Understanding and Managing Teams – Theories and Their Application


Someone would think that an organizational or business structure is based on the teams. Most believe that team-based companies and institutions will always outshine the individually managed organization. Team-work can be very effective when it comes to accomplishing tasks though not at all times since the jobs that demand high-level critical skills are best when dealt with and an individual level. Dilution of responsibilities during group work is possible and can result in some of the team members relying on other members efforts or taking higher risks (EIDER, SCHRIESHEIM, 2005, 4). Managers tend to believe that team-work can lead to increased sales and productivity and lower the costs. Although team building is not always successful, only the well-planned team can upraise an organization (GARVIN, GUTIÉRREZ, GALINSKY, 2006, 21). This report is based on understanding and managing group in a business operation in relation to the case study on peter’s Vigor team business.


Management Theories and their Application

Management theories are skills, similar expertise, and knowledge necessary for a successful workplace to improve the quality of services and the overall productivity of an organization. The most applicable theories include; chaos, system, X and Y, and contingency theories. All the methods apply independently in office management and implementation of strategies and the manager use a combination of concepts depending on the workplace, purpose, and workforce. Understanding the theories is useful in determining the suitable approach for each circumstance at the workplace and also how to combine the theories that would work best for a specific situation (YOUNG, 1979, 10).

The contingency theory states that a manager’s decision is always based on the current situation or circumstance. In our case, Peter is thinking of rejuvenating the Vigor skin care business back to the line. He, therefore, considers the current and most trending customer products, the available resources for rejuvenation, the discipline of the workers, the political status and the creativity needed. He, therefore, comes up with a conclusion that he needs a team to work with, he cannot do it all alone. The significance of this theory is to ensure that there are no inconveniences brought about by the new decision and the customer gets the best.

The other is the system theory: A system is a combination of different parts that work together to meet a common objective. The theory is applicable where the manager wants to learn the employees’ effects in the system and the system influence on the worker. They use it to observe the flow of events in the organization (YOUNG, 1979, 10). Peter first considers Sandy Fryda’s contribution to the company when she served as the marketing director and grades her as the most polished corporate player. But less did he know that Sandy too had been frustrated by the divisions in the headquarters despite her ambitions for the company. They, therefore, team up in finding out what was happening at the offices (HEIMBOUCH, 2001, 2, 3).

According to Chaos theory, change is inevitable and rarely uncontrollable, and it is perpetual and necessary for every organization. The more the company advances, the more the increase in workings and possibilities of liable events (YOUNG, 1979, 10). More structure is needed to maintain the organizational stability as it spends energy maintaining the density of the new level. Peter cannot make it rejuvenating the business on his own he, therefore, teams up with Sandy and Josh and works collaboratively. He spends more time with Sandy and Josh than he does with his wife (HEIMBOUCH, 2001, 3). This shows the level of hard-work the three have.

Organizational and Management Practices

Management practices are those that create and run an environment suitable for sustaining company’s leadership and promote its products in all situations (SAMSON, 2011, 8). These activities include:

The manager should establish performance goals which are specific and precise for individual’s jobs. This clear information helps to link the daily team performance to the organizational strategies. Peter, Josh, and Sandy have divided the roles although they still work collaboratively; each team member knows his/her specific tasks.

However challenging commitment is for employees, the manager should inspire high performance through emotionally and intellectually connecting people to their roles. Peter joins Josh and Sandy to their positions by first giving them a chance to express their frustrations and motivates them to team up with him for better results.

The other is maintaining the standards of the employee and the job by reviewing their performances and create a higher standard that motivates them to work extra harder. Peter checked one each performance and set higher goals for their organization to propel their hard work. The company is rising, but Peter wants it to cover for the cost lost during the division.

The manager is also supposed to conduct meetings for the team which helps build trust and respect among members. This collaboration brings pride, confidence, cohesion, and mutual support which show a sense of belonging among the team members. Peter set days to meet with the members, but no one show’s up. Instead, they give reasons as to why they will not be available (HEIMBOUCH, 2001,3).

Challenges, Problems, and Issues of Management

Managers may seem to the most comfortable people in an organization, but in the real sense, these people undergo some stressful situations and challenges. Challenge while confronting an individual’s performance problem. Challenge when it comes to terminating or sucking an employee; making a decision on who to hire, defining if the decision is wrong or unethical, difficulty when confronting the boss especially if you are dealing with a lousy boss, and finally problems while trying to solve the team conflicts (MANAGEMENT CONSULTANCIES ASSOCIATION. 1990). Peter has faced all these problems in our case study, and the manager should look for a solution to curb the issues. Peter is so confused on how to deal with Sandy’s recent job performance and feels like terminating her from the position. To deal with the managerial issues, the managers should set up values, behaviors and acceptable rules at the first stage of team formation process and every member should sign to show that he/she will adhere with them. And also he should let them know the consequence of not adhering to the set rules. Peter failed to set these working principles and therefore suffers at long last when the members become uncooperative (HEIMBOUCH, 2001, 4).


Values and Purpose of Collaboration and Teamwork

When it comes to a creative project, the team is more productive as compared to individual work. A group is made up of a collection of cumulative knowledge and skills coming across the minds hence it is rich in ideas. Once these ideas are used effectively or put into practice they lead to higher group performance and organizational productivity. A well-organized team too is assured of better productivity, higher quality work, a sizeable creative output, group motivation, efficiency, and quick delivery. It is also capable of achieving the desired results within a short period or resources unworkable for a single person. Communication is an essential factor in teamwork since it brings group motivation; create room for discussing ideas, brainstorming and a learning platform where an individual learns from the other person’s thoughts during the process.

Teamwork is like a puzzle game, the unique shape, and contribution of each member form one big picture. An individual comes to learn his/her role and its importance in the whole task though attempting other roles, regardless of the specialization field and the original disciplines. Each member of the team gains knowledge about the work and behaviors of others. What one learns from individual experiences is far much different from what the other person learns. Therefore teamwork helps maximize knowledge and equips you with life-term skills. It also aids in talent growth and expansion especially when one member discovers his/her field of specialization.

These values and purpose of teamwork can easily be reflected in our case study: At first, the Vigor business team had lost steam due to inconsistency in the workflow. Lack of collaboration among leaders had lead to division in the labor field and the company itself.  When Peter began running the business, he was saving it from the flagging condition. Rejuvenating the business was not an easy task; Peter had to collaborate with two other members who seemed objective to the primary goal. Sandy had full information about the company since she had been working there and hence knew the main sources of company disputes. Josh had shares in the company, and he was working towards profitability although he was not a right person to work collaboratively because of his natural and fierce character. Sandy’s attitude showed that she could have mainly contributed to the desultory performance of Vigor Company.

Therefore comparing Peters choice of team, we can see he did not put into consideration the values of teamwork. A group is made up of people with a common objective and who will collaborate to meet the primary goals of the company. If the three colleagues had one major goal and collaborated well with Peter then the rejuvenation would have been successful. I would recommend that Peter employ new members and salvage the previous Vigor team.


Based on our topic, understanding and managing groups, we can see from the case study that despite the efforts peter had in leading his team, he also lacked knowledge of the type of people he was dealing with. It is therefore advisable for a group leader or manager to learn his team first before assigning them roles. Good selection of team member should be a consideration in the first place followed by setting up of team rules which should be adhered to. If Peter could have considered that then he could not have faced the problems he is facing afterward.

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