Effect of Team Cohesiveness on Performance

Teams differ in accordance to their structure, the context of their job, and their condition in the organizations. Teams can also differ by the eminence of the productivity produced by the team, the kind and occurrence of its activities, and cohesiveness of the team. Generally, a group is termed to be in a condition of cohesion when its members own links connecting them to each other and the group at large. Cohesive groups are highly successful in terms of performance and group longevity.

Boyle asserts that the links that connect members of a group to each other and their entire group are not believed to grow spontaneously. The phenomenon of group cohesiveness has been described by social scientists in different ways over the years. Some social scientists proposed that cohesiveness within group members grows from an intensified sense of belonging, teamwork and interdependence via division of work, and interpersonal and group-level attraction, whether through the similarity of group members or obstacles to group entry or some other procedures.

According to Schermerhorn, the relationship between team cohesion and team performance can be enhanced with motivations- positive group-based rewards or negative things lost upon exiting the group. For instance, a company or manager can structure a section of the material or non-material rewards towards the promotion of teamwork or group-orientation. Group cohesion has been associated with a variety of positive and negative consequences. For instances, members of cohesive teams tend to communicate with each other in a more positive manner in contrast to non-cohesive teams. Consequently, members of cohesive teams usually report higher degrees of satisfaction and lower degrees of anxiety and tautness in contrast to members of non-cohesive teams. In addition, team cohesion has been associated with enhanced group performance, particularly when the members of a team are dedicated to the tasks of the group.

However, membership in a cohesive team can also have negative repercussions. For instance, the social pressures of a cohesive team can strengthen and result to creativity-stifling pressures to be compatible. In addition, group cohesion can activate anguish and maladaptive conduct in members after changes to the structure of the team.

In conclusion, team cohesiveness has positive effect on performance. However, if team cohesiveness is not checked well, it can also have negative effect on performance. Team cohesiveness have facilitated high performance in many organizations hence should be maintained at all cost.

Tips to consider

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