Building teams might seem like a very difficult task even for an experienced manager. However, building teams in a competitive, stressful or high-pressure environment can seem almost insurmountable. We see this most often in competitive fields such as sales, manufacturing, or where an organization may have more than one business unit competing for recognition such as hospitality. When organizations encounter problems with lack or insufficiency of teamwork, this can damage the organization's image, profits or inhibit company growth due to lack of sharing of best practices, missed opportunities, costs higher or loss of manpower. When building a team, many factors need to be analyzed before an organization starts putting people together. Organizations first want to define a goal that the team is working to achieve. As with any objective, the organization will want to ensure that the objective is clearly defined. Next it is important to determine how many people the organization will need to achieve the goal, as well as what skills these people may need to help contribute to the team. However, sometimes managers can't build a team; sometimes the coach inherits a team from a former coach who has since moved on. A manager can't always start from scratch, firing or otherwise removing jobs, when employees may have been with the company for years before the manager arrived. Not only would it be counterproductive, but you would lose experience and perhaps highly skilled workers before you even get started. Even the cost of such foolish gobbling will do more harm than good in most cases. What does a manager do if he becomes the leader of an already established dysfunctional team? What if that team was highly competitive where the individual… in the center of the paper… the aspect of an effective team will help organizations complete the task, but understanding how each part works together as a whole will help l organization to create a great team. Works Cited American Psychological Association Practice Organization. (2010). Physical Health and Workplace Program. Information sheet. American Psychological Association Practice Organization. Milkovich, G. T., Newman, J. M., & Gerhart, B. (2011). Compensation (10th edition ed.). New York, New York: McGraw-Hill Higher Education. Rosch, P. J. (2001, March). The dilemma of compensating for work stress. Health and stress (3), p. 1. Rubin, R. S. (2002). Will True SMART Goals Resist Please? The Industrial-Organizational Psychologist, 39(4), 26-27.Thompson, L.L. (2011). Teaming up: A guide for managers (4th ed.). Saddle River, New Jersey: Pearson Education Inc.