Of all resources an organization has in its disposal none is perhaps as relevant and important to the success of the organization than the human resources.
Human resources if managed well hold the key to the success of the organization. According to (Cranny, Smith, & Stone, 1992) human resources output is higher when the employee's function as a team than it is the case when employees do not work as teams. A synergetic effect is what results when organizations embrace team spirit. However, creating functional and efficient teams calls for expertise, tolerance and a lot of motivation on the part of the organization. Teams enable employees to exploit their potential and therefore increase job performance. A team consists of members with diverse experience, skills and qualification, cultures and business backgrounds. To an organization, this translates into potential for success. However, as (Cranny, Smith, & Stone, 1992) notes team building process is a challenging process that can present numerous challenges to the management.
However teams have disadvantages such as reduced independence of talented and capable workers, social loafing as well as bureaucracy hence time wastage (Schermerhorn, Hunt, & Osborn, 2005). ...
Tajfel, and Turner, (1979) classifies teams into functional teams which consist only of members drawn from various departments, self-managed teams which are formed to meet some specific goals and objectives and function with little or no supervision, task forces are teams constituted to oversee completion of specific projects, while process improvement teams are comprised of experts as well as technocrats in a given field.
Formation of working teams presents the following challenges to leaders; establishing strong team leadership, difficulty in establishing positive interpersonal relationships, fear of the teams failing to meet set goals which translates to wasted resources as well as the possibility of members of the team failing to adopt well into the team. These challenges lead to conflicts in the group. As (Cote, & Morgan, 2002) notes, conflicts are not necessarily detrimental to the success of the organization. If well-resolved conflicts have numerous advantages and disadvantages alike. If well managed conflicts serve as a bonding experience and an opportunity for the team members to learn and reunite something which results into the team emerging more strong, and ready for the challenges ahead. According to (Sims, & Manz, 1995) in modern business organizations teams are indispensable something which explains the reasons for meetings and committees in most modern organizations.
Teams in the process of executing their roles and functions, conflicts emerge which unless well resolved can lead to disruption of activities in the work place. The purpose of teams varies but no matter the nature of the teams, conflicts always crop up in teams. According to (Sims, & Manz, 1995) there is a positive correlation between effectiveness of any