Tuckman's Business Model

Table of content
EXECUTIVE SUMMARY
1.0 INTRODUCTION…………………………………………………………..…..1
2.0 METHODOLOGY…………………………………………………………...…2
3.0 FINDINGS………………………………………………………………....…....3
3.1 Tuckman’s four stage model for team building.
3.1.1 Theory in practice…………………………………………….....4

3.2 Collective and Individualistic cultures within International teams………4
3.2.1 Individualism…………………………………………………......5
3.2.2 Collectivism……………………………………………………....5
3.2.3 Theory in practice…………………………………………...……6 3.3 Culture Shock and effects on International teams………………………..7
3.3.1 Theory in practice……………………………………………..….8

3.4 Balance in International teams – Kantor’s four player model9
3.4.1 Theory in Practice……………………………………………..…10

4.0 CONCLUSION…………………………………………………………………..10
References.
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EXECUTIVE SUMMARY
This report aims to explore some dynamics of
Storming
In the second stage of Tuckman’s model, smaller sub groups may start to form. These subgroups will consist of one or two group members with shared interests. Team members may start to lobby for positions of influence within the team. Power struggles for group influence may be observed in this stage and some compromises will have to be made for the overall team progress. iii. Norming in the Norming phase, there is a lot more co-operation and consensus amongst the team members. The major decisions affecting the team are made by the team as unit. The leader of the team has established his or her position and is respected. The functions of team members are well defined and accepted at this point. In this stage the team is capable of appraising and developing its own processes. iv. Performing in this stage, team members are more confident which translates to a more confident team overall. The team will have more autonomy and can effectively function as an independent unit. Relationships and conflict resolution processes would have been in place. The team is most goal oriented at this stage.
v.