, there must be identification and measurement | | | | After looking at some of these needs, the latter |
| of all the soft issues and hard issues affecting the | | | | authors assert that companies must then assess |
| members. They also asserted that one must | | | | current practices and then look for ways in which they |
| understand the type of team that one is working with | | | | can implement those issues that they had discovered |
| and how best to deal with its challenges. This means | | | | in the goal identification phase. |
| that one should determine whether it is more important | | | | Pineda and Lerner (2006) bring in a different dimension |
| to measure individual or team outcomes when dealing | | | | to the arguments made by Higgs et al (2007) owing to |
| with the matter. Also, there should be adequate | | | | the fact that they describe ways in which a company |
| examination of how the team has integrated | | | | can identify team management objectives. This |
| organizational perspectives in dealing with their specific | | | | direction is slightly different because of the fact that it |
| issues. | | | | merges the business process and team objectives |
| After understanding some of the issues involved in | | | | phases to come up with a comprehensive and direct |
| influencing teams, it is now important to look at how to | | | | way of managing team performance through team |
| manage those teams effectively. Sumanksi et al | | | | goals. |
| (2007) members of the team must be able to | | | | Pineda and Lerrner (2006) highlight the importance of |
| understand all the things that are important to the | | | | technology in carrying out team work. Consequently, |
| company under consideration and how the team can | | | | resource identification is an important part of setting |
| effectively carry this out. Besides this, one must be | | | | out these team management objectives. Additionally, |
| able to look at current organizational occurrences and | | | | resources and knowledge have also been identified as |
| then determine whether the team under consideration | | | | crucial parts of this process. |
| is capable of carrying these issues out. If this is not the | | | | Jordan and Lawrence (2006) bring in a fresh dimension |
| case, then there may be a need to reconstitute the | | | | to this matter by showing how respective teams can |
| team under consideration. | | | | be able to be effective by prioritizing issues. This can |
| Margerison and McCann (1995) identify three major | | | | be done by weighting their respective objectives. This |
| frameworks against which one can manage teams | | | | is largely because when teams have no priorities, then |
| and they include the building blocks together with | | | | most members end up being confused about what the |
| deployment mechanisms. These building blocks are as | | | | important issues are what the non important are too. |
| follows: | | | | On top of the latter, such teams usually lack a shared |
| - The business process | | | | vision and this can be highly detrimental to the |
| - The team process | | | | achievement of objectives or overall success of team. |
| - The organizational environment | | | | Teams that do not prioritize issues are also prone to |
| Deployment mechanisms are the routes against which | | | | complaints from members who may claim that they |
| members of the organization can carry out the building | | | | have not received credit for their contribution to the |
| blocks and they include the expectations of the | | | | team. This means that it is important for companies to |
| respective organization. In line with this factor is an | | | | prioritize some of these issues. |
| analysis of the current situation as it is and derivation | | | | Jordan and Lawrence (2006) add that there prioritizing |
| of an action plan. Besides this, performance | | | | issues is best done through weighting team objectives. |
| measurements must be made in line with the latter | | | | Usually, this is best done through assigning percentages |
| matter. | | | | that denote the relative importance of a certain result. |
| While the latter authors place greater precedence on | | | | Usually, this is important in linking some of the individuals |
| performance frameworks. Higgs et al (2005) claims | | | | and team objectives facing team members. |
| that it is more important to establish measures for | | | | It should be noted that there are a number of ways in |
| every realm that the team carries out than to deal with | | | | which team and individual objectives can be aligned as |
| overall goals. In other words, they concur with the | | | | put to by Pineda and Lerner (2006). First of all, it is |
| former authors but believe that the best way to | | | | important for organizations as well as team leaders to |
| manage teams is by knowing what needs to be | | | | recognize that human beings are competitive in nature. |
| measured. They explain that team management | | | | All individuals would like to be able to get some form of |
| measures are imperative in understanding whether a | | | | recognition for their efforts. This means that each |
