ABSTRACT
The study is undertaken to unveil how team management could be used as effective tool for organizational performance in selected higher institutions in Enugu State, Nigeria. However, the specific objectives of the study were to ascertain the effect of (i) participative leadership of team management on goal attainment (ii) shared responsibility in team management on workers morale (iii) alignment of purpose on employee satisfaction (iv)communication in team management on control over organizational environment. The literature was reviewed along the line of conceptual framework, theoretical framework and empirical review. The study adopted descriptive survey design in which three (3) Institutions in Enugu State, Nigeria were studied. (vis-á-vis IMT, Enugu, Enugu State University of Science and Technology (ESUT) and Enugu State College of Education (Technical). The population of the study was 1605 and the sample size of 963 was obtained using Cochran sample size estimation formula 92005). The sampling selection was stratified sampling method; research instrument used for the study was self-developed structured questionnaire in five point Likert scale, and oral interview guide. Data collected were presented descriptively using tables, frequencies and percentages. The ability test was by Pearson Product Movement Correlation coefficient. The test of hypotheses were performed using simple regression. The major findings of the study were that: participative leadership positively affect organizational goal attainment (r = 36.64, p < 1.96,). Shared responsibility to a large extent significantly affect workers; morale (r = 90.97, p < 1.96). There is positive effect of communication on control over organizational environment (r = 86.64, p < 1.96). The work concludes that team Management has become a veritable tool for organizations that is seeking for improvement in their current developmental status and intend to achieve leadership height in its operating environment. Further, effective and efficient team management remains a tool for establishments seeking and striving to operate in a competitive world. The study recommend that: institutions of higher learning should embrace team development by applying practical skill/strategies to maximize team performance; team work approach should be adopted by higher institutions and other organizations as an integral concept within their organizations, particularly as interventionist strategy to management of situations. Team members should be exposed to several training and development strategies necessary for effective team performance; such areas includes knowledge based competencies like cue strategy associations team mate characteristics, accurate and shared task model and task sequencing and skill based competencies- Adaptability situational awareness. Communications are decision making. Organizations should adequately motivate teams with juicy incentive and rewards to enable them operate efficiently and optimally for the achievement of organizational goals.
TABLE OF CONTENTS
Approval i
Declaration ii
Dedication iii
Acknowledgements iv
Abstract v
List of Tables ix
List of Figures x
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of the Problem 4
1.3 Objectives of the Study 7
1.4 Research Questions 7
1.5 Research Hypotheses 8
- Significance Of The Study 8
1.7 The Scope of the Study 8
1.8 Limitation of the Study 9
1.9 Operational Definitions of Terms 9
1.10 Brief Profile of Selected Institutions Under Studied 10
References 12
CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.1 Introduction 14
2.2 Conceptual Framework 14
2.2.1 Concept of Team 14
2.2.2 Groups and Teams Differentiated 15
2.2.3 Team Management 16
2.2.4 Features of Team Management 17
2.2.5 Teamwork in Organization and Type 17
2.2.6 Organizational Performance 20
2.2.7 Purpose of Performance Management 20
2.3 Theoretical Framework 21
2.3.1 Teams and Quality Management 25
2.3.2 Team Building 26
2.3.3 Strategies for Building Teams 27
2.3.4 Team Development Stages 28
2.3.5 Strategies for Building and Managing Teams for Optimum
Performance 29
2.3.6 Impact of Team Building Strategies 30
2.3.7 Implementation of Team Building Strategies 33
2.3.8 The Goal of Team Building 34
2.3.9 Goal Setting In Teams 35
2.3.10 Problem Solving Team Contrasted With Work Team 36
2.4 Empirical Review 37
2.4.1. Effect of Participative Leadership on Goal Attainment 37
2.4.2 Shared Responsibility on Workers’ Morale 38
2.4.3 Alignment of Purpose on Employee Satisfaction 38
2.4.4 Communication on Control Over Organizational Environment 39
2.5 Summary of Reviewed Literature 41
2.6 Gaps in the Literature on Team Management as a Tool for
Organizational Performance 41
References 43
CHAPTER THREE: METHODOLOGY
3.1 Research Design 47
3.2 Sources of Data 47
- Primary Sources 47
- Secondary Sources 47
3.3 Population of the Study 47
3.4 Sample Size Determination and Sample Technology 48
3.5 Research Instrument 48
3.6 Validity of the Instrument 49
3.7 Reliability of the Instrument 49
3.8 Model Specification 50
3.9 Method of Data Analysis 51
References 53
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Data Presentation 54
4.2 Discussion of Results Findings 69
References 71
CHAPTER FIVE: SUMMARY OF FINDINGS, DECISION OF RESULTS, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings 72
