Team Building Article Critique

Team Building Article Critique
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Team Building Article Critique
Introduction
The first authors of the article are Katherine L. Yeager and Fredrick M. Nafukho, Texas, USA. The authors' title is developing varied teams to improve performance in the tourism industry setting. The author's main points are the purpose of teams in Organizations in line with the current changes in globalization, inhabitants’ changes, and retiring staff, especially among developed nations, which makes team building to be complicated. The aim of their writing is primary to explore the topic of team range and its performance improvement. The authors have shown how individuals in a tourism industry can become successful team members, despite their various characteristics such as in ethnicity, period, job experience, environment and values (Boss, 1978). The thesis statement of the article places into interest the diversity issues related to individual differences that underlie team formation and gives strategies needed to make effective teams.
The purpose of the article
According to the authors, Katherine L.Yeager, and Fredrick M. Nafukho, Organizations have continued to depend on teams within an Organization to achieve its set goals through improved work performance. Teams have therefore been seen as organizational building blocks. Tourism organizations need to expand into global market challenges companies to structure teams with culturally diverse human resources (Boss, 1978). Thus, organizations need to address the varied team dynamics, required for their improved performance.
The diversity within the organization includes the external and internal differences such as educational background, creativity, problem-solving skills, and understanding. These multiplicities in diversity among the work team influence the organizational performance. As a consequence, a broader classification of diversity reinforces the development of this article.
The research seeks to explain the effects of team diversity on team effectiveness and performance (Buller, & Bell, 1986). Team performance explains the ability of an organization to achieve its goals. Knowledge of how to build more performing teams of diverse individuals will make a constructive contribution to the general capability of organizations. To support the authors writing, social comparison theory was used to explain the team development, as human beings have inborn desires to explain their opinions and views. According to Festinger, people choose comparative references that are not supposed as too different and are fascinated to situations where others contribute to the similar abilities and opinions.
In other words, if members of a group disagree on a given issue, then their opinions differ. Therefore, it will need to take action to address the perceived differences, to avoid hostilities. This theory postulates that members should first perform self-assessment before changing or joining a given group. In agreement with diversity context, groups are categorized as; work teams, who are usually production oriented, for example within the tourism industry, this consists of the air hostesses and crew. The parallel team that consists of groups from various locations assembled for specific tasks such as problem solving (Buller, & Bell, 1986). The project team, on the other hand, consists of innovative members whose roles may involve performing the companies’ projects. The management teams include the high ranking individuals, whose role is the overall organization's performance. Diversity within groups creates a paradox, as they have poor performance. Also, they may add to the potential of likely conflicts.
Review and evaluation
In accordance to the article, studies on diversity and team building have been conducted over the past decades, which focus on individual attributes explained through social classification, social distinctiveness, likeness, and attraction and information dispensation perspectives. Researchers have studied other various attributes, other than individual attributes that improve the team performance; these include; measures aligned to values needed for improved performance (Dyer, 2007). Similarly performance innovation in the tourism industry may be positively associated with individuals' education and gender. In relation, to individual perspective, creating new relationships with external members through association training may lessen the likely prejudice. This will lead to an increase in innovation and a better organizational environment leading to organizational performance and relationship improvement.
The authors' areas of expertise were on team diversity building and team performance. The methods of gathering the evidence were based on a review of theories related to individual differences and team formation including the social identity theory, social comparison theory. Also, team formation and diversity literature were reviewed to identify ways of developing diverse and effective teams. To get the necessary information, a review of the literature was conducted through a computerized search of accessible databases concerning 'team diversity' and 'team performance'. Given the various articles dealing on team performance, it was, therefore, necessary to deal with the necessary literature on the topic and thus make a distinction on what to include and not to include in the article (Dyer, 2007). The evidence provided was 90 percent accurate, In conclusion, the evidence given are related to improving the team performance.
The authors Katherine L. Yeager, and Fredrick M. Nafukho, used a logical argument in explaining how teams can improve their performance by examining the diversity existing among teams in the tourism industry (Dyer, 2007). This was shown clearly in the examples of theories such as the social comparison theory used by the author to d...