The paper "Managing Team Performance" is an outstanding example of management literature review. Managing team performance takes in the process of coming up with goals and checking progress on a regular basis toward the realisation of those goals. According to Curseu, (2015) this also involves undertakings that certify that organisational objectives are regularly met in an effective and efficient way. He also notes that the overall goal of managing team performance is to make sure that an organisation and its teams are optimally working together to attain the outcomes preferred by the organisation.
However, Stapley (2006) gives emphasis to team appraisal as an important part of managing team performance. Team appraisal includes elements such as work responsibilities, assignments, or dimensions of work that can address team performance. These elements for the team can entirely be integrated into an individual employee’ s performance plan through non-critical elements and additional performance elements. Team Objectives and Shared Vision Boak (2014) notes that a team constitutes several “ people with complementary skills who are devoted to a mutual purpose, performance goals and approach for which they themselves mutually accountable for its accomplishment. ” But Zubizarreta (2006) points out that in an ideal world teams should cultivate a distinctive identity and work together in an organised and jointly supportive way to accomplish their objective or vision.
Clear and shared objectives contribute to team effectiveness. For instance at Empire Systems, the organisation’ s team objectives present a framework through which the teams measure progress, identify eminent risks, and map out prospects for collaborative working. It is very much imperative that the SMART (Specific, Measurable, Attainable, Realistic and Time-bound) principle be used to make sure that the objectives developed will most probably lead to success (Wong, 2006). Moreover, Boak (2014) states that a team will perform better if it takes time to develop a shared vision that inspires and motivates team members.
A shared vision also commits team members to the task with a conviction that the task will be realised more successfully. Zubizarreta (2006) reiterates that a vision developed by the team itself will be better realised given that this vision is rooted on the members’ identifiable skills, values and beliefs, as opposed to a vision developed by outsiders.
Once team members feel that they have categorically contributed to an important, stimulating and achievable vision, they feel a sense of ownership and therefore will most probably endeavour to combine forces and attain it. Team Members Wong (2006) indicates that in putting together a team one must note that each member of the team has a high ability, but members of higher ability have a big say in a team. Nonetheless, according to Lema (2012), in managing a team, it is vital to think through individuals' technical skills, experience and knowledge.
The capacity of the team’ s members to synchronize actions and their interpersonal abilities ought not to be forgotten. Therefore, in selecting potential members, it is important to look for people who will work constructively with others and have a willingness to grow and develop within the team. Preferably, the chosen team members should be able to: (1) commit to a shared vision, pay attention to and react in an impartial and productive manner, (2) be open and straightforward with their thoughts, worries and values, (3) assume diverse roles in the group so as to realise shared ends, and (4) abstain from carrying secret schemas into team consultations.