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Team Cohesion

The main purpose of this paper is to explain how designating specific roles and responsibilities promotes cohesion

First of all it is necessary to mention that team cohesion is a fundamental principle of the ideological construction of the company. In addition, according to Hanlan (2004), team is a competent division of specific roles and responsibilities, when everyone is in his own place and is aware of his significance. It is important to remember in this case that awareness of the importance determines the level of responsibility accepted by a member of the team.

One of the most popular personal qualities, along with professionalism, is the ability to act in a professional team. A key factor in effective team work is the ability of each team member to ‘work on the result’. There is no doubt that a team, whose members achieve harmony in work, is very effective and practically invincible. It leads to the understanding of the fact that informal distribution among team members of different roles and functions occurs on a voluntarily basis and a general agreement, but sometimes it is necessary to know that the team, designating specific roles and responsibilities on its members, also promotes cohesion because role functions are defined here by a team, in accordance with the most outstanding personal characteristics of each team member.

Thus, it is possible to say in conclusion that the role of the individual participant is determined by his contribution to the work of the team and the relationships between team members. Each team member must know what is expected of him or her in the process of work. Moreover, each team members has one or more definite ability that he/she can effectively apply. This allows the team to maximize its production. One of the most important advantages that stems from the formation of teams is that members become more accountable for their actions and it promotes cohesion that is achieved exactly designating specific roles and responsibilities.


Hanlan, M. (2004). High Performance Teams: How to Make Them Work. Praeger.