Management - Team Development
In the following document I go on to discuss how a team develops via group inputs, group processes and group outputs. Dr. Tuckman had covered the development of a team in his Forming Storming Norming Performing team-development model in 1965. The progression as written by (Tuckman, cited in Chapman, 2008) “is:
1. Forming – high dependence on leader for guidance...roles and responsibilities unclear... processes often ignored.
2. Storming – Decisions don’t come easy...team members attempt to establish themselves...factions form and there may be power struggles. The team needs to focus on its goals...
3. Norming – roles and responsibilities are clear. Big decisions are made by group agreement...delegation occurs...commitment is strong. Fun and social activities may occur... respect for the leader occurs.
4. Performing – the team is more strategically aware. Team has a shared vision... team has high degree of autonomy... disagreements occur but are resolved within the group... the team does not need to be instructed or assisted.”
This model explains how teams develop and mature, relationships get formed and leaders are born.
Group inputs
Nature of the group task
It was once written that "“Like organisational setting, the nature of the task to be performed is an important factor in group input. Different tasks place different demand on a group. A basic rule of thumb is that the difficulty of achieving group effectiveness increases with the degree of task complexity.” (Herold 1979; p99-103) With reference to the B Sharps (group name) the group came together with the same goal at hand, to pass the class. Once the group got together and was given a task that needed to be achieved the task became a little more complex. Once weeks progressed more minor tasks were constantly added to the groups’ agenda and made the once simple task of passing the class a much more difficult one.
General Membership characteristics
The B Sharps contain a diverse group of
1. Forming – high dependence on leader for guidance...roles and responsibilities unclear... processes often ignored.
2. Storming – Decisions don’t come easy...team members attempt to establish themselves...factions form and there may be power struggles. The team needs to focus on its goals...
3. Norming – roles and responsibilities are clear. Big decisions are made by group agreement...delegation occurs...commitment is strong. Fun and social activities may occur... respect for the leader occurs.
4. Performing – the team is more strategically aware. Team has a shared vision... team has high degree of autonomy... disagreements occur but are resolved within the group... the team does not need to be instructed or assisted.”
This model explains how teams develop and mature, relationships get formed and leaders are born.
Group inputs
Nature of the group task
It was once written that "“Like organisational setting, the nature of the task to be performed is an important factor in group input. Different tasks place different demand on a group. A basic rule of thumb is that the difficulty of achieving group effectiveness increases with the degree of task complexity.” (Herold 1979; p99-103) With reference to the B Sharps (group name) the group came together with the same goal at hand, to pass the class. Once the group got together and was given a task that needed to be achieved the task became a little more complex. Once weeks progressed more minor tasks were constantly added to the groups’ agenda and made the once simple task of passing the class a much more difficult one.
General Membership characteristics
The B Sharps contain a diverse group of
Bibliography: Tuckman B. (1965) original 'Forming-storming-norming-performing ' concept; Alan Chapman 2008 available online at http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm This discussion is developed from Herold D. ‘The effectiveness of work groups’ in Steven Kerr (ed.) Organisational Behaviours (Columbus, OH: Grid Publishing, 1979), pp 99-103 Reed, G. M., & Noumair, D. A. (2000). The Tiller of Authority in a Sea of Diversity: Empowerment, Disempowerment, and the Politics of Identity. In E. Klein & F. Gabelnick & P. Herr (Eds.), Dynamic consultation in a changing workplace. Madison, CT: Psychosocial Press. See Jon R Katsenbach and Douglas K Smith, ‘The discipline of teams’, Harvard Business Review (March – April 1993), pp. 111-20 Linda N Jewell and H Joseph Reitz, ‘Group effectiveness in organisations’ (Glenview, IL: Scott, Foresman, 1981), pp.149-50 James Ware, ‘Managing a task force’, note 478002 (Boston: Harvard business School, 1977) George C Homans, ‘The human group’ (New York: Hardcourt Brace, 1950) Benne, Kenneth, & Sheats, Paul, ‘Functional roles of group members.’ Journal of Social Issues 4, (1948) 41-49. Rensis Likert, ‘New patterns of management’ (New York: McGraw-Hill, 1961), pp. 166-9