Executive Summary A team in an organization is established to achieve given tasks and can be used as a strategic method to enhance the productivity of the organization. Enhancing teamwork has become a top priority for many modern business managers. This can be attributed to immense benefits that can be achieved through successful team performance. “These benefits include improved productivity, enhanced customer service, staff empowerment, and extra flexible organization” (Hewage, et.al 680). It is important to regularly make the employees feel like they form a part of an efficient team. A manager should be careful during team or group meetings and conversations to get and pay heed to the requirements and professional target of every team player. To come up with a productive team it is important for the team leader to grant every member a chance to resourcefully articulate issues, fears, or comments in gatherings, and note down on the members’ response (Hewage, et.al 682). Where there is a need to realize a project or assignment mutually, the team leader can call for a brainstorming meeting where each member tenders contribution and thoughts. Most teams emanate from a group; however, there is a difference between a group and a team in an organization. A team comprises of members from different departments and appointed for a permanent duration. A group is temporary and includes members of the same department. Whether a group or a team one of the most important aspect is determined by the group norms (Hollenbeck, et.al 85). In addition, teams demonstrate a higher degree of harmonized interaction, individual liability for group results and personal identification with the team. In addition, a team has a higher degree of commonality and increased interdependence and cooperation. A team carries various features depending on the project or task and supervision. For instance in the case of a command supervisory group, there is a supervisor in charge of several subordinates, pretty permanent and membership does not change quite often. These are teams like clerical units, industrial assembly units or sales executives reporting to area sales administrator (Hollenbeck, et.al 85). Another type of a team is a taskforce or a project team that is mainly characterized by a particular restricted function and temporary nature, which is well known to the members. These teams could include a project team by university students, product proposal teams, teams to build up executive information systems and advanced computers. There are also informal groups whose membership are voluntary and could take the form of a lunch between members. Various factors lead to successful team formation and team performance Team size The size of a team has a lot to do with ease of formation and the team’s success. Team size affects social loafing, which is the concept of lessened work-burden per employee in large teams (Hollenbeck, et.al 85). The larger the team the higher the process costs due to extra costs of coordination of the large membership and therefore more resources should be availed to attain the set goals. Proper evaluation of the team size enables the team leaders or managers to capitalize on efficie