Essay On Managing And Evaluating Team Performance


Team performance is essential as it enhances productivity and emphasizes that the team members have common goals and similar targets to achieve (Patrico & Franco, 2022). Reviewing a team's performance is necessary because the loopholes obstructing team productivity are rectified in the due process of reviewing a team. The report's sole purpose is to review the importance of teamwork in accomplishing tasks in an organizational structure and helping each other achieve targets.


The following paper gives a vivid description of the purpose of a team. It sheds light on the purpose of the team, that is to develop a dynamic, innovative and diverse team. The purpose of the team is the focus on effective teambuilding, having effective interpersonal relationship. According to Lacarenza et al. (2018), the purpose of a team is to improve team development interventions by motivating, influencing, others by seeking guidance from a transformational leader. Hence, it can be said, the utility of the team is increasing the production of the team by infusing ethical decision making and infusing innovative ideas within the team.

Teamwork In Motivating Others

Teamwork and motivation can be described as the process wherein team members motivate others and share positive insights to enhance productivity (Giudici & Filimonau, 2019). In this regard, my team was highly motivated. They shared values and gave each other innovative ideas that helped solve problems. However, in my group, some people could not tackle power and often tended to misuse it. In addition, these members tend to influence other members negatively. Therefore, power and influence were negative aspects.

The performance management cycle was used during the review procedure where specific goals were set, and keeping them in mind; I reviewed my team members. First, I observed whether they misused their power or misguided team members. Secondly, with the help of the performance management cycle, the team leader could review, manage and measure the team's performance (Ahyar, Patoni & Naim, 2019). Finally, I could reinforce my team members, especially those members who, despite warnings, misused their power and indirectly demotivated other members.

Team dynamics, developing efficient interpersonal relationships among each other, and forming an energetic team are essential aspects as it envisages the relationship between all the members. This can be revied with the help of the Tuckman model. Here, the behavior of the team changes with a change in leadership style. I want to reflect on the fact that the team leader was a transformational leader (Jones,2019). Inspiring our team enabled us to understand things better, stay positive and work under pressure. Team dynamics were fostered because the leader taught our team the importance of teamwork and the significance of helping each other to prosper in an organization.

My team manager followed several stages per the Tuckman model: forming, storming, norming, and performing. According to Vaida and Serban, (2021), forming and storming are areas where the team members rely on the team and managers to answer any questions. In the storming phase, teamwork objectives and guidelines are enhanced; however, certain unclarities persist. Then, the norm and perform stages where agreement, commitment, and unity among the team members are formed, ensuring positive team dynamics. Finally, in the performing stage, the team members have disagreements. However, they coordinate with one another and consider each other problems.

Team Performance, Culture, And Ethics

Team performance is closely related to culture, and it can be said that a diverse team that has members from different work experiences or ethnicities tends to be more creative. In other words, there are higher chances of team productivity and innovative ideas (Jamshed & Majid, 218). My team was culturally backward; some members were culturally progressive, but many were not. There was gender discrimination, and some of the male members rejected the ideas of the female team members. The rejection of the ideas led to lowered productivity because the views were innovative and helpful in accomplishing tasks. It was culturally backward and unethical for a person to reject the concept and discriminate against the person on gender.

Innovation And Management Within The Team

An innovative team indicates that the team can prosper in the long run and is productive. According to Jiang and Chen, (2019), a culturally diverse, innovative, and creative team is composed of various, varying percentages of expertise and coordination. In this regard, my squad was highly imaginative, and a resource-based view was beneficial to understanding the dynamics of my team. Furthermore, the resource-based view enabled me to utilize my team members' ideas and knowledge and increase job performance (Freeman, Dmitytrivev & Phillip,2021). Finally, the resource-based view enables to achieve sustainable competitive advantage. I can reflect that the resource-based idea is the acquisition and passion of any organization's resources. Thus, our team was innovative and can be an asset for the organization's overall growth.