| certain business has the right environment to enable | | | | individual has their own goals and aspirations other than |
| the team and the process to do well. | | | | those ones of the team. In line with this, paying |
| It should be noted that team management measures | | | | attention to individual issues is important owing to the |
| are distinct from team performance measures as | | | | fact that coaching, rewarding and training can be |
| brought out in Sumanksi's et al's (2007) journal. These | | | | determined through understanding individual needs. |
| authors claim that team performance measures are | | | | Besides this, team members will always be inspired to |
| used in determining whether a team is doing well. In | | | | do more once they know that their rewards for them |
| other words, the latter term is normally linked to social | | | | irrespective of team outcomes. In fact it is always |
| interaction within the team, behaviors affecting the | | | | important to reward team members in spite of the |
| team or other health issues concerning it. In addition to | | | | output so as to motivate them to work in subsequent |
| team performance measures, one must remember | | | | years. |
| that business processes need to be measured too. | | | | Pineda and Lerner (2006) claim that the best way for |
| Business process measures are restricted to all those | | | | organizations to ensure effective team performance, |
| analyses that check on the business process that a | | | | companies need to look for ways in which individuals |
| certain team was to carry out. In the context of this | | | | and team performances do not contradict one |
| topic, the most important measure will be the team | | | | another. In other words, team leaders can deal with the |
| performance measure. | | | | possibility of such a clash by drawing a personal team |
| Jordan and Lawrence (2006) bring out a different way | | | | matrix. Once the business is able to identify some of |
| of looking at this matter in that they look at ways of | | | | the similarities, then it can look for ways of |
| linking the process, the business environment and the | | | | implementing. It is imperative for team leaders to |
| team. In their explanation, these authors claim that | | | | include team members in this process. They can be |
| there is a need for organizations to examine what | | | | done by discussing with the team members ways in |
| they would like a certain business process to do for | | | | which their objectives can be aligned with those of the |
| them. Additionally, teams need to know exactly what | | | | organization. |
| ought to be done to carry out that business process. | | | | Conclusion |
| This examination normally involves the assessment of | | | | Effective team management encompasses three |
| competencies, skills and attitudes that are needed. | | | | major aspects. First of all, companies need to identify |
| Once teams are able to understand this, then | | | | objectives to govern the team. The objectives can |
| managers ought to look at whether teams are | | | | either be analyzed through business processes, team |
| currently carrying out those objectives. If this is not the | | | | objectives and team performance methods. Also, |
| case, then an action plan must be set up to carry out | | | | companies need to measure their objectives and |
| the right processes. Lastly, a method of measuring | | | | mechanisms should be sought on how to analyze |
| those actions must also be established. As it can be | | | | some of the organizational objectives with team |
| seen this assertion is somewhat similar to what had | | | | member goals. |
| been suggested by Sumanski et al (2007) | | | | References |
| Higgs et al (2005) explains some of the intricate details | | | | Higgs, M., Ploch, J. & Plewnia, U. (2005): Influence of |
| involved in carrying out team performance measures. | | | | team composition and task complexity on team |
| This is largely because there are a number of | | | | performance; Team Performance Management, 11, 8, |
| elements that ought to be covered under such an | | | | 227 |
| arrangement. First of all, process performance | | | | Pineda, C. & Lerner, L. (2006): Goal attainment, |
| measures are ways of analyzing how the process is | | | | satisfaction and learning from teamwork; Team |
| being carried out. In certain companies, this may be | | | | Perfromance Management, 12, 5, 190 |
| done through autonomic methods. Conversely, some | | | | Sumanski, M., Markic, M. & Kolenc, I. (2007): |
| organizations may carry this out through generic | | | | Teamwork and defining group structures; Team |
| methods. Besides the latter matter, it may be possible | | | | Performance Management, 13, 4, 107 |
| to find that certain organizations tend to rely on specify | | | | Margerison, C. & McCann, D. (1995): Team |
| processes which may either be long term or short | | | | Management – new approaches; Psychological |
| term depending on how one looks at it. | | | | Bulletin, 6, 35, 70 |
| On the other hand, team performance measures can | | | | Jordan, P. & Lawrence, S. |
| fall in either two categories. First of all, teams can be | | | | |