TITLE.

IMPACT OF TEAMWORK ON ORGANIZATIONAL PRODUCTIVITY AT

UHURU WARD IN DODOMA CITY COUNCIL.

1.0 INTRODUCTION.

1.1 BACKGROUND INFORMATION.

Teamwork is the process of working collaboratively with a group of people in order to achieve a
goal. The external factors of teamwork are the political, economic, social and technological
factors that affect teamwork whiles the internal factors of teamwork constitute leadership style,
diversity (culture, talent and personalities) communication, cohesiveness etc. which affects
teamwork , Teamwork is as old as mankind, and many organizations use the term teamwork in
either one sense or the other, such as in the production, marketing processes, etc. Management
team, production team or an entire organization can be referred as a team. Cook (2015) claimed
that there is a growing consensus among scholars in the world that organizations may be getting
works done through individuals, but his super achievement lies in the attainment of set goals
through teams (teamwork).

Wage (2007) described Teamwork as an idea of working together in a group to achieve the same
goals and objectives for the good of the service users and organizations in order to deliver a good
quality of service (productivity). Ruth (2017) claimed that employees’ teamwork is seen as
constituting a larger group of people than what job position describes. The essence of teamwork
is that workload is reduced and broken into pieces of work for everyone to take part. Alan (2013)
defined teamwork as a grouping of professionals whose members work intensely on a specific,
common goal using their positive synergy, individual mutual accountability and complementary
skills. Employees take many steps toward accomplishing key action items and nothing important
is finished. Team work is the ability to work together towards a common vision. It is a fuel that
allows common people to attain uncommon results

Davis (2017) claimed that employers always stress the need for employing those (Employees)
that can be able to work with a team and they (Employers) generally talk of teamwork when they
want to emphasize the need to various talents possessed by different employees.
Organization is a social unit of people that is structured and managed to meet a need or to pursue
collective goals or organization is a systematic arrangement of people to accomplish the same
specific purpose. Every organization is composed of three elements i.e. people, goals and system.
The purpose is expressed as goals generally. Each organization has a systematic structure that
defines members and some members are managers and some are operatives. Organization
according Caroline (2018) is a social entity whose goal is directed, deliberately structured
activity systems with a preamble boundary. Alan (2012) claimed that productivity is the rate at
which an employer, company or country produces goods and the amount, produced compared
with how much time, work and money is needed to produce them.

Productivity is about how well people combine resources such as raw materials, labour, skills,
capital, equipment, land, intellectual property, managerial capability and financial capital to
produce goods and services.

This study concentrated specifically on the use of the term teamwork which involves reshaping
the way work is carried out. This includes organizing employees into teams based on a distinct
product, each team performing a particular task. These teams are given a high degree of
responsibility and are expected to work with flexibility. The interest of the study is to understand
or know how teamwork in organization has and can contribute to the improved productivity at
Uhuru ward in Dodoma city council. The impact of teamwork on organizational productivity
involves internal and external factors that contribute to high productivity. The internal factors
have to do with team norms, ground rules, interpersonal and rational skills or qualities that
determines how individual’s teams will function whiles the external factors are the
organizational culture, systems and structures within which all teams perform determines the
level of teamwork within an organization. Various other measures of organizational productivity
are also included in the research study

1.2 STATEMENT OF THE PROBLEM.

Every organization, either large or small, struggles to acquire productivity so as to achieve

success and maintain a valuable image in this present world of organizational competitions and it
is the wish of organizations to see the input they use (resources) and the output (goods and
services produced) they have at the end. The population of workers in an organization may be
very large and yet that organization achieves a very low productivity and with no improvement
in their products. This could occur as a result of absence of teamwork in such organizations and
if so, then there are other organizations that have teams and yet achieve little or no productivity
at all. It may be as a result of the following problems like Lack o f Teamwork in the
Organization, That is the failure o f an organization to coordinate works into work groups in
order to tap from the respective human resources the organization possess, Poor Leadership
Styles in the Organization: It may be as a result of the leadership style of the organization
possibly not favorable to teamwork, Poor Leadership of the Work Teams: Different work teams
may exist, but lacks the persons with the team leading acumen to lead them, Lack of Motivation
of the Workforce, The way in which organizations reward their workforce may also lead to low
organizational productivity even when their staff work in team. So beside a lot of these challenge
the findings want to know hoe teamwork increase productivity.

1.3 RESEARCH OBJECTIVES.

The general objective of this study is to investigate the impact of teamwork on organizational
productivity.