Teamwork And Organization Structure 

The structure of an organization highly influences teamwork as it provides a list of clear roles and responsibilities. In addition, it makes ranks for the team members, improving collaboration and coordination. Secondly, multiple factors like power, leadership control, and dominance of an organization aid and contribute to team performance (Janićijević, 2017). My team was very efficient as far as a team member working in an organizational structure is concerned. Our team performance was high because we had a team-based organizational structure where all the team members worked for a common goal instead of their tasks. In a team-based organization, team performance and building are optimal as the aims and objectives are distinctive and well explained (Burgess et al., 2019). Therefore, the structures of an organization are essential in enhancing team performance by coordinating, collaborating and presenting each member's role.


1. Specific recommendations can be used to develop loopholes like misuse of power in a team and poor work culture ethics. For example, when it is noticed that team members influence or use their power to discourage people from negative enforcement like warnings, feedback mail should be given.
2. Leaders and supervisors can observe the misbehaviour and misuse of the power of the team members intervention of Human resources is appreciated. This is to say that discouraging a later team member may impact their well-being; human resources can intervene.
3. Work ethics on rejecting ideas of female employed can be checked by educating and enlightening the male employees on the importance of merit and intelligent quotient. Moreover, encouraging diverse and female leadership in the team can help n increasing female accountability (Maida & Weber, 2020). In other words, it can be said that female leadership is an avid example of diversity as it helps in the acceptance of ideas and career advancement. ]
4. Redressal cells and legalities can be involved against team members who mentally harass and demotivate their fellow teammates by not accepting their ideas. For example, many team members had different races and ethnicities, and their thoughts and language were made fun of. This can be reported in the redressal cells, and legal actions can be taken.


The above discussion, it can be concluded that team performance is one of the most important aspects of accomplishing tasks and completing activities. In a team, when the team members demotivate or discourage other team members, team performance is immensely impacted as productivity is lowered. The demotivating of team members comes from misusing powers in any team; when one team member is experienced with a sense of authority, power is misused. Furthermore, rejecting the ideas of a female team member is against work culture and ethics, and this should be reported. In addition, innovation and a diverse team also impact team performance positively because there is a continuous flow of ideas. Then again, the paper focuses on the theoretical model like Tuckman, which enhances team dynamics due to leadership guidance. Furthermore, the resource-based view envisages the acquisition of talented employees. Hence, effective team building and efficient team dynamics lead to fair performance.

Reference List 

AHYAR, A. L., Patoni, A., & Naim, N. (2019). TEACHER PERFORMANCE MANAGEMENT CYCLE BASED ON EMPLOYEE’S TARGET. International Journal of Engineering Technologies and Management Research, 6(7), 1-15.
Burgess, A., Haq, I., Bleasel, J., Roberts, C., Garsia, R., Randal, N., & Mellis, C. (2019). Team-based learning (TBL): a community of practice. BMC medical education, 19(1), 1-7.
Freeman, R. E., Dmytriyev, S. D., & Phillips, R. A. (2021). Stakeholder theory and the resource-based view of the firm. Journal of Management, 47(7), 1757-1770.
Giudici, M., & Filimonau, V. (2019). Exploring the linkages between managerial leadership, communication and teamwork in successful event delivery. Tourism management perspectives, 32, 100558.
Jamshed, S., & Majeed, N. (2018). Relationship between team culture and team performance through lens of knowledge sharing and team emotional intelligence. Journal of knowledge management.
Janićijević, N. (2017). Organizational models as configurations of structure, culture, leadership, control, and change strategy. economic annals, 62(213), 67-91.
Jiang, Y., & Chen, C. C. (2018). Integrating knowledge activities for team innovation: Effects of transformational leadership. Journal of Management, 44(5), 1819-1847.
Jones, D. (2019). The Tuckman’s Model Implementation, Effect, and Analysis & the New Development of Jones LSI Model on a Small Group. Journal of Management, 6(4).
Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team development interventions: Evidence-based approaches for improving teamwork. American psychologist, 73(4), 517.
Maida, A., & Weber, A. (2022). Female leadership and gender gap within firms: Evidence from an Italian board reform. ILR Review, 75(2), 488-515.
Patrício, L., & Franco, M. (2022). A systematic literature review about team diversity and team performance: Future lines of investigation. Administrative Sciences, 12(1), 31.

VAIDA, S., & ȘERBAN, D. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babes-Bolyai, Psychologia-Paedagogia, 66(1).
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