Improvement in Team Performance and the Allocating Institution





Improvement in Team Performance and the Allocating Institution

In the course of my undergraduate session, I have witnessed and experienced multiple ways of learning. The most striking was learning within the team. The resultant collective growth increased the quality of the discourse of every member. As the majority of the team members have consistently been around you, they will determine a person’s general perspective on life. It is the inadvertent change rather than the conscious effects that impress me the most. A team is not a suspended economy rather it operates under the dictates of the institution allocating the resources. Perpetual coordination is essential for the efficacy of the former. The team’s performance acts as a localized replication of the larger economy, the institution. Naturally, the interest of the team and the institution should be aligned.

For any venture to be successful, be it individual or by a team, an objective is required. There needs to be direction. In a team setting, the need for direction becomes more pronounced. Another dynamic is added; the said individual goals have to be synchronized towards a common end. Devoid of the above, the said team is limited to being a group. The team’s performance is determined by a multiplicity of factors. Among them is the composition of the said group. A modern trend in assigning or forming groups is integrating diversity. Different perspectives help the team resolve the respective problem with ease if properly harnessed. A relatively less experienced undergraduate may have a fresh dimension in a process that more experienced researchers have reached a stalemate. Similarly, it impedes the likelihood of groupthink where the team favors consensus at the expense of problem-solving. This is so as the difference is innate to diversity. Membership in a group is an inherent motivator as it fulfills one’s need for belonging, security, and eventual accomplishment.

An essential motivation that increases the efficiency of team members is autonomy. Giving the members room to think without hands on supervision implies trust in their capabilities. Subsequently, they attempt to step up to the responsibility. The freedom stimulates creativity, as the members are not confined to the traditional procedures. The intrinsic motivation of a group includes the availability of resources consistent with the assigned tasks. The ease of access to the relevant resources mitigates any dissatisfaction in the team. The environmental conditions of the team are crucial to the success of the team. For instance, the presence of a baby care for nursing mothers may focus their attention on the issue at hand increasing productivity. The intrinsic motivators may also include official vacations. The essence is to blur the distinction between play and work. The team will approach both scenarios with equal zeal.

Though financial incentives are ineffective motivators in isolation, they have enduring effects. The implications multiply in a team setting. In a team, the hierarchy is arbitrary as the members depend on relational energy. Attaching a higher reward to a particular role devalues the rest. Consequently, this breeds discontentment in the group. The said financial incentives have to be awarded with caution to prevent the undermining of the inherent unity. The opportunities must be availed equally to each member. To this end, the concept of communication is solicited. The relevant institutions ought to foster internal unity through investing in the attitudes of the relevant members. They ought to ensure their attitudes align with the organization’s values and goals. The allocating institution acts as the accountability mechanism lest the group steers off the intended path. The dynamics of the team depending on the individuals have a central tendency; the high performing individuals are ostracized unless they downgrade to the group’s collective effort. The effort is often less than average. However, the institution should be careful not to be perceived as intrusive. The internal communication may also assist the allocating institution in explaining any changes in external remuneration rates. The said internal communication boosts organizational effectiveness.

Though teams function as a unit, leadership is essential. Leadership entails hierarchy though implicit. The leader is the conduit of communication with the allocating organization. Immediate feedback on work done is a motivator that tends to alter team performance towards a positive direction. The internal communication fortifies the reputation of the group to the outside world. The team is an emissary of the institution’s brand. It follows the success of the research team venture reflect on the allocating institution, the reverse holds. The external communication deals with the perception of the populace outside of the institution of the said organization and its corresponding activities. Contrary to the traditional believe the external communication is not limited to the impression management by the institution rather it includes feedback from the public. The public may comprise of contemporary researchers who may commend or criticize the value of the said research. The institution often acts on the reproach if constructive to increase the quality of the team’s output. To that end, the institution may analyze the areas where they may have lent minimal resources to the team for corrective purposes. Conversely, they may scrutinize the team’s expenditure to find potential mismanagement of resources.


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