The specific objectives of this study are as listed below:

i. To examine the influence of employee support an organization productivity.

ii. To examine the influence of employees efficiency and effectiveness on organization
iii. To examine the influence the influence of improved communication an organization
productivity.

1.4 Research Questions

: i) Is teamwork cost saving in achieving organizational goals?

ii) Is Teamwork responsible for Improved Monitoring, Supervisory Support, planning and
coordination of Organization operations?

iii) Do teams contribute towards reduction of Organizational workload?

iv) Does teamwork help in saving time for team members to engage in other duties
1.5 Scope of the study
The study will be conducted at uhuru ward in Dodoma city council , particularly. The study
aimed to determine impact of teamwork on organizational productivity particularly to
examine the influence of employee support an organization productivity, To examine the
influence of employees efficiency and effectiveness on organization productivity, To examine
the influence the influence of improved communication an organization productivity.
CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

This chapter includes the definitions of terms, critical review of supporting theories, empirical
literature, research gaps and conceptual framework.

2.2 Definition of Terms

Cluster teams mean groups of Cluster/ADP staff working in various functions and positions,
working to contribute collectivelytowards improved child well-being. Cluster Teams were
expected tofulfilday to day requirements of their tasks and other duties that may be assigned to
them individually or collectively by their superiors.Katzenbach and Smith (1990) defined a
Team as a small number of people,with a set of performance goals, who have a commitment to a
common purpose Andan approach for which they hold themselves mutually accountable
(Katzenbach and Smith 2000).

This definition suggests that teams must be of a manageable size and that all team members must
be committed to reach team goals. Furthermore, team members must be jointly accountable for
their actions and the outcomes of those actions. On the other hand Kirkman and Shapiro (1997)
defined teamwork broadly as being associated with a greater variety of tasks and added
responsibility for team members, which is likely to result in increased levels of job satisfaction,
motivation and employee commitment.They also went as far as suggesting that Teamwork may
result in lower staff turnover and absenteeism, thereby reducing organizational costs 9 (Kirkman
and Shapiro 2012 ). This leads us to the research questions in which we will investigate
whetherteamwork leads to organizational cost savings, reduction of workload for staff and
increased time saving by team members to allow them to engage in other duties.

2.3 Teams in Organizations

There are several definitions regarding the structure of a team. For Tanne et al. (2006) a team is a
“distinguishable set of two or more people who interact dynamically, interdependently, and
adaptively toward a common and valued goal/objective/mission, who have been assigned
specific roles or functions to perform, and who have a limited life-span of membership”. The
word ‘Groups’ is often used synonymous with the term “teams” and can be defined as a
collection of individuals who are interdependent and interact face-toface with one another”
(marino, 2016). Teams can also be defined as work groups that exist within an organization, have
clearly defined members that are responsible for a certain task, product, or service (Haman,
2017).

2.4 Critical Review of Supporting Theories

2.4.1 Meta Level Research Model

Much of the current research on team performance stems from the original research conducted
on small group interactions. A better approach is to take a meta-view of the research, as
illustrated in Figure 1. Meeting outcomes (e.g. Reduction in organization costs, reduction in
inflation risks) depends upon the interaction within the meeting process of the group (e.g. group
size, group proximity, group composition, group cohesiveness, etc.), task (e.g. idea generation,
decision choice, task complexity, etc.), context (e.g. organizational culture, time pressure, reward
structure, etc.), and technology factors that differ from situation to situation (Jere et. al, 2008).

2.5 Empirical Analysis of Relevant Studies

2.5.1 General Studies

Sheikh RaheelManzoor (2011) conducted a study on effect of teamwork on organization

productivity; he came out with a conclusion that there is clear evidence Group Technology
Context Task Process Outcome 12 that teamwork and other measures organization
productivity;of are positively related with employee performance. This study varies from my
study because of the nature of the study and the context thereof, while my study was about effect
of teamwork on organizational performance in an NGO operating in Tanzanian socio-
geographical setting his study was about the Effect of teamwork on employee performance in an
academic institution (a University in Pakistan). The two research frameworks were significantly
different especially the dependent and independent variables.

2.5.2 Empirical Studies from African Countries

 In this study on Team Management as an Effective Technique for the Management of
organization , concluded that team management has the potential to become a powerful tool in
resolving issues that emanate from day-to-day organization if it is adequately designed and
implemented. The study further asserted that Team management simply means managing an
organization through collaborative efforts. And that it goes beyond mere organizing of workforce
or role-playing. That Team building is a conscious effort and that it is gradual and takes time.
However, its benefits are enormous for the leader, subordinates and the organization. It is
supportive and complementary. care has to be taken to take full advantage of its strengths and
guide against its weaknesses. This study sought to establish whether Cluster team building
efforts were gradual and allowed to grow in time, we were also able to establish whether care has
been taken to take full advantage of team strength while guiding against its weakness.

