Teams are a part of everyone's life. You're a member of a family team, an extension staff team, school, and community teams. As a result, there is a need for teamwork; organizations are confronted with increasingly complex problems with many dimensions. Teamwork is work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole. Nevertheless greater interpersonal skills are necessary if teams work together effectively at more complex levels. The unique characteristics of an effective management team includes Understanding, mutual agreement, identification with respect to the primary task, open communications, mutual trust, mutual support, management of human differences leading to group synergy selective use of the team, Appropriate member skills  and Leadership. Managing and integrating the other characteristics. A team is only as strong as the individual members. Stronger, more productive teams are comprised of individuals who know how teams work, how to make them work better and how they can best contribute. If individuals don’t have the proper skills to be an effective team member then productivity of the team is compromised.

It's important to realize that the development of effective working relationships among staff is a gradual process which requires considerable time and skill, this is not meant to discourage team members, but to help them realize that teams aren't created overnight a certain amount of frustration and conflict are normal. Team development is often viewed as a series of stages, described below. Although all the attributes and skills needed for an ideal working relationship as listed in the preceding section are important at every stage, some become more crucial as the team develops and staff members increase their level of involvement. At a minimum, it's important for individual staff members to realize the benefits of teamwork and to have a commitment toward working together. Without such elements, further team development will be less likely to occur. Conflict, a natural part of the development process, will overpower or dominate the situation, preventing the team from ever reaching its full potential.

They skillfully combine appropriate individual talents with a positive team spirit to achieve results. Regardless of whether the program effort is that of an individual, several individuals or the entire organization, a climate of teamwork can exist. Viewing teamwork in this way encourages a broader understanding of the concept. It not only suggests that there are alternative working relationships for individuals within the organizations, but that regardless of the approach.

Team work is one of the effective strategies that have been used to maximize competitive advantage through people, together with other strategies such as employment security, selective hiring, pay for performance systems, etc. This section explores the values and effects of well, and not so well, managed and lead teams consecutively. Performance relevant team processes include not only task related elements, such as cooperation and integration, but also social elements such as enthusiasm, drive, commitment and communication, coordination, balance of member contributions, mutual support, effort, and cohesion. The six team work quality dimensions embrace elements of both task-related and social interaction within teams. In teams, it must be noted that individual goals can lead to competitive rather than cooperative behaviors from group members, which is often the case in the managerial ranks. Moreover, individuals with both group and individual goals tend to outperform those with only individual goals. Team size also effects team performance, smaller teams demonstrated to have better team work. Team size is an important determinant of the social loafing phenomenon, whereby individuals decrease their effort as the number of people in the group increases. Team size must be determined with respect to both staffing requirements, derived from the size of the project task, and teamwork requirements, derived from task complexity and uncertainty. Adequately managed and lead teams improve coordination and cooperation, empower people, harness creativity and innovation, and cut overhead costs. The decision making process also results in greater understanding of decisions made, resulting in acceptance of the decision and easier implementation. The participative process seems to be a positive one if all team members understand their role. By establishing priorities concentrating financial resources, and combining knowledge and expertise. Such efforts can serve to lighten your work load. In the work place a group of people must be formed into a team by a manager using his position of authority to be successful. However organizational environments often group individual members together, which might hinder team cohesion specifically because of the lack of interest and belonging.

Too often we think of a team as a group as two or more people who meet regularly and influence one another over a period of time, perceive themselves as a distinct entity distinguishable from others, share common values and strive for common objectives., but an effective, well functioning team is much more than this, small number of people with complementary skills, who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. Participants in an effective team care about the group's well being. They skillfully combine appropriate individual talents with a positive team spirit to achieve results. The manager must ensure that the team is made up of people with complementary skills and who are committed to a common purpose. The most important aspect that differentiates a team from a group is that a team has a clearly defined objective and working together they create synergy they achieve more than individuals working alone. To achieve a system that illustrates individual behavior i.e. the manager and his influence on team successes. These behavioral patterns consist of nine roles that cover the types of individual behavior at work in a team. Managers’ role in an organization is to Plan, Lead, Organize and Control. These tasks are also relevant when a manager brings a group together to form a team. One of a manager’s many responsibilities is team development; the first step in developing teams is by developing management relationships, establishing explicit ground rules for operations, facilitating commitment to common goals, and constructing skills related to meeting management, conflict resolution, consensus decision-making, and team-based problem solving.