1. In any workplace, both team and individual rewards and motivation are needed. "Reward systems are strategic mechanisms that are used to help achieve the initiator's goals (Klubnik & Rochelle, 1996)," and as such they are an essential part of an organization's productivity paradigm ("Individual and Group Motivation in the Workplace"). If not implemented thoughtfully, individual reward systems can disrupt the team, whereas systems that reward the entire team for good performance tend to promote good teamwork and, therefore, excellent productivity. On the other hand, organizations where only team motivations are provided shortchange workers who do outstanding work regardless of the lack of motivation of the rest of the team. Such workers are likely to move on, leaving the team in worse shape than before, because its only productive members have left.
             The optimum balance is to provide and promote team motivation and rewards the most heavily but to provide individual monetary rewards, as well. Organizations need to engage in team building and to develop their teams' collaborative, cooperative, and problem-solving skills. With the focus on the success of the team and the reward system targeted to a team approach, people will work together better and increase their productivity. Privately, however, individuals should be paid according to their individual contribution and productivity.
             2. The leader is responsible for a team's motivation. He is the one who can not only promise and deliver rewards but inspire the team by communicating the organization's vision and their part in achieving it. The leader shapes the team and creates motivation, not by dictating goals but by inspiring people to adopt the organization's goals as their own (Webb). He provides recognition to build positive self-esteem in the team and its members partly through benefits, but also by showing the team how ...