2.5.3 Empirical Studies from Tanzania

Joachim (2010) conducted a study on the role of effective teamwork Relations in Management
of work Organization; this was a case study of Tanzania Railways 16 Limited (TRL) in Dar es
Salaam Region. He found that the way people are required to carry out their work (including
flexibility and multi-skilling), how performance expectations are expressed and communicated,
how work is organized and how people are managed make a significant impact on the
employment relationship. Generally, his study was aimed at establishing various workplace
interactions and how such interactions could affect employment relationship, while his study did
not state clearly on performance issues, results from this study can still be used to predict
organizational performance since employment relations can be a predictor for organizational
productivity.

2.6.2The Conceptual Framework

Elements or Variables Brower (1995) and Carr (1992) outlined ways in which teams can be
implemented successfully. Although there is no one best way to that end, this section integrates
some of the literature in order to develop a more comprehensive model for team development.
The model proposes eight key points that can facilitate successful implementation of teams.
These points, which embrace both critical elements of teams, as well as enabling factors, are:
Clear goals, Decision making authority, Accountability and responsibility, Effective leadership,
Training and development, Resources, Organizational support and Rewards for team success

i) Clear Goals
Goals should be specific enough to give the team direction. For example, to keep
under spending below 10% provides more guidance than simply to keep under
spending as low as possible. A goal should also state the ends, rather than the means.
This gives teams the freedom to work out how best to achieve the goal (Carr,2002).
Associated with providing clear goals is the development of meaningful and
acceptable performance measures so that the team members can feel confident in their
own achievements.
ii) Decision Making Authority
Teams require decision making authority and, therefore, a certain level of
empowerment in order to carry out their work efficiently. Without this authority they
would need to get approval for their ideas and these ideas may be rejected before they
are either proven or not proven. For innovation to occur, teams must be allowed to
experiment. However, to avoid costly mistakes, it is appropriate to give teams this
authority within certain boundaries. It may also be necessary to hand over authority
on a gradual basis so team members are not overwhelmed by their newly-acquired
authority (Brower, 2005). People are able to empower themselves through a clear
focus and the removal of the sense of fear in what they do (Wilson, 2016).
iii) Accountability and Responsibility
If teams are to enjoy decision making authority, they must also be prepared to be
accountable and responsible for their actions. This does not suggest that some failures
are not permitted. It does suggest that teams need to monitor stakeholders and
partners expectations and also their own performance. If their goals are not 27 being
met or customer expectations are not being satisfied, then their approach and methods
will need some adjustment (Brower, 2015) The acceptance of accountability and
responsibility is also associated with the establishment of a positive and productive
set of group norms. Work teams can behave similarly to adults in a family
environment by developing norms that improve cohesion of the group (Wilson2016).
 Such norms may include sensibility, responsibility, supporting each other, and having
fun.
iv) Effective Leadership Managers and supervisors who become team leaders
experience a significant change of role.
Team leaders do not direct or control work, but instead work as coaches and mentors
(Carr 2012). Effective communication, leadership and consulting skills will be
required which may necessitate training and development. A new mindset is also
required. Team leaders concerned with a loss of power need to understand that their
new role is pertinent to the success of the teams, and that their knowledge is required
now more than ever. The issue is not about the erosion of power, but a shift in the
source of power from legitimate to knowledge based (Robbins 2008).
v) Training and Development
The previous paragraph highlighted the importance of training for team leaders.
However, most, if not all, team members are likely to require training (IRS
Employment Review, 2015). Employees may need to learn new skills such as
budgeting, planning, Design, Monitoring and Evaluation, as well as skills which
allow them to work together effectively, such as effective communication, conflict 28
resolution and problem solving. Training and development are enabling factors that
allow team members and leaders to take on new responsibilities. Where team
members possess inadequate work skills and knowledge, teams are less likely to
succeed.
vi) Team Resources
For teams to operate effectively they must have access to resources. These resources
can include money, time, equipment, technology, people and information (Robbins
2018). Provision of resources requires trust on the part of the organization and
responsibility on the part of the team members. Like authority, resources should not,
and cannot, be unlimited and should perhaps be given to employees gradually
(Brower, 2015)