Team Performance Criteria and Threats to Productivity

Subject: Psychology
Pages: 2
Words: 582
Reading time:
3 min
Study level: Master

To identify the aspects that might impact a team’s productive capacity, the article ‘Team performance criteria and threats to productivity’ outlines multiple threats to efficiency. It then determines how these risks can be handled and mitigated to keep a team successful. The managing steps given ought to be implemented by any group participant who has a desire of working in an effective crew, even though, it tends to be directed at their leader.

Team Performance

The writer recognizes that teams are key success drivers for organizations since they help accomplish tasks and projects. Each company aims to sustain the success of a winning line-up. Nevertheless, getting a talented squad is not an easy process as it encounters numerous risks. Threats facing organizational units, if left unresolved, could lead to financial losses or they might even provide redundancy for workers (Huang et al., 2017). Therefore, the overall result will be the failure of any project conducted by the group and the subsequent collapse of the company as a whole. Thus, the risk to team competitiveness must be adequately managed.


One of the severe challenges raised in the article is a communication breakdown. The author observes that all the team representatives function as a unit and are, thus, mutually dependent in their activities, since they operate together to accomplish shared objectives or aims. They have to deliberate on the project’s status, different duties amongst themselves, schedule various aspects of their work, and engage professionally.

Thus, many of these tasks require contact, and if there is a miscommunication or if the information exchanged is not clear, the team risk being frustrated, and they could fail to deal with timelines. Malfunction of specific facts to meet the appropriate recipients on time can also negatively impact teamwork. The article suggests routine briefings and frequent meetings to guarantee and verify that all information is accessible to everyone in a meaningful capacity to deal with the obstacles.

The second threat is the failure to manage poor results efficiently. The author states that underperformance, even if only by a single group member, is expected. Nevertheless, if not handled at the right time, it could facilitate the development of an ineffective resource that could minimize the team’s success (Huang et al., 2017). The report suggests that the productivity of each participant be monitored to ensure that efficiency is greatly enhanced.

The third challenge to competitiveness discussed is the geographical disparities of the crew members. It is popular, particularly for multinationals, to have cross-functional groups based on virtual teams’ recent resources. Conversely, these units may have problems associated with cultural variations, time frames, internet access and availability, and language difficulties (Huang et al., 2017). If these problems are not resolved within a reasonable period, the groups might become non-functional and will thus struggle to achieve their goals of working collectively. Therefore, this vulnerability can be remedied by frequent contact through a secure channel open to everybody. Consequently, a credible information source should be developed before a multinational unit is created.

Thus, participants should also be educated in relation to the value and advantages of variety and inclusiveness in order to overcome mutual multicultural disparities. The writer has effectively established the discussed difficulties and extra hindrances to the team’s output. As a result, existing and potential group members are given ways to address the risk to their effectiveness. It helps unsuccessful teams recognize where their success has been affected and also in what way they can maximize their potential in forthcoming partnerships.


Huang, C., Huang, J., & Chang, Y. (2017). Team goal orientation composition, team efficacy, and team performance: The separate roles of team leader and members. Journal of Management & Organization, 25(6), 825-843. Web.