5.2 Conclusion 72
5.3 Recommendations 72
5.4 Contribution to Knowledge 73
5.5 Suggestion for Further Research 73
Bibliography 74
Appendix 81
Questionnaire 82
Interview Schedule 85
LIST OF TABLES
Table 3.1: Population Distribution of Staff 47
Table 3.2: Reliability Test 49
Table 3.3: Value 52
Table 4.1: Distribution of students who came out in either distinction or
upper credit and senior academic staff in ESUT (2000-2014) 54
Table 4.2 Ordinary Least Squares (OLS) Results 55
Table 4.3: Residuals Statisticsa 55
Table 4.4: ANOVAa 55
Table 4.5: Model Summaryb 56
Table 4.6: Descriptive Statistics 56
Table 4.7: Distribution of students who came out in either distinction or
upper credit and senior academic staff in IMT (2000-2014) 57
Table 4.8: Ordinary Least Squares (OLS) Results 48
Table 4.9: Residuals Statisticsa 58
Table 4.10: ANOVAa 58
Table 4.11: Model Summaryb 59
Table 4.12: Descriptive Statistics 59
Table 4.13: Descriptive Statistics 60
Table 4.14: Distribution of students who came out in either distinction or
upper credit and senior academic staff in ECSET (2000-2014) 61
Table 4.15: Ordinary Least Squares (OLS) Results 61
Table 4.16: Residuals Statisticsa 62
Table 4.17: ANOVAa 62
Table 4.18: Model Summaryb 62
Table 4.19: Participative leadership affects goal attainment 64
Table 4.20: Shared Responsibility affects workers’ morale 64
Table 4.21: Alignment of purpose affects employee satisfaction 65
Table 4.22: Communication affects control over organizational environment 65
LIST OF FIGURES
Fig. 2.1: A Model of Goal Setting 36
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
The human resources is unique in yet another significant way. This study is considering how effective human resources management constitutes an essential ingredient for harmonizing and seeking to match the expectations needs and objectives of the employees, with those of the organization on a continuous basis. In view of this development, organizational life requires at least some degree of co-ordination through operation of groups and team work. Teams are increasingly becoming the primary means for organizing work in contemporary organization. Robins and Judge (2007:306) state that understanding of the nature, impact of groups and teams and their effects is vital if the manager is to influence the behavior of the people in the work situation. Therefore mangers must be aware of the impact of groups and teams and their effects on organizational performance.
Mahajam (2011:486) state that a team is a small number of people with complementary skills, who are committed to common purpose, a set of performance goal, and an approach for which they hold themselves accountable. Team building and team management is very necessary as many tasks can only be completed successfully by cooperating with others. Good communication with the team is vital to ensure common understanding; contribution of every person is valued and trusted. Besides, team members have responsibilities which include supporting, encouraging each other, demonstrating trust and respect. Teams are more successful in implementing complex plans, develop more creative solutions to difficult problems, they develop the saving approach to problem solving. This is why we have a popular saying that “two good heads are better than one”. Nelson and Quick (2005:178) differentiates between groups and teams by stating that all work teams are groups, but not all groups are work team, Groups emphasize individual leadership, individual accountability, and individual work products. Work teams emphasize shared leadership, mutual accountability and collective work product.
Mahajam (2011:487) agrees that a group is essentially an assemblage of two or more persons who interact with one another, are psychologically aware of one another, and think of themselves as a group while a team is a group whose members influence one another toward the accomplishment of individual work whereas members of a team are collectively responsible for team work. Organizations are restructuring themselves to compete more effectively and efficiently, they have turned to teams as a better way to use employees’ talent.
Ilgen (1999:199) says that team efforts are required in many organizations (example; government agencies, aviation operations, military organizations, schools, police departments, sports institutions and hospitals) to meet their missions and goals. Boone and Kurtz (2005:349) confirms that team work is vital in business and many other areas. Teams can perform difficult and complex tasks, motivate their members effectively, and in some cases outperform individuals (Foushee 1984:162) than in the culture that is highly individualistic. Orasanu and Fisher (1997:216) agree that teams can be more productive, make better decisions than individuals. Teams can be a powerful organizational tools when organized, designed and managed correctly.(Guzzo and Dickson 1996), Ugbam,(2011:336) is of the opinion that teams emerge when a number of people have common goal and recognize that their personal success is dependent on the success of others. According to Mclntyre and Salas (1995), team work is a critical component of team performance and requires an explanation of how a team behaves. They mention fours keys behavioral characteristics that compose teamwork as follows: